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| Working With Emotional Intelligence |
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Culture Change LEVEL 5
"Working With Emotional Intelligence" by Daniel Coleman, the author of the groundbreaking international best seller, give real insight to what made star performers at every level of an organization including CEO's.
The New Yardstick
The rules for work are changing. We're being judged by a new yardstick: not by just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted.
The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs.
These rules have little to do with what we were told was important in school; academic abilities are largely irrelevant to this standard. The new measure takes for granted having enough intellectual ability and technical know-how to do our jobs; it focuses instead on personal qualities, such as initiative and empathy, adaptability and persuasiveness.
This is no passing fad, nor just the management nostrum of the moment. The data that argue for taking it seriously are based on studies of tens of thousands of working people, in callings of every kind. The research distills with unprecedented precision which qualities mark a star performer. And it demonstrates which human abilities make up the greater part of the ingredients for excellence at work – most especially for leadership.
In a time with no guarantees of job security, when the very concept of a "job" is rapidly being replaced by "portable skills," these are prime qualities that make and keep us employable.
Talked about loosely for decades under a variety of names, from "character" and "personality" to "soft skills" and "competence," there is at last a more precise understanding of these human talents, and a new name for them: emotional intelligence.
A different way of being smart
Analyses done by dozens of different experts in close to five hundred corporations, government agencies, and non profit organizations worldwide have arrived independently at remarkably similar conclusions, and their findings are particularly compelling because they avoid the biases or limits inherent in the work of a single individual or group. Their conclusions all point to the paramount place of emotional intelligence in excellence on the job – in virtually any job.
To be sure, these ideas are not new to the workplace; how people manage themselves and relate to those around them is central to much classic management theory. What's new is the data: We now have twenty five years' worth of empirical studies that tell us with a previously unknown precision just how much emotional intelligence matters for success.
Another strand: In the decades since my own research in psychobiology, I have been tracking cutting edge findings in neuroscience. This has allowed me to propose a foundation to brain science for the emotional intelligence model. Many business people are traditionally skeptical of "soft" psychology and wary of the pop theories that come and go, but neuroscience makes crystal clear why emotional intelligence matters so much.
Most training programs have embraced an academic model – but this has been a drastic mistake, wasting millions of hours and billions of dollars. What's needed is an entirely new way of thinking about what it takes to help people boost their emotional intelligence.
Successive studies have shown, Star Performers are more of emotional competence based than intelligence or IQ.
An emotional competence is a learned capability based on emotional intelligence that results in outstanding performance at work.
Our emotional intelligence determines our potential for learning the practical skills that are based on its five elements.
* Self-Awareness
* Motivation
* Self-Realization
* Empathy and
* Adeptness in relationships
Our emotional competence shows how much of the potential we have translated into on-the-job capabilities. For instance, being good at serving customers is an emotional competence based on empathy – Likewise, trustworthiness is a competence based on self regulation, or handling impulses and emotions as well. Both customer service and trustworthiness are competencies that can make people outstanding in their work. | | | | | |
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