Emotional Intelligence

Elon Musk – Steve Jobs

What about Emotional Intelligence ?  –   The Foundation of Great Leadership.

From Harvard Business Review

Daniel Goleman:

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision— the qualities traditionally associated with leadership. Such skills and smarts are necessary but insufficient qualities for the leader.

Often left off the list are softer, more personal qualities—but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate.

Psychologist and author Daniel Goleman first brought the term “emotional intelligence” to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with this 1998 classic Harvard Business Review article.
In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, – but he still won’t be a great leader.

Chief Components of Emotional Intelligence

• Self-awareness
• Self-regulation,
• Motivation,
• Empathy,
• Social skill

These components may sound un-businesslike, but Goleman,  found direct ties between emotional intelligence and measurable business results.

The notion of emotional intelligence and its relevance to business has continued to spark debate over the past six years, but Goleman’s article remains the definitive reference on the subject, with a detailed discussion of each component of emotional intelligence, how to recognize it in potential leaders, how and why it connects to performance, and how it can
be learned.

Building Self Awareness

This means knowing how you feel, and knowing how your emotions and your actions can affect those around you. For leaders it also means having a clear picture of your strengths and weaknesses. It can also mean behaving with humility.  How can we build self-awareness:

• Keep a daily journal of your thoughts and emotional experiences.
• When you experience anger slow down and ask yourself: Is this anger or anxiety? Then choose how you want to react.

Self Regulation

Leaders who regulate themselves effectively rarely verbally attack others, make rushed emotional decisions, stereotype people or compromise their values. Self regulation is about staying in control of yourself. Giving yourself time to make better and more confident decisions. How can we improve self regulation?

• Have a strong idea of you values/ethics – what’s important to you. This will help when moral and ethical factors appear in decisions.
• Hold yourself accountable – don’t blame others. Face up to your mistakes – you’ll sleep better at night!
• Practise being calm. Don’t shout at people – take some deep slow breaths. Write you angry thoughts down, and then rip them up. (This may also help you evaluate the fairness of your reactions).

Motivation

Self motivated leaders have the energy to work consistently towards their goals. How can we improve motivation?

Re-visit why you are doing this job – its easy to forget. Get back in touch with what you like about your role.

• Why are you in a leadership role?
• Where do you get your optimism from? (It is vital to overcome obstacles).
• When you face a challenge or a failure practise finding something good in it!

Empathy

Leaders with empathy have the ability to put themselves into someone else’s situation. They help develop their team, give constructive feedback and challenge unfairness.

• Take the TIME to look at issues from other people’s perspective. It does take time!
• Pay attention to body language, yours and others. Eg crossing the arms, biting the lip. This can help you to understand what people really fell about an issue.
• This gives you the ability to respond to peoples feelings, and may flush out some hidden anxiety of anger about another issue, – that you may need to address.

Social Skills

Leaders with good social skills are just as open to hearing bad news as good news., they are great at getting their team to support them and be excited about new projects. They can manage change and resolve conflicts.

• Learn to praise team members, in public if possible,  when they do well.
• Remember to correct one-on-one in private when required. (Public corrections can undermine everyone’s trust of you).