Via BW BusinessWorld : 7 Reasons How Emotional Intelligence Underpins To Leadership Success
How often do you think your emotions impact your career’s success? Being in control of your emotions and displaying sensitivity towards others’ feelings directly correlates to your professional opportunity set
In today’s competitive world and integrated global economy, being emotionally intelligent holds more value than conventional intelligence. How often do you think your emotions impact your career’s success? Being in control of your emotions and displaying sensitivity towards others’ feelings directly correlates to your professional opportunity set. Your emotional awareness and considerate nature represent key, but often overlooked, competitive advantages. Emotional Intelligence is the ability to both understand and control our own emotions, and the emotions of others.
Daniel Goleman, the author and psychologist who helped make the subject of emotional intelligence more prominent, found through research that out of all the abilities that lead to a steady job performance, 67 per cent were directly associated with emotional intelligence. Goleman also highlights an important practice of today’s successful companies worldwide: they routinely look through the lens of Emotional Intelligence when hiring, promoting, and developing their employees. Emotional intelligence is a critical factor on the path to becoming a successful leader from an emerging one.
This intangible skill can transform you from being just a leader into a leader who is revered, followed and appreciated.
Nobel Prize winning Israeli-American psychologist Daniel Kahneman found that a person who is liked and trusted has a competitive edge in winning business over someone without a pleasing persona. Furthermore, the likeable person is still selected even if the other is offers more value or a better product at a lower price point. Creating such positive outcomes is ultimately a function of our emotional intelligence and cognitive framework. Emotionally intelligent people seek opportunities to improve their mental agility.
In a world full of distractions and reliance on technology, we are often in a rush. We overlook details, struggle to remain attentive and escape being fully present to check what we missed on our phones. Regulating our emotions and taming our impulses are essential skills that require years to develop. A multitude of physiological and psychic factors underpin the energy that drives our emotions. Both children and adults inappropriately allocate energy because of their emotions. When we overreact, we use too much energy, which inhibits the processing of critical information. We also fail to make the most informed decisions when we underreact because we do not allocate enough energy to solve a challenge or problem.
Here are seven factors that highlight the importance of developing emotional intelligence and how it underpins your leadership success
1. Better decision making – Our state of mind and emotional awareness are key pillars for making the most informed decisions. No matter how balanced or objective one intends to be, emotions in the moment influence how we perceive, process and act upon information. For example, fear and may cause us to postpone a decision, while happiness can encourage a quicker outcome from
concessions offered during a negotiation. If you can retain control over your emotions while taking decisions, and direct these feelings towards enhancing your thought process, the result will be more rational and positive.
2. Developing a mindful approach – Being aware of yours and others’ emotions will help you focus on the present moment and the problem at hand. It helps in being mindful and resolving the problem more peacefully. Mindfulness can also be described as being attentive, while refraining from passing judgment. This skill is developed by leaders over time through regular practice.
3. Harness the ability to bounce back from adversity – Life may surprise us with adversity when we least expect it. By maintaining a positive outlook towards life and recognizing our emotions, we can first prevent the difficult situation from spreading to other areas of our lives. After focusing on more rational behavioral responses and mitigating initial stress, we can direct our cognitive energy toward solutions and the next chapter of our lives.
4. Helps waking up to latent creativity – Being aware of your emotions and connecting them to your thoughts is a precursor to innovative thinking. Positive emotions are accompanied by a broadening of attention, behavior, and creativity. The results following inducement of a positive mood are well documented. After laughing at a comedic story or watching a funny movie, participants experience a heightened sense of creativity, attention, and tenacity for developing solutions.
5. Being proactive and not reactive – Gaining a better understanding of others’ state will help you make decisions more empathetically. You will be proactive in dealing with situations and can see the problem from someone else’s point of view as well. This affords our brains the opportunity to create a more positive outcome because we apply our mental agility. When we are proactive, we not only better regulate our emotions, but we also build resilience.
6. Helps in faster conflict resolution – Developing social skills will help resolve conflicts with patience and perseverance. Acknowledging efforts and appreciating contributions are precursors to motivating other people to reach a positive outcome. When we listen, we free people from their unexpressed emotions to focus on an actual problem.
7. Self-regulation is the key – The ability to control negative and/or disruptive emotions and impulses can lead the path to being a successful mentor, guide and leader. It helps to reflect upon one’s thoughts before taking judgments. Self- awareness is the ability to understand, control and channelize one’s emotions to make better decisions. Awareness enables you to make rational decisions. Emotional Intelligence describes an optimal balance between your rational mind and emotions.
Via Huffpost : Emotional Intelligence is the Key to Unlocking Your Career Growth
“My career is not going anywhere; I don’t know even know if I’m in the right job.” I hear this from the younger lot all the time, and when probed at a deeper level, answers usually relate to workplace culture, the relationship with their boss and colleagues, lack of clear and transparent communication, and how much their creativity is valued. Turns out, the obvious case of unfulfilled expectations and misaligned objectives arises from a place of unbelievably low emotional intelligence on both parts — millennials as well as Gen X, who, more often than not, aren’t equipped to handle this unique non-conformist breed.
It’s great that millennials are driven and, like their studious perfectionist selves who got straight A’s back in school, want to ace the real world as well. But that’s not how the grind works. Unfortunately, our society has very different yardsticks for performance at school vs. real work life. The moment it hits you that your EQ is more important than your IQ after spending 20-odd-years of life honing your technical expertise, it comes as quite a shock.
There is irrefutable research showing that emotional intelligence is a key differentiator between star performers and the rest of the pack. In fact, some data has shown that success is 80-90% attributable to EQ and only 10-20% to cognitive intelligence (IQ) – whether in your personal life or at work. It’s the trait that lets high school dropouts become multi-millionaires, ex-convicts become community leaders, and ordinary homeowners become influencers.
So, where do you start when you feel not being heard, understood, valued or taken seriously for that matter? Here are 3 thought starters that can come extremely handy to enhance emotional intelligence and excel in your career or business.
First things first: know yourself. Beyond the surface level of your actions and behavior, discover the deep meaning and feelings associated with those behaviors. We all view things with our own perceptive lens — my map of the world could be drastically different to your map based on my strengths, values, beliefs, experiences, culture and communication. When you are working in a diverse, multiethnic organization where people come from all sorts of cultures and backgrounds, the way each person views the world, filters information, processes it and then makes meaning out of it could differ significantly. This is the starting point of building strong EQ.
Knowing what it is that you’re good at is critical because Gallup research suggests that our strengths have both contributions and needs. For instance, you might have “positivity” as your key strength which always helps you bounce back from setbacks, but it also has a reciprocal need of optimism, uplifting energy and light heartedness. And when these needs are not met by others, you typically trip into toxic behavior of blaming, contempt, withdrawing or stone walling. If you have the strength of “focus,” you also need others to be focused and unconsciously expect everyone to be goal driven, having the clarity of outcomes and priority. If the team working with you doesn’t have this strength, they might approach the task in their own way, causing you frustration along the way. Awareness is key because it enables to widen your perceptive lens and allows for multiple viewpoints. It builds empathy and rapport.
The underlying question here is: Can you manage your emotions and behavior to a positive outcome? Our brain is hard-wired to respond emotionally to events before it is able to process things logically. When you develop self-awareness, you can stop wasting your time attempting to push your emotions aside and allowing them to control you. Instead, you are able to understand emotions and the feelings associated with them, subsequently managing them to your benefit and the benefit of the people around you.
In my case, until a few months ago, I was not aware that communication is my topmost strength, enabling me to tell stories, verbalize my thoughts articulately and think out loud. What I had no clue about is that I also have a similar need of verbal processing, talking things out, wanting clear and articulate communication from the other end. When this need is unmet, I often feel frustrated. Simply having this awareness allows an automatic alarm bell to ring the minute I feel emotionally vulnerable. It offers me choice on how to manage the situation and react to it because I know why I’m behaving the way I am. It enables me to step back and take a look at the need of the situation, my own needs, and the needs of other parties involved. Over time and with practice, my brain will learn how to manage such situations by accepting my emotions, managing them, and finding ways to fulfill the needs of my strengths. EQ is a highly learnable trait in that sense.
When your mind, heart, tongue and body language are not ruled by your impulsive emotions that can overtake you anytime something does not go your way, you spend more time cultivating and nurturing strategically important relationships – personal or professional. You don’t have a standard auto response to a certain behavior or action irrespective of where it is coming from; it is driven by the need of the situation and how important the other person is for you. Why is it that emotionally attuned leaders bring out more in their employees than commanding and pace-setting leaders? Why is it that they are not just confident but also vulnerable, showing up with raw authenticity? They know who they are and who they are not, and that both are okay. They strive for interdependence — they know that the whole is greater than the sum of its parts. They possess skills in both domains of emotional intelligence: personal and social – self-awareness, self-regulation and interdependence. They are aware of not only their own feelings, but also of others in their sphere of influence and consciously work towards strengthening relationship with key stakeholders.
Being dependent on others for your needs or operating independently in the illusion of productivity doesn’t get you very far. Instead, when you operate from “interdependence” and take into account others’ objectives, needs, and what they bring to the table, you succeed collectively. The outcome is rich and meaningful because both parties have a stake and their input is taken into account.
When we enhance our emotional intelligence, we find ourselves with more empathy, flexibility, agility and resilience – all great qualities that build a robust self and stronger relationships, in turn enabling you to excel and succeed in your career.
via Business 2 Community : 7 Reasons Emotional Intelligence is Key to Career Advancement
At one time, the person with the greatest technical knowledge was given top consideration when it came to promotions. There is an inherent problem with that thinking. Once someone is promoted, technical skills become less necessary as the hands on work will be done by those who are expected to have that skill set. On the other hand, the ability to work effectively with others becomes increasingly important.
In the information age, this becomes increasingly paramount. As Steve Jobs stated, “We don’t hire smart people to tell them what to do, we hire them to tell us what to do.” Increasingly employers are becoming aware of the importance of emotional intelligence in staff they promote up the ladder. According to a 2011 Career Builder Survey, employers were 75 percent more likely to promote staff with high EI over those with high IQ.
Here are 7 reasons that emotional intelligence is key to career advancement:
Ability to Manage Emotions under Pressure
As responsibilities increase, the pressure and demands upon people increase. The ability to stay calm, control emotions and not react to every crisis, or perceived crisis is very important. The expectation from those above is that situations will be handled smoothly and calmly. Those reporting to them expect reassurance and support, especially during times of high stress, pressure and crisis. Even in highly emotionally charged situations, they have the ability to manage their emotions and come up with thoughtful discussion.
Ability to Listen and Make Others Feel Heard and Understood
Many of the problems in the workplace come about as a result of people feeling that they are not heard, seen or understood. Even if the staff’s ideas or advice is not acted upon, it is crucial to their feeling of importance and motivation to do their best to feel those they are reporting to, hear them and take the time and effort to try to understand.
Show Empathy and Sensitivity to Those They Work With
Everyone at work has situations and challenges and situations that come up outside of work that effect their performance. Family members pass away, become ill, relationships end and a myriad of other events happen that will effect someone’s workplace performance. Reacting with sensitivity and empathy in these situations can make all the difference between helping staff through their situation and leaving them angry, resentful, unmotivated and looking for a new job.
Take Responsibility for Their Actions and Learn From Mistakes
Emotionally intelligent people are better able to take mistakes in stride as they focus on the lesson learned rather than beating themselves up for making the mistake. They are less likely to see the mistake as a personal failure on their part and take away the lesson learned from it. This attitude is passed on to those reporting to them. Instead of fearing criticism and condemnation, staff will have less fear of taking initiative and trying something new. This results in more buy in from staff, increased satisfaction and in the end more productivity. Employees’ discretionary efforts will be offered.
Non-Defensive and Openness to Feedback
Emotionally intelligent people have their egos in check and are always open to learning and improvement. This allows them to take feedback (that is not positive) as information on how they can improve. They are more likely to see the person giving the feedback as having good intentions in that they are trying to help them improve, as opposed to wanting to intentionally belittle and tear them down.
Ability to Manage and Work Through Conflict
Promotion means having to deal with the inevitable conflict that will come from those reporting to them as well as work around the power struggles and disagreements from those above them. This requires someone who has the ability to not become emotionally involved, rather look for common ground, mediate, listen and be able to see the bigger picture.
Earn Respect From Others and Set a Positive Example
People who are able to keep their emotions under control, listen to others and treat them fairly and authentically earn the respect of those they work with. Those reporting to them look up to them and see them as a positive role model. They are approachable and see their roles as helping others to succeed. When staff see those qualities in their leaders, they feel a greater attachment to their workplace and put in greater effort. They also feel more loyalty to the organization.
via Fast Company : Emotional Intelligence Is The Real Secret To Getting Promoted Faster
There was a time not too long ago when the person with the most technical knowledge got promoted fastest. But that’s often no longer the case.
Once someone gets promoted, technical skills become less necessary, and interpersonal ones become more critical in their place. You’ve probably already heard that emotional intelligence is a top factor in companies’ hiring decisions, but it plays a major role in how employers choose to promote their team members, too. This isn’t exactly news; in a 2011 Career Builder survey of more than 2,600 hiring managers and HR professionals, 71% said they valued emotional intelligence over IQ in general, and 75% said they’re typically more likely to promote an employee with high emotional intelligence and a comparatively lower IQ than one where that ratio is flipped.
So when you’re gunning for your next promotion, your main objective might be to dial up those so-called “soft skills” in order to show your boss you’ve got the emotional intelligence it takes to excel. Here are a few skills you’ll want to make sure your boss can give you high marks for.
1. YOU CAN MANAGE YOUR EMOTIONS UNDER PRESSURE
As your responsibilities increase, so will the pressure and demands on you. That means you’ll need to stay calm, keep your feelings in check, and avoid reacting impulsively to every crisis (or perceived crisis) that pops up. Your boss needs to expect that you’ll handle tough situations smoothly and calmly. Anyone who’s reporting to you will need reassurance and support when the stress starts to increase, so if you want to show that you’re management material, it’s smart to model that poise and composure early on.
2. YOU LISTEN IN A WAY THAT MAKES OTHERS FEEL HEARD
Lots of workplace crises can be avoided simply by making people feel heard and understood. That one reason why hiring managers cite listening as a critical job skill. Even if somebody’s idea or advice isn’t acted upon, they need to feel like their contribution is valued, and you don’t need to bend over backwards or condescend to your colleagues to do that–you just have to listen actively to them. As a manager, your team’s productivity depends on how motivated they feel to do their best, and that begins with making them feel heard. It never hurts to brush up on those listening behaviors.
3. YOU’RE QUICK TO SHOW EMPATHY
Everyone has a life outside of work that can affect their performance on the job. Family members and friends fall ill, relationships end, and lots of other life events can crop up. The best bosses aren’t those who just shepherd projects along with ruthless efficiency–they’re ones who treat their team members as actual people. Fortunately, it takes no technical training whatsoever to show your coworkers a little empathy. Being sensitive to the things that affect them in the office can make all the difference between helping somebody through a really hard week and leaving them angry, resentful, and looking for a new job.
4. YOU TAKE RESPONSIBILITY FOR YOUR MISTAKES
Emotionally intelligent people are good at taking their missteps in stride. That helps them learn and improve faster after a slip-up. Why? Because they’re less likely to see the mistake as a personal failure–a potentially powerful mind-set that employers look for in up-and-coming leaders. Instead of fearing criticism and rebuke, you’ll want to show your boss that your bigger fear is not taking the initiative to try something new. So try not to wallow in failure the next time you make an error–own up to it as quickly as you can, and take the reins in finding a solution. That’s exactly what emotionally intelligent managers are expected to do.
5. YOU’RE ALWAYS OPEN TO FEEDBACK
Keeping your ego in check can also help you stay open to constructive criticism–especially the kind that less emotionally intelligent people might find hard to take. Make sure you show your manager that you’re always looking to improve, even in small ways. Companies are more willing to promote employees who see feedback as a chance to grow, not a risk to their credibility or as some kind of personal slight. Demonstrating this is actually pretty easy; it all starts by assuming that your boss has good intentions whenever they critique your work.
6. YOU CAN WORK THROUGH CONFLICTS
Getting promoted means you’ll have to deal with the inevitable conflicts among the people reporting to you. Even the most serene workplaces occasionally have mini power struggles and squabbles–that’s only natural. But the most effective managers aren’t fazed by these disputes. They can approach them without become emotionally involved themselves, look for common ground, and listen to all sides with an eye toward the bigger picture. That isn’t always easy, but if you can show you’re an effective mediator, you’ll likely show that you’ll also be an effective manager.
7. YOU EARN OTHERS’ RESPECT (FOR THE RIGHT REASONS)
This last factor is the sum of the previous six skills. People who are able to keep their emotions under control, listen to others, and treat them fairly and authentically earn the respect of those they work with. They don’t intimidate, condescend, or hog the spotlight in order to attract their colleagues’ attention. Being approachable is actually a hugely undervalued leadership skill, but it’s one emotionally intelligent people find natural. It’s just about seeing your own role as helping others succeed. If your boss notices that’s the approach you’re taking to your work, they’ll be more likely to consider you for a promotion–and they’ll have few reasons to regret it afterward.
via Popsugar.com : Activate Your Emotional Intelligence to Nail Your Next Job Interview
Congratulations! Scoring an interview confirms it: your credentials are turning heads. As you prepare, you’re probably thinking through answers to interview questions, amassing references, and contemplating all you’ve learned from your current position — all great prep.
The interviewers already know you’re well-qualified. But you want them to leave the room saying, “I need her on my team.” That’s where your emotional intelligence (or EQ) comes in.
What’s the deal with EQ?
EQ guru Dr. Travis Bradberry explains: “Emotional intelligence is the ‘something’ in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results.”
Nailing a job interview calls upon this “something.” It’s not just about answering questions. It’s also about demonstrating fit. Here’s how:
When you lead with your EQ, you view your interviewers not just as gatekeepers to something you want, but as actual people with whom you can connect. So think about connecting as much as impressing.
Break the ice by sharing your enthusiasm. You’ll find it’s infectious and will likely inspire your interviewers to share theirs. Do your research to find what makes this organization a unique and thrilling place to work. Also note factors about the environment that impress you. For example:
“I was blown away to see that there’s an org-wide green policy. It must feel great to work for a socially conscious institution.”
“Campus is electric when the students are changing classes. It must be inspiring to have that energy around you.”
“I’ve always admired this beautiful building. It must be cool to work in such a beautiful space.”
Genuine enthusiasm is an attractive quality, so find an angle that helps you muster it. You may also find that connecting with your interviewers helps quell your jitters.
Embrace your role as interviewee. You may or may not get this job, but there’s value in this meeting either way. Calm yourself. Breathe. If a drink is offered, accept that hospitality. Doing so reminds you to relax into the moment, and it adds an air of friendliness — which is how it should feel because this is just a group of professionals discussing an opportunity. It benefits both sides for this conversation to go well. It speaks well of the interviewers to foster a productive interview, just as it speaks well of the interviewee to participate in one. You have a shared and attainable goal.
Readjust your mindset
Instead of thinking: “I just have to get through this and make these important points,” try thinking: “I’m having a conversation about an exciting opportunity that could be a fit for me.” Aim to enjoy this experience. Isn’t it awesome that you have a greater realm of jobs open to you than you did the last time you searched? Look how much more you qualify for now!
An interview is just a conversation. You’re not getting weighed for your worth as a human being. The job you’re discussing may be one you really need or want, and that may tempt you to throw desperation at the project. But putting that hurdle in your way won’t help. Get comfortable in your skin and in the situation — from that vantage point, you’re much more inclined to enact your best work.