Have you ever noticed the people who seem to move effortlessly around a room, so appropriately communicating, listening, humorously sharing information? Everyone just seems to feel good in their presence. We might say they have good “people skills” or “social skills.” On the flipside, have you known someone so intelligent, bright and knowledgeable, but they can’t function socially to save their life? It’s the teacher who knew all the facts, but just wasn’t able to connect with the students positively or inspire. It’s the boss who just seems to have no ability to understand how to respond to his employees or read the emotional climate of the office, department or worksite. They may react emotionally instead of interact meaningfully. Rating an individual on their social effectiveness at work and in social settings is now possible according to the theory of Emotional Intelligence (EQ).

Peter Salovey of Yale University and Jack Mayer of the University of New Hampshire created this term to describe, “a type of social intelligence that involves the ability to monitor one’s own and others’ emotions, to discriminate among them, and to use the information to guide one’s own and others’ emotions.” (Mayer and Salovey, 1993) Daniel Goleman further developed and applied the concept in his 1995 book, Emotional Intelligence. Since this time, considerations have been given to the connections between a person’s EQ level and their “success” in the workplace. Goleman offers a more detailed exploration of this topic in his 1998 work, Working with Emotional Intelligence.

More than ever before, employers are not only searching for the right intellectual capabilities and trade skills in a hire, they want someone who can get along well with others, exhibit emotionally stable behavior and communicate their feelings and perceptions effectively and appropriately in all work environments. While cognitive skills and expertise remain a core requirement, the ability of a business to provide consistently high quality customer service is crucial and closely tied to its employees’ EQ levels. In other words, employees who are more likely to self-motivate, exhibit empathy, optimism, self-awareness, and self-regulation of emotional states are more likely to appropriately meet the needs of customers, whoever they may be.

The research is suggesting that your EQ level is a far better predictor of “success” than your IQ level. The good news: “It’s seldom too late to learn,” according to Dr. Reuven Bar-On, creator of one of first statistically valid EQ assessments. “While IQ peaks at about the age of 21, emotional intelligence grows from childhood into the late 50s, and reaches its peak from one’s mid-40s to mid-50s.” Many organizations are taking the opportunity to teach skills to employees tailored to raising their EQ. Many large corporations are training their leadership in social competencies and in local Oklahoma business and industry, training related to Leadership Development, Managing Challenging Employees or Developing Better Customer Service, incorporates concepts geared to raising Emotional Intelligence.

Emotional Intelligence has been defined by five “emotional quotient” (EQ) skill dimensions.

1. Self-awareness: Observing yourself and recognizing a feeling as it happens.
 
2. Self-regulation: Handling feelings appropriately; realizing what is behind a feeling; finding ways to handle fears and anxieties, anger, and sadness.

3. Motivation: Channeling emotions in the service of a goal; emotional self-control; delaying gratification and stifling impulses.

4. Empathy: Sensitivity to others’ feelings and concerns and taking their perspective; appreciating the differences in how people feel about things.

5. Social Skills/Handling Relationships: Managing emotions in others; social competence and social skills.
 
Emotional Intelligence and Leadership

In Goleman’s more recent book, Working With Emotional Intelligence, he reveals important discoveries about the common qualities shared by outstanding leaders. Regarding the best commanding officers in the United States Navy he states, “The greatest difference between average and superior leaders was in their emotional style. The most effective leaders were more positive and outgoing, more emotionally expressive and dramatic, warmer and more sociable (including smiling more), friendlier and more democratic, more cooperative, more likable and fun to be with, more appreciative and truthful, and even gentler than those who were merely average.” Further results suggest that 90 percent of the differences between average and outstanding leadership is connected to a higher EQ. Goleman summarizes his findings in the following statement, “Emotional intelligence matters twice as much as technical and analytical skill combined, for star performances, and the higher people move up in the company, the more crucial emotional intelligence becomes.”

The concept of emotional intelligence nicely packages information many of us knew was important to function in our work and home environments, but maybe didn’t put into words. Traits relating to a high EQ are supported and encouraged in our culture in various forms: religious practices, counseling, and family life to name a few. Perhaps the concept of emotional intelligence will give you some new ideas or a fresh perspective as you consider your own personal goals at the workplace or at home.

Ideas for building the “EQ” of your workplace

• Create a sense of shared mission and a vision for the future.
• Communicate respect for people at all levels for their ideas and the contributions they make to the organization.
• Give feedback designed to improve performance, help solve workplace problems, and enhance people and their capabilities, not criticize and diminish.
• Ensure that all employees have the tools, training and resources needed to succeed.
• Celebrate achievements of individuals, teams and the overall company.
• Recognize significant life events and milestones of everyone within the organization.
• Encourage humor, optimism, and creativity as key tools for everyday success.

By Rebecca Mild, M.Ed.
LPC, CEAP
INTEGRIS Corporate Assistance Program

For further reading:

Emotional Intelligence, by Daniel Goleman, Ph.D., Bantam Books, 1995.

Emotional Development and Emotional Intelligence, by Peter Salovey, Ph.D, and John Mayer, Ph.D., Basic Books, 1997.
 
Emotional Intelligence at Work, by Hendrie Weisinger, Ph.D, Jossey-Bass, 1997.
 
Working With Emotional Intelligence, by Daniel Goleman, Ph.D., Bantam, 1998.