Currently, there is a lot of media claiming that highly emotionally intelligent people are more successful and make better leaders. However, we must take care not to overplay the importance of emotional intelligence [EQ] at the expense of other technical skills, and take a more balanced view of EQ in recruitment or role development.
EQ is widely valued because it integrates into every aspect of life and work – both within the individual as well as in relationships with others. Generally, people with higher EQ hare more motivated, more confident, more effective at their work, making them more satisfied at work and happier in life. But it doesn’t apply equally across the board. One cannot rely on EQ alone to be successful. A manager might be highly skilled at applying their EQ in one on one interactions, but struggle in groups. A role demanding high technical skills may require more creativity than relationship management.
EQ as an important leadership skill, but rather one that reminds us of three important considerations of EQ:
- EQ cannot replace hard technical leadership skills
- High EQ can tempt the less pure of heart to manipulative behaviour during negotiations
- EQ is more important in some roles than in others
EQ and Leadership Skills
It is obviously accepted that in leadership EQ is not the only skill we must be focused on. For some time, there was a misunderstanding that EQ made contributed to 80-90% of the success of a leader. However, more correctly, this distinction applies only to leaders that are grounded in the technical skills associated with leadership. EQ is certainly what distinguishes great leaders, from a pack of average leaders. It becomes more critical as a leader progresses up through the ranks.
Why is EQ So Important Now?
Globally, we are more narcissistic than ever, with increasing accounts of bullying and degrading behaviour towards others in an effort to boost ones on self-importance, one’s own self esteem. This is likely one reason that EQ has risen in the ranks of desirable attributes for any employee.
In addition, diverse workforces require that a leader be aware of cultural variations in the interpretations of both spoken and body language. Whilst a leader high in EQ may be self-aware of these differences, and sufficiently socially aware to recognise the impact of their communication, it takes hard culture knowledge to interpret that impact and understand the perception of those on the other side of the communication.
In cultural diversity – EQ alone will not bridge the gap. One must have a knowledge base of the way in which different culture interpret certain words and actions; how appropriate is body language in various scenarios, and the way in which decisions are made and sales concluded. EQ will provide the self-awareness to regulate one’s own actions, and the social awareness to perceive the impact on others; technical skills and knowledge will provide the guidance as to how to communicate, and progress with appropriate process.
Does EQ Lead to Weaker Negotiation Skills?
There are two ways in which EQ can be used in negotiations – negatively and positively. For those of an egotistic personality, EQ skills could be used to manipulate harsh negotiations. However, such individuals who progress through a comprehensive EQ Leadership program, such as that provided by Insight Mastery, will become more aware of the damage such attitude and behaviour is having on their own lives, and how to repurpose their desire to win in more productive ways – ways that will make them more successful and much happier.
There is a misconception that as a ‘soft skill’, EQ does not promote the making of hard decisions. However, studies have proven this not to be so. An individual with a high EQ does not necessarily mean they are a soft touch – that they cannot make a hard, and perhaps unpopular decision. However, it does highlight how important it is that hard skills such as negotiation and decision making are balanced with the development of EQ. It is more likely that a well-skilled leader, that is also high in EQ, will have integrated EQ into their decision making process. They would have taken specific actions to ensure everyone was heard, and that their concerns were taken into consideration. They will also most likely cover off these concerns when presenting their decision – acknowledging that they have been considered, and why they can or cannot be met. Over the longer term, this goes a long way towards making a decision more palatable to those whose concerns have not been met.
The Value of EQ Varies by Role
Diversity, another major focus in business today, recognises not only differences in gender, age and culture, but in personality types. A person may be highly skilled in the technical aspects of an IT role, but lack relationship skills – does this matter? Well, not to the extent that it might a salesperson, a customer support manager or a marketer. However, should the individual desire to advance into a leadership role, then EQ definitely matters more. As IT becomes a more strategic element of business, conversations between IT personnel and business personnel is increasing – making EQ a more important competency in IT roles.
Overall
EQ training doesn’t claim to try to make individuals only peaceful and happy – rather, it teaches them to become more aware of one’s own emotions, and the emotions of others. EQ training helps us to understand how the brain functions in reaction to emotions – and how to change the way we respond to those emotions. This regulation of our behaviour is the foundation of the benefits EQ gains as it is applied in different scenarios, regardless of role. EQ helps to gain a broader, and clearer perspective on situations, and provide a better foundation for deciding how to respond in a way that is more positive and more productive.
And the effect of improving ones EQ lingers longer than technical skills training. EQ graduates report feeling less stress and higher productivity, long after completing the program. It has positive impacts in both their work and personal lives.