Yep, nothing has changed in this respect since Emotional Intelligence (EQ) first became a mainstream topic of conversation almost twenty years ago.
EQ is still the #1 predictor of first-rate performance at work. Of course, technical skills and IQ also impact performance—but not nearly as much as EQ does.
We Only Need “Threshold” Amounts Of Technical Skills And IQ
Once we have enough technical skills and IQ to get us over the line—that’s about it. It’s your EQ that’s going to have you truly excel as a leader.
And, according to Daniel Goleman, who’s acknowledged by most around the world as the EQ expert, “Emotional intelligence proved to be twice as important as technical skills and IQ for jobs at all levels.”
Given that EQ is “twice as important”, and given that I want to help you be the best leader you can be, let’s revisit Daniel Goleman’s EQ model and view your leadership through his EQ lens…
The Five Components Of Emotional Intelligence At Work
—by Daniel Goleman
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Self-Awareness
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…the ability to recognise and understand your moods, emotions and drives, as well as their effect on others.
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…hallmarks are self-confidence, realistic self-assessment, a self-deprecating sense of humour.
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Self-Regulation
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…the ability to control or redirect disruptive impulse and moods.
…the propensity to suspend judgement—to think before acting.
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…hallmarks are trustworthiness and integrity, comfort with ambiguity, openness to change.
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Motivation
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…a passion to work for reasons that go beyond money or status.
…a propensity to pursue goals with energy and persistence.
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…hallmarks are strong drive to achieve, optimism—even in the face of failure, organisational commitment.
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Empathy
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…the ability to understand the emotional makeup of other people.
…skill in treating people according to their emotional reactions.
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…hallmarks are in building and retaining talent, cross-cultural sensitivity, service to clients/customers.
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Social Skill
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…proficiency in managing relationships and building networks.
…an ability to find common ground and build rapport.
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…hallmarks are effectiveness in leading change, persuasiveness, expertise in building and leading teams.
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Your Leadership Call To Action
Enough of playing smaller than you could be!
Will you take up this opportunity of becoming the best leader that you can be—by rereading the above table and having a candid chat-with-yourself about your answers to the following two questions?…
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Question 1:
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Which ONE of these five sets of behaviours is indestructible in you? Which one is most like you, through and through, at work and at home, when the pressure’s off and when the pressure’s on, with your boss and peers and team members too?
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Question 2:
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And, if strengthened, which ONE of these five sets of behaviours would have you being more like an exemplary leader? Really, truly, honestly, where is your greatest opportunity to be first-rate? Where, with committed action, could you hold your head high and know that you truly are top-notch?
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ABOUT THE AUTHOR:
Carolyn Stevens has worked with leaders for more than 25-years—hundreds of them.
She’s supported leader after leader (including those who previously struggled to confront the difficult, let alone persuasively deal with the it) flourish—and become confident, courageous and impressively influential.
Carolyn is authentic and results-oriented. She draws on an eclectic array of approaches, tools and techniques to suit the situation.
