3 Emotional Intelligence Practices for Busy Leaders
Emotional intelligence is rocket fuel for competent, intelligent leaders. “CEOs, on average, have the lowest EQ scores in the workplace.” Emotional Intelligence 2.0
Five components of emotional intelligence.
- Self-awareness.
- Self-regulation.
- Motivation.
- Empathy.
- Social skill. (This post focuses on social skill.)
“… the most effective leaders are alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence.” (Goleman)
3 Practices to develop emotional intelligence:
Social skill is the ability to be likeable. You know how to build rapport and manage relationships.
#1. Don’t try too hard to be liked.
Be comfortable with yourself. Insecure people put us on edge. We don’t like people who try too hard to be liked.
- Accept your strengths and weaknesses.
- Acknowledge limitations.
- Share lessons learned from failure.
- Talk about things you are learning.
#2. Delight in people.
Find something to like about everyone on your team. No one likes hanging with you when you don’t like people.
Project: Make a list of every positive quality of everyone on your team. Include yourself.
#3. Teach your face to express your heart.
Your think-face is your stink-face. Smile. Raise your eyebrows. Look at people like you like them (Assuming you do).
If you have a flat face, use words to express your heart. Say things like…
- I’m so glad you brought that up.
- Thank you for your input.
- You’re really good at that. How did you develop that skill?
- One of the things I admire about you is…
The boss you hate gets compliance. A likeable boss gets commitment. People go the extra mile for bosses they like.
Skill and smarts matter but emotional intelligence makes you shine.
What social skills elevate busy leaders?
CEOs On Average Have the Lowest EQ
Utilizing Emotional Intelligence in the Workplace
It’s about taking the time to learn about the folks on your team rather than viewing them as interchangeable cogs in a machine. You don’t like interchangeable cogs in a machine: they work or they get replaced. If that’s your attitude towards those that work for (and with) you, they are going to do what they need to do, and absolutely no more.
People are not interchangeable cogs. Each one brings something different to the table. And the interaction of all those different somethings is what makes the team productive. Not all the cogs turning in place.
“The boss you hate gets compliance. A likeable boss gets commitment. People go the extra mile for bosses they like”. So true!!!
I’d like to use a quote from this article as an intro in a class
and want to give credit to the author when I do. Who wrote it?
What exactly do you want to quote?