Building Emotional Intelligence Builds Leaders
 

In the mid 1990's Daniel Goleman took the business world by storm claiming the Emotional Intelligence could impact on success more than IQ. (Or that was the populist interpretation).

However the reality is that in business given a level playing field when two professionals have similar levels of IQ, similar levels of experience and similar personalities - and then the role of emotional intelligence may start to play a part in differentiating levels of success.

 

There are various models of Emotional lntelligence and ideas on what emotional Intelligence is. The model I will refer to and use here is that developed by Mayer and Salovey. It is noted that Goleman used their work as a basis for his book.

The Mayer Salovey Model is based on the individuals ability to problem solve with and about emotion.

The emotionally intelligent leader leverages the four skills in the model by:

1. Identifying emotions in himself and others

2. Using these emotions to guide the thinking and reasoning of the people involved

3. Understanding how feelings/emotions might change and develop as events unfold

4. Managing to stay open to the data of feelings/emotions and integrating this data into decisions and actions for longer term effective results in relationships.

This does not make an Emotionally Intelligent Leader soft or touchy feely; rather he combines emotions with intelligence.

The ability to problem solve given a level IQ playing field is a key requirement of success in business today. Leaders who are less emotionally intelligent may find themselves making decisions at a less than optimum level. Key data may be left out of decision making,

Imagine if you will; going into a negotiation with an opponent who is fearful and you do not have sufficient EI to Recognise the signs of his nervousness. (Skill 1). This negotiation would proceed in a far different way than if you were able to identify his nerves; then ask key questions to get to the cause.

Alternatively imagine the scenario where you need to give praise to a high achieving staff member, who shuns the limelight. Highly developed Understanding of emotions and Managing emotions skills would lead you to ensure that any recognition would be appropriate the person and would be private. (Skills 3 & 4). Public or inappropriate recognition may actually de-motivate the staff member and create the exact opposite result from that which you wanted in the first instance.

The good news is that EI, can be developed quite easily, with effort, once you decide to actually make a change.

The MSCEIT online tool assesses your ability to problem solve with and about emotion. This may be a useful starting point for you to begin developing your emotional intelligence.