Using emotional intelligence at work

Why is it that some people with high intellectual capacity are unable to get far in their careers while those less endowed manage to succeed? One reason worth examining concerns a way of being “smart†other than having a high IQ.

Research over the past 20 years has suggested that emotional intelligence, referred to as EQ (the Q stands for quotient), is a significant contributor to success in the business world. In columns this week and next week, we’ll look at what contributes to EQ and how to improve your own.

Simply put, EQ refers to one’s ability to perceive emotions, read interpersonal cues and tune-in to others’ needs and feelings in order to relate appropriately and get people to do what you want them to do.

I once evaluated a morale problem in a manufacturing company whose plant manager had a reputation for being brilliant but callous.

I interviewed those who reported directly to him as part of a broader investigation.

One incident described to me was especially telling. Jane, a direct report, had just returned from vacation with a cast on her arm, the result of a fall. During a team meeting, Jane requested that she be allowed to leave early for a medical appointment.

The boss replied by indicating that, to the contrary, she needed to work overtime to meet a new deadline, and never acknowledged her obvious injury.

The team was aghast at his insensitivity and noted confidentially that they would do the bare minimum to keep their jobs. The boss’s limited emotional intelligence undermined morale and threatened productivity.

Experts view emotional intelligence as a progression of emotional learning. Peter Salovey and John Mayer have defined emotional intelligence; the five steps can be broken down as follows.

1. Identification of one’s own emotions

This is the foundation for emotional intelligence and represents self-awareness. Do you recognize when you are angry, frustrated or joyful? Do you deny having feelings or place little importance on them?

2. Managing emotions

How well do you handle your emotions? Can you bounce back from disappointment? Can you control your temper? Workplace rampages are a prime example of mismanaged emotions emanating from uncontrollable rage.

3. Motivating oneself

With emotions under control, one is able to focus energy on a goal through self-discipline, enthusiasm and optimism.

4. Recognizing others’ emotions

Empathy is a crucial social skill. Are you able to recognize others’ emotions and “feel†with them? Can you “read†people, that is, understand where they are coming from?

5. Handling relationships

The pinnacle of emotional intelligence is the ability to manage emotions in others. Can you calm an angry customer? Can you rev up and motivate discouraged staff? Are you able to influence decision-making?

Until next week’s column, think about your own EQ and that of those closest to you.

Danella Schiffer, Ph.D., is an industrial/organizational psychologist who resides in Salisbury and works nationally, with organizations and individuals. She can be reached at danella.schiffer@att.net.

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