Five
reasons why emotional intelligence matters right now
An emotionally
intelligent workforce can help organisations meet many of their current
challenges. Managers who are high in EI can help the business drive through
change, stimulate innovation and get the best and most inspired performance
from its people.
Emotional intelligence is
however a tool that is under-used and often widely misunderstood within the
corporate environment. Managers are suspicious of the very word ‘emotion’ and
often feel it has no place in a fast-paced competitive climate where tough
decisions are being made on a daily basis. It’s important to recognise however,
that being emotionally intelligent isn’t about being emotional – it’s about
being able to manage yourself better and get the most out of your team while
also paying attention to their welfare and individual needs.
Here I share five reasons
why emotional intelligence should form the backbone of every manager’s
tool-kit:
1.
It makes it easier to drive through change
Managers who have a high
level of self-awareness are better able to bring people with them when it comes
to implementing change. They are able to sense the mood in the room, for
example, and adapt their communication style accordingly. This can be
particularly useful when it comes to helping people cope with the fear often
associated with change. If the worries and concerns that people have for
themselves and their jobs are not acknowledged and addressed they will be
unable to see and buy into the bigger picture. Emotionally intelligent leaders
are able to recognise how others are feeling and can help their people manage
the difficult emotions that are an inevitable part of change.
2.
It helps boost innovation and creativity
People have to be in a
good place to be innovative. Indeed research has shown that if people are happy
their creativity often increases. Leaders who are high in emotional
intelligence know how to create positive working environments where people are
relaxed and able to fulfil their potential. They are also well placed to manage
the inevitable highs and lows that come with the innovation process – helping
their teams cope with frustration and bounce-back quickly from disappointment
if their creative ideas have been inhibited or rejected.
3.
It supports the development of productive relationships
People who can stay in
control of their emotions in difficult situations are much less likely to make
‘heat of the moment’ decisions or lose their temper at an inopportune moment.
They are also typically good at handling the conflicts that arise between
others – understanding how to step in and reach a resolution before a
disagreement turns sour and starts to get in the way of workplace productivity.
Of course it’s not all about managing negative behaviour. Managers with high EI
are also great at building partnerships, encouraging collaboration and gaining
respect and loyalty from their peers and their team.
4.
It helps leverage the diversity within teams
How often do you hear
people moaning about a colleague who is difficult to deal with or seems
determined to block progress? Often the person who is complaining is part of
the problem themselves because they don’t have the empathy or insight to pick
up on the other person’s perspective and expect everyone to react and behave in
the same way they do. Managers with good EI are better able to recognise the
different personality types and working preferences within their team and can
flex their approach accordingly to make sure people are playing to their
strengths and they are getting the best out of everybody.
5.
It gives the business competitive advantage
A workforce made up of
emotionally intelligent people can give the business a distinct commercial
edge. One US study for example found that sales people with high EI produced
twice the revenue of their peers who rated lower down the scale. Emotionally
intelligent managers are skilled at building influential relationships and
getting people on side. They are also better than less self- aware managers at
helping the business anticipate recognise and meet customer needs.
I have found that the
most effective leaders are alike in one crucial way: They all have a high
degree of what has come to be known as emotional intelligence. It’s not that IQ
and technical skills are irrelevant. They do matter, but mainly as “threshold
capabilities”; that is, they are the entry-level requirements for executive
positions. But my research, along with other recent studies, clearly shows that
emotional intelligence is the sine qua non of leadership. Without it, a person
can have the best training in the world, an incisive, analytical mind, and an
endless supply of smart ideas, but he/she still won’t make a great leader.
Leaders influence the
team’s mood. The team’s mood drives performance. What’s your conclusion?
by Grant Stanley 2017
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