Are you emotionally intelligent enough?

Until fairly recent, most discussions on intelligence focused on aspects such as memory –the ability to recall information, problem solving and ability to process ideas, grasp concepts and manage in a variety of forms. These kinds of intelligence are broadly measured by Intelligent Quotient (IQ) tests and are the so-called cognitive intelligence.

However, current research has identified many other kinds of intelligence beyond the IQ, and emotional intelligence (EI) has gained significance especially since the 1980s. In an article for the Harvard Business Review, Daniel Goleman asserted that whilst cognitive intelligence and purely technical skills are threshold capabilities (entry level skills), emotional intelligence is the unique sine qua non for above average effectiveness and performance (Goleman 1998).

What makes emotional intelligence much more superior in determining an employee’s effectiveness and performances? The answer seems intuitively simple: emotionally intelligent or matured employees are more aware and in control of their emotions and those of the people around them! As a result, they are likely to:

·         Be more productive and successful

·         Feel less stressed

·         Have better relationship with their customers, colleagues and bosses

·         Take less time off due to sickness

·         Feel more satisfied with their work

Another reason lies in the sequence of the evolutionary process of the brain and its parts. In the brain’s evolution, the:

·         Emotional parts evolved long before the thinking part of the brain

·         Emotional memory is much more associative and imprecise

·         Emotional responses are processed faster than higher order thinking

·         Emotional responses override higher order thinking

How does EI contribute to superior performance? The researchers tell a persuasive story about the link between a company’s success and emotional intelligence of its staff.  It is only by looking at the component parts of EI critically do we see how it influences an employee’s behavior.  These are:

·         Self-awareness – ability to recognize and understand your own emotions, mood and drives, as well as their effects on you

·         Self-regulation – ability to control and redirects disruptive impulses. The propensity to suspend judgment – to think before judgment

·         Motivation – a propensity to pursue goals with energy and persistence

·         Empathy – the ability to understand the emotional makeup of other people

·         Social Skills – ability to find common grounds and build rapport

These components work together; people who are Self-aware recognize their emotional tendencies and understand their triggers. They are therefore able to recognize situations likely to lead them in to disruptive impulses in their behaviors or actions. They would then use the Self-regulation to either remove themselves from that situation or to control the disruptive impulse. The Motivation, the drive to achieve beyond all expectations, provides the motive for developing self-awareness and regulating oneself in the first place.

The first three components of EI are all self-management skills. The last two, Empathy and Social Skill, concern a person’s ability to manage relationships with others.  Empathy, the most recognizable of all of the components is the ability to thoughtfully consider others feelings – along with other factors – in the process of making decision. Social Skill is not as simple as it sounds. It is not just a matter of friendliness, but friendliness with a purpose. It is about moving people in a direction you desire for the benefit of all.

High emotional intelligent managers are able to control their emotions in the face of disruptive or angry customer behavior seeking thoughtful resolution and avoiding possible loss of customers and revenue.

  And just as important, research indicates that people can develop emotional intelligence if they take the right approach. One thing is certain, emotional intelligence increases with age /maturity. Yet, even with maturity, some people still need training to enhance their emotional intelligence. For training on emotional intelligence and any other attitudinal issue to be successful, it has to focus largely on the neurotransmitters of the brain’s limbic systems, which governs feelings, impulses and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback, which is different from the neocortex, which grasps concepts and logic through reading or experimentation.

A person who may want to improve his/her empathy will need to find the sources of motivation. This may be through self-discovery – becoming aware that he lacks empathy and that it interferes with his ability to read people’s reaction and see their perspectives. To receive regular and consistent feedback,  he may ask a trusted colleague to shadow him for part of his day observing how he deals with people especially those with different opinion. He may also ask his colleagues to remind him if they find him not listening to them, talking over them and remind him of his quest to gain more empathy. He will need to continue to use his work and family situations to practice listening, hearing and considering the opinions of others of different perspectives.  The feedback from the trusted colleague when shadowing him and other colleagues when dealing with him will provide continual re-enforcement.

Developing EI will not happen without concerted effort and a sincere desire. A brief seminar won’t help nor will a how to manual.  It is much harder to internalize any of the EI components as a natural response to people than to become adept at regression analysis. But, it can be done. Ralph Waldo Emerson wrote “nothing great was ever achieved without enthusiasm”. If your goal is to become a star performer, then you have little option but to develop high emotional intelligence.

Task orientation or relationship orientation

Question from a reader

"For the groups I have been managing so far, we have usually decided upon a minimum level of skills for each task within the project or department. If the person is able to develop the skills in a reasonable amount of time to an adequate level to complete the specific tasks then everything is "ok". The person stays and the manager can also benefit from this persons strengths. If a person is not able to develop skills in a reasonable amount of time then effort is sometimes made to find a better place in the organization for this individual.

The procedure could be slightly different between different managers and project leaders on how they handle these kinds of issues. However low performance is also rewarded with low salaries and the opposite for good performances.How do balance task orientation with relationship orientation?"


My thoughts:

I find your take and personal experience interesting. You came across in your comments as relationship oriented to me because most tasks oriented managers may not even have the time or patience to help some one retrain or find them alternative roles within the company. What do you do when there are no alternative roles within your organisation for the person's strengths? I think unless the job for which the person was recruited for has fundamentally changed, then usually this is a case of poor recruitment.

In my experience and within that my circle of friends, I find that most managers at their early introduction into management are very much task oriented; working hard to a make a mark. A few keep this moment into later careers and remain taskmasters. Majority, however, hit a brick wall of rebellious employees and soon learn that the best way to get best performance is through the application of some of the relationship oriented approaches. However, they may swing too far down this side failing to provide structure and, failing to implement any of the task-related activities. Eventually, as they mature professionally, they realise that they need to combine both sets of orientations to be successful. When we learn to balance our need for achievement/task completion with empathy and care for our team members, then I think we have hit the holy grail of Leadership. I think getting the job done is the priority but your people need to feel satisfied when the job is done.

I work hard to identify the strengths, weaknesses and the attitudes of my team as it helps me get the best out of everyone. I find that performance/strengths are not scientifically measured (I am not saying they should be as some roles do not lend themselves to this form of measurement) and are usually other peoples' opinion. I also find that people's attitude and personality traits affect their performance significantly. As an example, it is often said that someone is poor at presentation when the actual problem is lack of confidence and self belief. I had a team member who seemed to have moments of excellence but usually a mediocre performance. Without any training, his performance shot up when he received some confidence coaching. I always advise managers to look into the person (attitude, values, beliefs) when assessing strengths and weaknesses