More than anyone else, the boss creates the conditions that directly determine people’s ability to work well. ~ Daniel Goleman, Primal Leadership

The EQ Concepts and Why They’re Important for Leadership

Ever wonder why some of the most brilliant, well-educated people aren’t promoted, while those with fewer obvious skills climb the professional ladder? Chalk it up to emotional intelligence (EQ).

When the concept first emerged in 1995, EQ helped explain why people with average IQs outperform those with the highest IQs more than two-thirds of the time. I see this in the work I do coaching executives. Some of the brightest seem to be lacking something when it comes to emotions.

EQ is the Critical Factor to High Performance

In the United States, experts had assumed that high IQ was key to high performance. Decades of research now point to EQ as the critical factor that separates star performers from the rest of the pack at all levels of the organization.

Research by the TalentSmart consulting firm indicates that only 36% of people tested can accurately identify their emotions as they happen. Two-thirds of people are typically controlled by their emotions but remain unskilled at managing and using them beneficially.

People have been talking about EQ (also called EI) ever since psychologist Daniel Goleman published the New York Times bestseller Emotional Intelligence in 1995. Everyone agrees that emotional savvy is vital, but we’ve generally been unable to harness its real power.

Many of us lack a full understanding of our emotions, let alone others’. We fail to appreciate how feelings fundamentally influence our everyday lives and careers.

Goleman has brought out another book, The Brain and Emotional Intelligence, which helps explain more. It turns out the emotions are an intricate part of decision making. We don’t realize how much of an influence they have over everyday planning and interacting. People with injuries in the emotional center of the brain retain their intelligence or IQ but are unable to function well when they lack emotional connectivity.

When to Engage a Coach

Most experts agree that EQ is composed of four core skills that are paired under two primary competencies: personal and social. What organizations lose sight of is the importance of embedding these competencies into the “DNA” of the organization. The best way we’ve seen is by encouraging the individuals and teams to “rehearse” these skills so that this learned behavior is second nature to how people communicate. We have found that when emotional intelligence is missing, this is an ideal time to engage a coach.

Need some rehearsal time?

Click here to schedule a free consultation. Align the EQ competencies into the organizational “DNA”.