Learn about why EQ is a critical skill in managing people and organizations.
- Every decision, strategy, product, team, and customer is affected by emotional intelligence or lack thereof. That is why investing in emotional intelligence training yields such great returns. It can drive improvements in key areas across the whole organization. As a leader you actually have three levels of responsibility for developing emotional intelligence. Obviously, you need to cultivate your own emotional intelligence and it is also your role to develop the skill in others, especially those that report to you.
In addition, as a leader, you have a responsibility to help your organization become more emotionally intelligent. In the Exercise Files there's a handout for you to track these three levels of responsibility as you learn the different competencies that make up emotional intelligence. Here are four key strategies you can use everyday. First, role model emotional intelligence. A leader's actions have much more impact than words, so be committed to role modeling emotional intelligence. This will naturally happen as you stay focused on the competencies as you increase your proficiency and frequency.
Second, make EQ part of your organization's core values. This can look a lot of different ways and you many not explicitly use the words emotional intelligence, but you want to show that you value the essence of it. Let's look at two examples. LinkedIn has six core values, one of which is relationships matter. This is all about building rapport and trust with members, colleagues, and partners. Adidas has one of its four, the value of diversity. They state, we know it takes people with different ideas, strengths, interests, and cultural backgrounds to make our company succeed.
We encourage healthy debate and differences of opinion. When leaders weave EQ into their organization's values, they clearly elevate the importance of it for everyone. Third, intentionally create an environment that boosts everyone's EQ. This starts with offering learning programs on EQ to your employees, as well as making it an integral part of manager training and leadership development programs. If you want to see examples, check out programs I've built at brittandreattatraining.com.
In addition to teaching EQ skills, measure and track emotional intelligence so people can see their progress. Many elements of engagement and exit surveys correspond to EQ, so you likely already have some valuable data to analyze. Finally, hold your people and organization accountable. If emotional intelligence is lacking you need to look at why and fix it. This may mean providing more training and coaching to help people grow. It also means clearly communicating expectations and holding people accountable for meeting them.
There should be consequences when people don't meet minimum standards for self-control and engaging with others. For example, if bullying or harassment occur in your organization, you must address it. Be sure you also recognize and reward emotional intelligence because that's the best way to validate your words with concrete actions. Shine the light on people who are exhibiting high EQ. Feature their stories at meetings, create awards, and make it part of your decisions about promotions.
These strategies will be easier and more fun to implement if you collaborate with others. Identify high EQ people in your organization and work with them to raise awareness and do the work. Together you'll be able to influence your organization in powerful ways.
- Analyze the brain science behind emotional intelligence.
- Identify and assess your emotions.
- Determine how to exercise emotional self-control.
- Identify your triggers and how to respond the them.
- Assess how others respond at work.
- Determine how to maximize team performance using emotional intelligence.
- Discover how to catalyze change.