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Does Stress or Conflict Trigger Your “Hyper-Moody” Risk?

By Nancy Parsons

Imagine walking into the office each morning not knowing if you’ll face a calm, collected leader or someone whose mood swings dictate the team’s atmosphere. For many, this uncertainty is a daily reality, making workplace interactions stressful and unpredictable.

Are you usually calm, cool, and relaxed, even in stressful situations? If not, you’re not alone. Emotional flux can happen quickly when facing stress or conflict and can negatively impact communication and effectiveness. We refer to this emotional flux or quick emotional reaction under stress as the “Hyper-Moody” personality-based risk factor.

People who work with leaders who have “Hyper-Moody” risk tendencies often feel like they are walking on eggshells and do all they can to avoid the potential emotional volatility. For instance, at a university we worked with, executive assistants would inform each other of the president’s mood as he arrived each day. In another case, a creative leader’s enthusiasm often flipped quickly to disappointment, causing tension and confusion among the team. While these cases are different, when emotions become too intense, this can hurt teamwork and performance.

The CDR Risk Assessment measures 11 inherent personality-based risk factors that show up under stress and conflict. This assessment is part of the CDR 3-D Assessment Suite that is used when coaching leaders and professionals. Hyper-Moody is defined as a tendency toward emotional volatility, unpredictable mood swings, and potentially explosive outbursts.

In 360 feedback of leaders, actual examples of behaviors who have a high risk in Hyper-Moody have been reported as:

  • Has temper flashes on from time to time.
  • He needs to adopt a more consistent style.
  • Often does not gather all the facts before reacting. Explodes quickly.
  • Does not deal well with stress.
  • The stress is self-created by her unrealistic goals for herself and her lack of focus on the important/value adding issues.
  • She needs to stay objective and not go to “bad places” emotionally.

Hyper-Moody responses often trigger other risk reactions. For example, someone’s Egotist or Cynic risks may surface, intimidating or alienating others. In contrast, introverts may internalize these emotions, leading to detachment or avoidance, which can be equally damaging. It is common to see those with creative or innovative profiles having a Hyper-Moody risk. When their energy is up, they create and innovate, then they can lose interest or get bored just as quickly.

Managing the Hyper-Moody Risk Factor

To prevent Hyper-Moody tendencies from derailing your success, employ simple calming techniques. Start with deep breathing: take three slow breaths, focusing on a prolonged exhale. This small action can help regulate your emotional state and keep you grounded.

In her article, Worry Less, Lead Better ͥ   , Patricia Wheeler, Ph.D. emphasizes managing your biological response to stress. In high-pressure moments, your body releases adrenaline and cortisol, driving you into a “fight or flight” mode. Intentional deep breathing can counteract this, shifting you from a reactive state to a more balanced mindset.

Executive coach and EVP at BrightStar Consulting, Beth Schumaker, recommends “Red Zone vs. Green Zone” thinking. The Red Zone is marked by stress and emotional upheaval, while the Green Zone represents a calm and balanced state where you are coping well with the stressors in your life. Simple actions like counting, taking slow deep breaths with a focus on a longer out-breath, drinking water or taking a brief walk can help you transition from Red to Green.

Analyzing & Preventing Your Hyper-Moody Risk ͥ  ͥ 

  1. List instances when Hyper-Moody behavior appeared.
  2. What triggered the risk behaviors to show up? (Who, circumstance, your state of mind, project, deadlines, uncertainty, conflict, …what?)
  3. Describe how it manifested.
  4. What was the impact or consequences caused by the risk? (to you, your team, your leader, relationships, and/or to the business?)
  5. Next, brainstorm and develop new tactics to prevent future occurrences.
  6. And – this is really important to make changes — Practice the new tactics under simulated stress and with simulated triggers with a trusted friend, colleague or coach.

Conclusion

By understanding and managing Hyper-Moody tendencies, you can foster a more stable and productive work environment. It starts with self-awareness and the willingness to adopt new behaviors. Take control, breathe, and create a more positive path forward.

[i] https://www.cdrassessmentgroup.com/worry-less-lead-better/ by Patricia Wheeler, Ph.D.

[ii] Parsons, Nancy. E., Women Are Creating the Glass Ceiling and Have the Power to End It, 2019