Pip: Boghoss’ Blog is asking the question that every office memo has accidentally answered wrong: what do we actually do with the fact that humans have feelings?

Mara: Laurent Boghossian’s latest post makes the case that emotions aren’t a liability in the workplace — they’re the fuel. Let’s start with why that argument matters more than it might first sound.

Emotions as Fuel, Not Weakness

Pip: The conventional wisdom is that professionalism means keeping feelings at the door. This post pushes back hard on that — the question isn’t whether emotions belong at work, but what happens when leaders pretend they don’t.

Mara: The post puts it directly: “Human beings cannot simply switch off their emotions when they enter the workplace.” That’s the foundation the whole argument rests on.

Pip: And the consequence is immediate. If you can’t switch emotions off, then a management culture built on suppressing them isn’t professional — it’s just in denial, and probably leaking frustration in ways nobody’s officially allowed to name.

Mara: The post draws a distinction that’s easy to miss. Emotions get reduced to the uncomfortable ones — anger, tears, excessive sensitivity — but the category also includes joy, enthusiasm, surprise, and passion. Winning a major contract generates emotion. Nobody argues that should be banned from the office.

Pip: Right, and that reframe does a lot of work. Once you accept that enthusiasm counts as an emotion, the “no emotions at work” policy starts looking less like discipline and more like selective enforcement.

Mara: The post goes further, describing positive emotions as the human “fuel” — passion, excitement as a goal comes within reach, the satisfaction of achieving something difficult. These aren’t soft extras. They’re described as drivers of engagement and collective performance.

Pip: There’s a line near the end that lands harder the longer you sit with it. At the moment organizations are racing to adopt artificial intelligence, the post warns against the ironic move of turning human beings into the very thing AI is replacing.

Mara: Exactly — the argument is that human strength lies in what machines don’t experience the same way: emotion, passion, connection. Emotional intelligence in leadership isn’t about abandoning professionalism. It’s about recognizing those qualities as the competitive advantage, not the vulnerability.

Pip: So the ask for managers is practical: understand and manage emotions, don’t suppress them.

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Mara: The through-line here is that the human dimension of work isn’t a problem to be managed away — it’s the source of the energy that makes organizations move.

Pip: Feelings: apparently load-bearing. More from the blog next time.

This episode has been generated using A.I by Laurent Boghossian himself (Source : Management and Human Chaos: Why There Is No Perfect Management Formula)

“Artificial intelligence at the service of humanity. Not the other way around.“