There is an interesting discussion going on in LinkedIn on “How important is emotional intelligence in your staff?” It is in the Small Business Evolution – Entrepreneurs & SMEs group and started by Alina Vrable.
There is no question that it is important for a manager to have staff that are high in emotional intelligence. People drive performance; emotions drive people. However far more important is to have a methodology that the manager can use to lift the EQ of his or her staff. I believe the secret in having a practical model of temperament because it is temperament that drives emotions. Temperament varies for each person and represents our emotional predispositions driven by our genes. In the weblink provided http://blog.sandglaz.com/boost-emotional-intelligence-and-enhance-work-relationships/ there are five suggestions to improve your emotional intelligence. I have added my comments about these suggestions.
1. Give people the benefit of the doubt – this is probably the worst thing you can do with a corporate psychopath.
2. Make all statements about your feelings – If you are working in very procedure driven organisation such as an auditing firm this is great way of ensuring you will not get promotion.
3. Seek clarification – always good I agree but some people have a temperament that is impulsive others have a temperament that gets bogged down in detail. Much better you know yourself when you seek clarification.
4. Identify your stress response – this is very important but if you don’t have a systematic methodology it can be very difficult to work out your hot buttons.
5. Control your own negative thoughts – Caruso & Salovey in their book The Emotionally Intelligent Manager say this is probably the biggest mistake managers make with regard to emotional intelligence. It is very important when looking at a budget or investigating a new project not to discount risks by being over optimistic.
I teach and practise the 7MTF/Humm-Wadsworth model of temperament which I think is the most practical tool to lift your emotional intelligence and that of your team. For example in the late 1970s I was General Manager of TNT Payroll systems for four years. I taught and inculcated the Humm-Wadsworth to all or our sales and support staff. In the last 18 months the division won all 15 of its major tenders, when on a market share basis only 1 or 2 wins were expected. Volumes doubled, revenues quadrupled and annual profit increased 10 times in those four years.
High EQ in your staff is important; lifting their EQ in a systematic way is much more so.
Add Your Comment
"Put in a sales perspective, I loved your presentation! I got a lot from what you talked about and I will read your book."
Peter Morris, Executive Officer, Lomax Financial Group
Your presentation on 'Lifting your Level of Emotional Intelligence" to 10 CEOs scored an average 8.9 out of 10 for the topic and 8.5 for the presentation which is great. A couple of the attendees gave you a 10 out of 10, and the comments were:
- Great presentation. Very informative.
- Excellent presentation.
- made me think.
Christi Spring CEO Institute. - web www.ceo.com.au.