Emotional Intelligence

Transcription

1 Emotional Intelligence This fact sheet explains the concept of emotional intelligence, sometimes referred to as EQ or emotional intelligence quotient, and why it is becoming more important. It gives an overview of the basic principles and outlines why it is relevant for managers. Emotional intelligence is increasingly being regarded as a major key to personal success and as being more important than IQ. Some of the most successful people in life today are those who are regarded as having a high level of emotional intelligence whatever their level of IQ. Being able to manage themselves and others successfully is often a crucial factor in their success. With a growing emphasis on 'soft skills', managers need to be able to sensitively handle other people, both within and outside the organisation. Definition "The ability to perceive, to integrate, to understand and reflectively manage one's own and other peoples feelings" John D. Mayer (as quoted in People Management, 28 October 999, page 49). Emotional Intelligence at work Most people do experience a range of both positive and negative emotions at work. Examples can include: Satisfaction - you have done an excellent piece of work Exhilaration - you have won a major contract Pride - you have helped someone out of a difficult situation Anger - your work that has not been appreciated Frustration - because of delays in implementing your recommendations Anxiety - difficulty in meeting deadlines Sales Training International Ltd Page

2 How does Emotional Intelligence work? When emotions are experienced, such as anxiety or frustration, the human brain is programmed to respond to the threat and an emotional response is triggered. However, acting on that first impulse can lead to things being said or done that are later regretted. Emotional intelligence means that whilst you acknowledge that emotion, you then take a step back from that situation and let rational thought influence your actions. Advantages of using Emotional Intelligence These can: lead to improved relationships with colleagues help to keep yourself under control help to lower stress levels help keep you motivated enable you to communicate well and influence others without conflict enhance your standing in the eyes of your colleagues Disadvantages of using Emotional Intelligence Emotional Intelligence: cannot always be learned, though it can be developed is sometimes dismissed as being just another management fad Sales Training International Ltd Page 2

3 Action checklist. Understand the theories of Emotional Intelligence Two American psychologists, John D. Mayer and Peter Salovey, first defined the phrase "emotional intelligence" in the 980s. Daniel Goleman, another American psychologist later built on their work and published his well-known books on the subject. He also produced a framework for emotional intelligence, which consists of five elements: Goleman's Framework:- Self-awareness - understanding yourself, your strengths and weaknesses and how you appear to others Self-regulation - the ability to control yourself and think before you act Motivation - the drive to work and succeed Empathy - how well you understand other peoples' viewpoints Social skills - communicating and relating to others Other important researchers into Emotional Intelligence include Dr Malcolm Higgs and Professor Victor Dulewicz. They identified seven elements of emotional intelligence which can be broken down into three main categories: The drivers - motivation and decisiveness. These two traits energise people and drive them towards achieving their goals, which are usually set very high. The constrainers - conscientiousness and integrity, and emotional resilience. In contrast, these two traits act as controls and curb the excesses of the drivers - especially if they are very high and undirected, or misdirected. The enablers - sensitivity, influence and self-awareness. These three traits facilitate performance and help the individual to succeed. (Source: People Management, 28 October 999) Sales Training International Ltd Page 3

4 2. Ask what this means for me The following competencies are considered necessary for managers, and have particular relevance for emotional intelligence. For example, managers need to be able to: manage themselves (self-regulation and constrainers) and not vent their frustration on staff have self-awareness of their real, not perceived, strengths and weaknesses motivate others as well as themselves counsel or coach others within the organisation (social skills, enablers) encourage others, and offer advice (social skills, enablers) develop good working relationships (empathy and enablers) 3. Test and develop your Emotional Intelligence A major problem when testing for Emotional Intelligence is that there is no one agreed standard definition of the concept. Practitioners and trainers use a widely varying range of characteristics and assessment methods, and many of the tests available for measuring EI, through the Internet, for example, reflect this. These tests are, however, useful in making people aware of the issues involved and can give an indication of where an individual's emotional strengths and weaknesses lie. Another problem is whether EI can be developed. Certainly, skills such as team building and motivation skills can be developed. There are numerous books, seminars and courses that aim to do just that, or at least to give a better understanding of the issues involved. Until more academically rigorous and tested assessment outcomes are agreed, it may be safest to say that, for the time being, only some facets of EI can be learned or taught. Others, like adopting a more understanding attitude, or building drive and determination, can only come from within. Sales Training International Ltd Page 4

5 Examples of EI tests can be found at: The tests usually take the form of questionnaires or psychometric testing, measuring competencies or characteristics such as: emotional energy, stress, assertiveness, sociability, attitudes, decisiveness, objective judgement, self-esteem, courage and tolerance of and consideration for others. Some tests are wholly web-based; others paper-based. Dos and don'ts for using Emotional Intelligence Do Observe your emotional reactions to other people Consider how you might test and develop your emotional intelligence Ask yourself honestly how well you react to the concerns of others Don't Assume that you don't bring your emotions to work with you Think that emotional intelligence is not relevant for your job Think that your emotional intelligence needs no further development Sales Training International Ltd Page 5

6 Further Reading Books Emotional Intelligence: Why It Can Matter More Than IQ, Daniel Goleman London: Bloomsbury, 996 Working With Emotional Intelligence, Daniel Goleman London: Bloomsbury, 998 Making Sense of Emotional Intelligence, M Higgs and V Dulewicz Windsor: NFER Nelson,999 Thought Starters Do you think your communication with your colleagues could be improved? If angry, do you say the first thing that comes to mind? Do you tend to ignore your emotional responses to events? Sales Training International Ltd Page 6