EQ is Your Secret Ingredient As Franklin D. Roosevelt wisely recognized when he took office in 1933, emotional recovery must precede economic recovery. The same truth applies to organizations hoping to prosper when the economy eventually rebounds. People’s ability to control and use their emotions effectively is a profound indicator of their business success. Consider this recent discovery by TalentSmart researchers: 70 percent of the most skilled business decision makers also score in the top 15 percent in emotional intelligence. Emotional intelligence, also known as EQ, is a person’s ability to identify and understand their own emotions, and those of others. Leaders with low emotional intelligence (or a poor understanding of their emotions) not only rank among the lowest of decision makers but also consistently fail to recognize that their judgment is being tainted by their impatience, anger or other strong feelings. Low EQ leaders justify their actions using all sorts of rationalization to fool themselves into believing that their judgment is based more on logic than emotion. By contrast those leaders who recognize and appropriately manage their emotions consistently make the best business decisions. Leaders who manage their emotions well are more likely to bring their company through the recession than those who become overwhelmed by their feelings. Here’s a comparison of the traits of low and high EQ people. People with low EQ tend to: Sound off even when it won’t help Brush people off when bothered Deny that emotions impact their thinking Get defensive when challenged Focus only on tasks and ignore the person Act oblivious to unspoken tension People with high EQ tend to: Only speak out when doing so helps the situation Keep lines of communication open even when frustrated Recognize when other people are affecting their emotional state Stay open to feedback and criticism Show others they care about them Accurately pick up on the mood of a room Positive emotions spur performance Emotional intelligence is widely regarded as the secret ingredient for taking an organization from good to great, accounting for as much as 58 percent of an individual’s job performance. Reports of larger corporations using EQ training revealed surprising results. Coca Cola, for example, uncovered a 30 percent gap in productivity between division leaders trained to recognize and manage their emotions and those who didn’t. Hallmark Communities found that sales associates who developed EQ skills were 25 percent more productive than their low EQ counterparts. After T-Mobile developed EQ skills in their customer service reps, they tripled productivity. Individuals trained to improve their EQ can super-charge their job performance. Negative emotions diminish productivity During economic down cycles, employees experience greater volatility in their emotions. Those with poor EQ skills see a diminished level of productivity and performance. Additionally, the palpable stress and anxiety hinders these workers’ ability to instill confidence in customers and co-workers. All of the knowledge and technical skill in the world can’t address a productivity issue rooted in poor emotional coping mechanisms.
Posted on: Wed, 19 Jun 2013 17:23:51 +0000
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