There is a fair degree of evidence suggesting that EQ has a significant impact on our professional and personal performance and well-being.
We most frequently recognise poor EQ in leaders when we experience poor emotional control or behaviour such as angry outbursts, jealousy/hostility with colleagues, insecure or unconfident decision-making and communication, lack of empathy, needy or isolated behaviours. These behaviours, and others, cause difficulties in teams, poor decision making, staff morale problems, and ultimately can lead to poor company performance. One individual with low EQ can have a big, negative impact. Happily, the converse is also true. Leaders and managers with high EQ can have a strong positive impact on teams and organisations, and importantly, EQ can be developed.
We regularly include the assessment and development of EQ in our leadership and executive development programmes. These assessments provide a deep and granular analysis of capability which helps the individual and the coach hone sharply into the areas of strength (to capitalise on/amplify) and weakness (to develop and bring into balance). With several good EQ assessment tools in the market we favour Roche Martin's Emotional Capital Report because it is particularly suited for leadership development and includes a 360° feedback component which provides a useful counterpoint to the self-assessment. The ECR assesses ten emotional competences including self-confidence, empathy, relationship skills, straightforwardness (assertion) and independence.
In our experience, even the most initially cynical users are impressed by the depth and accuracy of the report and its profound nature usually affects people in a powerful way, providing a great catalyst for the developmental change which follows.
If you would like to discuss developing EQ in your organisation or to look at a sample ECR report give us a call or email us.
Daniel Goleman's adaptation of EQ
- Self-awareness: Knowing what we are feeling in the moment, and using those preferences to guide our decision making; having a realistic assessment of our own abilities and a well-grounded sense of self-confidence
- Self-regulation: Handling our emotions so that they facilitate rather than interfere with the task at hand; being conscientious and delaying gratification to pursue goals; recovering well from emotional distress
- Motivation: Using our deepest preferences to move and guide us toward our goals, to help us take initiative and strive to improve, and to persevere in the face of setbacks and frustrations
- Empathy: Sensing what other people are feeling, being able to take their perspective, and cultivating rapport and attunement with a broad diversity of people
- Social skills: Handling emotions in relationships well and accurately reading social situations and networks; interacting smoothly; using these skills to persuade and lead, negotiate and settle disputes, for cooperation and teamwork.