Over the years, emotional intelligence has evolved into a must-have skill for leaders (and really everyone!), but what is it, and how can it be developed in the workplace?
According to Daniel Goleman, psychologist and author of Emotional Intelligence, “Great leadership works through emotions.”
Emotional intelligence (EQ) is one’s ability to recognize and understand emotions in themselves and others as well as the ability to use this awareness to manage their own behaviour and relationships. Cognitive intelligence (IQ) is the ability to learn and understand new situations, reason through a given problem and apply knowledge to a current situation. Both IQ and EQ are important, but IQ develops general knowledge while EQ empowers the individual to understand themselves.
EQ in the Workplace
Each organization has its own culture shaped by the collective behaviour of its employees. Culture encompasses the values, beliefs, knowledge and understanding shared by a group of people with a common purpose. In all groups, culture acts as the invisible employee due to the influence it creates, both positive and negative.
Developing EQ within an organization allows companies to foster a stronger culture with a collective goal to work as a team for the benefit of all their employees and customers. Just like any muscle in the human body, EQ can be exercised and improved.
How to Develop EQ in Ourselves and in Our Organizations
Developing high EQ enhances self-awareness and leads to better decision making. Emotions are data that help us to protect ourselves, initiate actions, make decisions, and understand ourselves and others. Thus, having high EQ allows us to improve our workplace behaviours, attitudes, culture and performance.
In Daniel Goleman’s Emotional Intelligence Model, a leader with high EQ is described as having four overarching competencies:
- Self-Awareness
- Ability to accurately identify one’s own emotions and tendencies as they happen
- Social Awareness
- Ability to accurately identify others’ emotions and tendencies during interactions
- Self-Management
- Ability to manage one’s emotions and behaviour for a positive outcome
- Relationship Management
- Ability to manage the interactions one has with others constructively and with a positive outcome.
Warren Bennis, author of On Becoming a Leader, said, “In the fields I have studied, emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional intelligence can.”
Employers can focus on developing EQ in their organizations by removing any organizational barriers that impact the development and application of EQ. According to Canada Life’s Workplace Strategies for Mental Health resources, barriers can include:
- Organizational culture that creates pressure and incivility
- Unreasonable or unclear expectations
- Unfair or inequitable treatment of employees
- Lack of effective training or resources.
As teams continue to work to meet their responsibilities, the teaching and practice of EQ can make a lasting impact. Next time there is a conflict when making decisions, try to understand your emotions and how you react to the conflict. Identify and understand the emotions of your fellow colleagues and try to come to an agreement.
Want to learn how to develop EQ, the legal requirements for trustees and how to govern your plans effectively? Join us at the 57th Annual Canadian Employee Benefits Conference and sign up for the Canadian trustee education path—Foundations of Trust Management Standards (FTMS®), Advanced Trust Management Standards (ATMS™), Master of Trust Management Standards (MTMS) and MTMS Advanced Leadership Summit—which provides clear, cohesive training for all experience levels.
Together, these programs provide the ideal blend of knowledge, skills and experience needed for effective management of trusts. Please visit www.ifebp.org for the full education schedule.
