How many of your previous bosses would you hire?
Why would you hire them?
Why wouldn’t you hire them?
In nearly all cases the answer to the questions is emotional intelligence or lack of it.
Emotional intelligence is defined as the ability to understand and manage your own emotions, as well as recognise and influence the emotions of those around you. The term was first coined in 1990 by researchers John Mayer and Peter Salovey, but was later popularised by psychologist Daniel Goleman.
More than a decade ago, Goleman highlighted the importance of emotional intelligence in leadership, telling the Harvard Business Review, “The most effective leaders are all alike in one crucial way: They all have a high degree of what has come to be known as emotional intelligence. It’s not that IQ and technical skills are irrelevant. They do matter, but…they are the entry-level requirements for executive positions.”
People are the heart of any organisation, business or enterprise, it’s not strategies or policies. You can have the best strategy, interesting training, the most comprehensive policies but if the people do not have emotional intelligence then strategies etc can’t be effectively implemented.
Research shows that businesses that struggle or fail, 50% of it is directly down to poor leadership and the inability of staff to work successfully within teams. The remaining 50% is down to badly implemented policies and strategies. This is the result of low emotional intelligence. (Arctic co-founder survey 2014: EY survey 2017)
However, organisations with an emotional intelligent work force are more productive, more successful and the mental wellbeing of the staff increases enormously (Ross Business School, USA)
The good news is that emotional intelligence can be learnt.
THE FOUR COMPONENTS OF EMOTIONAL INTELLIGENCE
Emotional intelligence is typically broken down into four core competencies:
Social Skills/Relationship management