Emotional intelligence.
[check] This checklist 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. A brief self-test indicator is given at the end.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 people's feelings" John D Mayer (as quoted in People Management, 28 October 1999, 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.
How does Emotional Intelligence work?
When emotions are experienced, such as satisfaction, 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 learns, though it can be developed
* is sometimes dismissed as being just another management fad.
Action Checklist
1. Understand the theories of Emotional Intelligence
Two American psychologists, John D Mayer and Peter Salovey, first defined the phrase "emotional intelligence" in the 1980s. 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 "contrainers"--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 1999).
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 contrainers) and not venting 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.
Examples of EI tests can be found at
www.eqi.org
www.eiconsortium.org
http://ei.haygroup.com/resources/topteams
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. A simple test is given at the end of this checklist.
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 not relevant for your job.
* Think that your emotional intelligence needs no further development.
Further Reading
Books
The emotionally intelligent manager: how to develop and use the four key emotional skills of leadership David R. Caruso and Peter Salovey San Francisco, Calif.: Jossey Bass, 2004
The EI advantage: putting emotional intelligence into practice Patricia McBride and Susan Maitland London: McGraw Hill, 2002
Primal leadership: realizing the power of emotional intelligence Daniel Goleman, Richard Boyatzis and Annie McKee Boston, Mass, Harvard Business School Press, 2002
Thought Starters
* Do you think your communication with your colleagues could be improved?
* If angry, do you ay the first thing that comes to mind?
* Do you tend to ignore your emotional responses to events?
Emotional Intelligence Indicator ... nb this test has not been validated in any way, and is intended to give an illustration only of a few of the many characteristics that make up the overall concept of EI and how they can be assessed and provide indicators for development. Mark x in the 1 2 3 4 5 appropriate column: Low Medium High Self-awareness You are aware of Never Sometimes Always how you are perceived by others You are aware that Never Sometimes Always your moods can affect others for better or worse You are confident Rarely Sometimes Always of your abilities and feel that most people respect you Emotional Resilience You are determined Not often Usually Always to see things through to completion You are comfortable Never Usually Always when you have to overrule others' firmly held views You are easily Always Sometimes Never depressed if things go wrong Motivation You always look for Never Sometimes Always new challenges and to exceed existing targets You always encourage Never Sometimes Always your staff to do the same You find it Always Sometimes Never difficult to exercise self- discipline Empathy You find it hard to Always Sometimes Never be a good listener You take into Never Sometimes Always account other people's concerns You sense what Never Sometimes Always other people are feeling without being told Social Skills You feel uneasy Always Sometimes Never talking to large groups You are comfortable Never Sometimes Always when meeting and dealing with new people You always try to Never Sometimes Always get people to work together, not against each other
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| Title Annotation: | Checklist 178 |
|---|---|
| Publication: | Chartered Management Institute: Checklists: Personal Effectiveness and Development |
| Geographic Code: | 1USA |
| Date: | Oct 1, 2005 |
| Words: | 1349 |
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