The United Arab Emirates is emerging as the business capital of the Middle East. In this complex, demanding environment, to what extent do the “soft skills” of emotional intelligence matter? In a study of 418 leaders living in the region, there is a very strong relationship between emotional intelligence skills and performance outcomes. Scores on the SEI (Six Seconds Emotional Intelligence Assessment) predict over 58% of the variation in critical professional and personal success factors (such as effectiveness, influence, relationships, and career status). This means that if you want to get ahead in the Middle East, emotional intelligence is one of the most important capacities to develop.

A pdf version of the report and summary slides are available for download

by Joshua Freedman, Jayne Morrison, Andreas Olsson

Research: November, 2009. Publication August 6, 2010.

Background

There are numerous studies documenting the relationship between emotional intelligence and various aspects of performance, but this is one of the first studies of this kind in the Middle East. The UAE, one of the region’s business centers, is the base for a wide range of businesses led by an incredibly diverse mix of leaders from all over the globe.

This study was conducted by Six Seconds (global) and Six Seconds Middle East in partnership with Dubai Knowledge Village (DKV), the region’s first and largest center for human resource management professionals. Focused on Human Resources, Learning, and Leadership, the 450 business partners form part of a long-term economic strategy to develop the region’s talent pool and accelerate its move into a knowledge-based economy. DKV is part of TECOM Investments, a subsidiary of Dubai Holdings, one of the major economic engines of the region.

Sample Group

The invitation to participate in this study was sent by email to CEOs, General Managers, Executives, Managers and Leaders based in The Middle East by Dubai Knowledge Village as well as to those on the Six Seconds Middle East mailing list. The 418 individuals who responded by taking the assessment and performance survey range from entry-level managers to senior executives from a wide variety of organizations.

The sample group is 41% female and 59% male, ranging in age from 18-63 years (mean age is 35 years); 91% hold university degrees.

The roles represented are:

Or, graphically:

The sectors represented are:

Participants live in a variety of countries in The Middle East and represent 51 different nationalities reflecting the wide cultural diversity of the region. The most frequent nationality groups in the study include:

Assessments

Emotional Intelligence

Emotional intelligence was measured with the Six Seconds Emotional Intelligence Assessment (SEI).[1] The SEI is based on the Six Seconds Model of Emotional Intelligence consisting of eight core competencies associated with three macro areas: Self Awareness, Self Management, and Self Direction.

• Self Awareness, called “Know Yourself” includes two competencies: Enhance Emotional Literacy and Recognize
  Patterns.
• Self Management, called “Choose Yourself” includes four competencies:> Apply Consequential Thinking, Navigate Emotions, Engage Intrinsic Motivation, and Exercise Optimism.
• The Self Direction area, called “Give Yourself,” includes Increase Empathy and Pursue Noble Goals.

The assessment provides an overall EQ score, scores for each of the three macro areas, and scores for each of the eight competencies for a total of 12 normative values.

Performance

The Performance scale was developed from a questionnaire Six Seconds has used for previous research[2] and expanded for the purposes of this study. Using a 5-point Likert scale respondents rated themselves on 42 items related to:

1. Effectiveness (completing the right work in the right timeframe)

2. Influence (engaging others in ideas)

3. Decision Making (accurately evaluating options)

4. Career (growing professionally, both in skills and revenue)

5. Relationships (building mutually supportive alliances)

6. Finance (creating prosperity)

7. Health (maintaining physical and mental fitness)

8. Quality of Life (living in a fulfilling manner)

9. Family (developing caring and connected relations)

Respondents are asked to rate their agreement with a series of statements, such as, “My choices are effective,” “People come to me to get the job done,” “I have a strong network,” “My career is progressing smoothly,” and “I am financially secure.” The 42 items form a combined variable called “Performance,” with a Cronbach alpha of a= .91 indicating high scale reliability.

The nine sub-scales of the performance questionnaire have Cronbach Alphas ranging from .57 to .83, indicating that some subscales are effective independently while others are only statistically meaningful in combination with the whole.

Analysis

A high correlation appeared between the emotional intelligence (EQ) scales and the performance outcomes. As shown in this graph, there is a strong positive relationship between EQ and Performance. Generally speaking those with higher EQ had higher Performance scores:

To assess the strength of the relationship, a linear regression analysis found in this sample, EQ is a strong predictor of the
Performance variable:F(8) = 73.22,p< .001(R square = .58).

Variations by Job Level

The relationship between emotional intelligence and performance was strongest in the group of “Entrepreneurs” where over 70% of the variation in performance is predicted by EQ scores. The relationship is still powerful, but lowest for the group of Middle Managers where 47% of the variation is performance is predicted by EQ.

Highs and Lows

Emotional Intelligence scores were also compared for those who scored in the top 25% of Performance versus those who scored in the lowest 25% in Performance. As shown in this graph, the top performers have, on average, almost 1.2x higher scores on Emotional Intelligence.

Performance Factors

To further understand the relationship between EQ and Performance, several of the Performance subscales were examined separately. This table shows the name of the scale, the Cronbach alpha[3], a sample item from the scale, and the R-squared value in percentages.[4]

Conclusion

There is a very strong relationship between emotional intelligence and performance; a very large percentage of the variation in performance is predicted by EQ, especially for entrepreneurs. This finding suggests that the skills of emotional intelligence are critical for professional success at all levels, and even more critical for those creating new enterprises.

All the aspects of performance in this study can be predicted by emotional intelligence scores, but there is a great deal of variation in the strength of that correlation. The performance factors most strongly predicted by EQ are Decision Making, Effectiveness, and Influence. These outcomes are critical to leadership, suggesting that emotional intelligence is most
important in this domain.

In short: It appears that leaders who develop greater emotional intelligence are more likely to succeed.

Notes

About Six Seconds

Six Seconds is a 501(c)3 organization based in California (USA) with offices in Amman, Bologna, Brisbane, Beijing, Dubai, Kuala Lumpur, San Francisco, and Singapore. Established in 1997 Six Seconds is a global organization supporting
people to make a positive difference – everywhere, all the time. Six Seconds teaches the skills of emotional intelligence so leaders, team members, educators, children, parents, and change agents make better decisions — decisions that are life sustaining and make places where people can be and do their very best. For more information, please visit: www.6seconds.org

About Dubai Knowledge Village

Focused on Human Resources, Learning, and Leadership, the 450 business partners at DKV form part of a long-term economic strategy to develop the region’s talent pool and accelerate its move into a knowledge-based economy. DKV is part of TECOM Investments, a subsidiary of Dubai Holdings, one of the major economic engines of the region. For more information, please visit: www.kv.ae

Footnotes

Nadeem’s commitment to developing the people-side of performance began when he worked in Sales and Marketing across different sectors within the service industry.  After 6 years as a trainer and consultant, he became increasingly committed to the core skills of emotional intelligence as “the difference that makes the difference” in performance.  His Noble Goal is “To influence people positively towards healthy and fruitful living” and he is committed to living his life as a role-model manifesting the principles of emotional intelligence.

Having worked for about 9 years in the Marketing and Management fields, Souhair found out that her real calling in life in helping and empowering people. Her noble goal is “To passionately foster inspirational support and empowerment.” In order to live this noble goal, she did a career shift from Marketing to soft skills training and coaching. She became passionate about EQ after attending a short workshop in Jordan and reading a number of EQ books and then joining Six Seconds’ programs in the region.

The new office is in line with Six Seconds commitment to spread the transformational skills of EQ into even more places in the world, and specifically expand in the Middle East region.  The Jordan office brings group of highly prestigious and certified Arabic speaking professionals to its pool of certified Emotional Intelligence (EQ) practitioners which incorporates more than 3,000 members worldwide.   The timing is perfect with the momentum and growth Human Capital Development is witnessing in Jordan and the Middle East area and the need to build stronger, healthier, and more prosperous communities, businesses, families, and nations in the region and beyond.

With the global economic slowdown, Jordan’s GDP growth has suffered and foreign assistance to the government in 2009 dropped; slowing down the government’s efforts to control the large budget deficit. Jordan is mainly a services based economy where services consist of more than 65% of total GDP. This means that Jordan’s Human Capital represents a major asset and has a direct impact on the economic growth in the country.  In introducing EQ to Jordan, Six Seconds Jordan team is committed  to carry out a positive role in developing the skills and capabilities of the employees of various development sectors, and apply up-to-date training and consulting methods to meet the needs and wants of the different organizations in the private and public sectors.

As Nadeem put it: “We feel elated and proud to have been chosen to represent the Six Seconds network in Jordan.  It gives us great pleasure to launch Six Seconds’ unique Emotional Intelligence (EQ) training and consulting services, and become a real contributor to the latest research and development in this arena.”

For press coverage of the launch, see AME Info (English) or Al Malaf (Arabic)

Over the years doctors have been saying, “you’re on the high end of normal, one of these days you’re going to have to deal with this”. In my fantasy, “one of these days” was not coming any time soon.
Since then, I’ve managed to exercise 30 of the last 34 days. It’s not so awful doing it, but thinking about it has been frustrating. Especially at the beginning, I felt trapped and powerless. I’m thinking of exercise as a punishment — how much time will I have to serve before I can go back to living how I want?

So while I’ve been successful at initiating some of the right actions, I haven’t fully addressed the emotional challenge. By force of will I can make myself exercise. I can say, “exercise or die. Let’s go,” and I get on Nordic Track. But internally it’s a battle, and that means I’m making myself a victim instead of a warrior, and it’s not a sustainable model.

At 3 and a half, my son can surely relate. He is somewhat indignant that he can’t do whatever he wants, whenever he wants to — and he makes it unpleasant for those of us who attempt to direct him otherwise.

It’s like the same thing in my head. On the one hand, I know all these benefits of exercising. I like the feeling afterwards, I like sleeping better, I like having more energy. I don’t like not being able to do whatever I want, whenever I want — so I throw these little tantrums.

Just like with Max’s tantrums, it was a great relief for me to realize I could just ignore mine. I could just say, “Go ahead and pout — I’m doing it anyway!” and get skiing. But also like trying to ignore Max’s tantrums, this is an energy drain.

When I am in the “exercise or die” mode, I am saying, “I don’t have a choice.” I’m coloring the experience with resentment and frustration. Not only does this make it less pleasant, it also makes it less sustainable.

Emotions are signals. At the most basic level, pleasant emotions mean “do this more,” and unpleasant feelings mean, “do this less.” If exercise is loaded with “yuck,” then even if I intellectually know I should, I won’t actually want to.

So how do I shift from yuck to yea? How do I go from “exercise or die” to “exercise and live!”?

I’m using several strategies:

• Questioning the underlying assumptions
• Accessing useful feelings
• Focusing on the larger purpose

Questioning the Underlying Assumptions

Questioning the underlying assumptions is about challenging my own thinking and feeling. I’ve “gone up the ladder of inference” to come to a conclusion that exercise is yucky. According to a cognitive therapeutic model, this belief is creating an emotional reaction. While the EQ perspective is that thoughts and feelings create each other, it’s still quite useful to me to examine these beliefs and the feelings connected with them.

So I can ask myself questions. For example, “What would I have to give up in order to feel that exercise is fun?” I’d have to give up 20 years of practice saying it’s yucky. I’d have to admit my mom might have been right all these years. I’d have to give up believing that taking care of my physical self is vain and superficial.

I’ve developed certain patterns and feelings about exercise (for example, “When I think I don’t have a choice, I feel resentful and run away.”). Understanding gives me a baseline for making a change, and it gives me important data about my reactions. When I get into one of my patterns I can recognize it and redirect it rather than being driven by it. It’s also helpful to know what I need to re-choose — for example, knowing these kinds of reactions has led me to get additional support that will, I hope, help make the change stick.

Accessing Useful Feelings

Accessing useful feelings is about using my emotions intentionally. We all have multiple feelings at any time. Even in the midst of feeling frustrated when I tell myself I have to exercise, I also feel proud that I’m sticking to this. By shifting my attention to the pride, to the satisfaction, to the celebration, I re-color this experience as something positive, creating an attractive experience.

It’s easy to do this, it just takes continuous reinforcement. So this morning when I had done one kilometer on the Nordic Track and was starting to feel grumpy, I shifted my attention to the accomplishment. I literally felt a burst of pride washing over me. This intentional use of feelings reinforces the change I’m trying to make.

Focusing on the Larger Purpose

Finally, focusing on the larger purpose makes both of the first two manageable. I want to be healthy because I love my family and want to be “alive and kicking” when (if) grandkids come along. I want to be healthy because I have important work I’m trying to do in the world — and it takes a lot of energy to do it! As my friend Liz says, this body is the vehicle for “doing the work” in my family and career, and while I’m riding here, I better take care of it! Why? Not because I “have to,” but because I care deeply about where I’m trying to go.

If I really mean it, if these larger purposes are deeply meaningful, then they will energize and drive me. Bringing meaning to the mundane, this awareness shifts my feeling and my thinking and transforms my behavior. It also changes the way I experience the daily activity. Instead of toil, exercise is about serving what’s best and most important in my life.

I’m pleased to say that since I began this article, I am feeling more positive and engaged in being healthy. It continues to be difficult to stay out of the old patterns, and it’s definitely an effort to exercise, but I’m fairly happy with the process.

It’s also good to see the Six Seconds’ model at work in my life. Our “Know Yourself, Choose Yourself, Give Yourself” model is about applying emotional intelligence to help people get better results in their lives and work.

Questioning the Underlying Assumptions is part of “Know Yourself” — increasing awareness of feelings and patterns.

Accessing Useful Feelings is key to “Choose Yourself” — re-evaluating and intentionally directing daily feelings, thoughts, and actions.

Focusing on the Larger Purpose is the cornerstone of “Give Yourself” — living intentionally and consciously to bring out the best we each have to offer.

So I encourage you to look at these three pillars as you consider a change in your own work or life — and if you’re working to get healthy, I hope you’ll tell me how you’re managing the emotional side!

In those times we have a choice — to be protected, isolated, and numb vs vulnerable, open, and vibrant.  While the latter sounds more obviously rich, it’s not a trivial risk.  When we “know” that the world is dangerous and people are “going to” hurt us, vulnerability isn’t an easy choice.

The paradox is that no matter how sharp the spikes nor high the walls, we’ll never be safe that way.  And, even more surprising – even miraculous – is that softening, opening, accepting… walking into the fires of vulnerability we actually find the deeper safety that we crave.

What’s the first step?

You know – that state when you put out the fire before it’s a raging inferno?

Or maybe even take the matches and paper away from your colleague before he starts the blaze?

Seriously though — we all are faced with piles of work, but some of us (not usually me) manage to look ahead, see emerging issues and handle them gracefully.  Others of us wait ’till the challenges are in our faces.  On the survey, there were a lot of comments about leaders missing simple opportunities to address people-challenges — like giving feedback, expressing dissatisfaction with underperformance, calling someone on it when they don’t follow through… It’s pretty self-evident that work and life would be easier if we took care of these people issues when they’re small… so why is that so difficult?

I suspect it’s because our emotional brains like to focus on threats & challenges — the more immediate and urgent the more attractive.  When a problem is not pressing it floats out there in the abstract “maybe important” land.

I also find that as I think through my priorities, I cast a haze of yucky-ness on certain items.  I tell myself this will be unpleasant, unproductive, boring, annoying… and somehow that item keeps slipping to the bottom of the pile.

The obvious downside of this inactivity in proactivity is that problems escalate and require more time and attention later.  Pay now or pay more later.  The less obvious downside is about reactivity.  As issues mount, pressure builds.  The natural emotional response is to push back.  So we miss a few chances to be proactive, and now we’ve got fires burning.  Everywhere!  Instead of stepping back and carefully managing the process, we come in blasting the fire hose.  Instead of a response, we have a reaction — and inevitably our reactivity provokes reactivity from others.  Ouch.

So what keeps you from proactively dealing with people challenges?  Then what happens?

Is this the norm, and how does that affect the way we see the world?

In our daily lives, and all the ups and downs we face a dozen times a day, where do we each choose to focus?  And how does that focus affect us?

We live in a time of turmoil and uncertainty and, if we accept the world that we see in newspaper headlines, it is all too easy to forget that the vast majority of people in the world are good, caring human beings just like us.  When we meet as human beings — not as representatives of some clan or creed — there is vast common ground.

Behind the Veil

Preparing to go to the conference center, I am full of unease. I walk through the lobby strewn with rose petals, and feel surrounded by men in white dishtash and women in black abaya. I’ve worked with many Arabs and Muslims, but this is my first time in the Gulf, and I find myself curious at the sight of all this traditional garb — and worried.

I move quickly through the hall and go back stage. At a conscious level, I am telling myself that I am worried about the conference logistics, that I am concerned the audience might not understand our work, that technical glitches might interfere with learning. But none of the technology is my responsibility, and I realize that I’m bothering the technicians as a way of hiding from all these strangers.

I realized I am afraid. Afraid of the unknown. Afraid that I will not be accepted, that I will be judged, that people will not listen – I often have fears like this at the beginning of a program. Here, it is stronger because, underneath, I am also afraid I will be hated or held in contempt as a Jew and an American.

Unexamined, unrecognized, the fear is influencing me on an unconscious level - influencing  me to hide away and to rationalize my behavior. Once I recognize that I am afraid, however, I can see what I am really doing and can make a choice. Especially in face of fear, it is difficult to make proactive choices.

Fortunately, in this work I have learned about a lever I can use to move myself past the fear: my sense of purpose.

I am deeply committed to co-creating an emotionally intelligent world, and I can’t do that hiding in the corner. Remembering my Noble Goal (“To inspire compassionate wisdom”) gives me the courage to act. I begin walking around the lobby speaking with some of these strangers.

They do not turn away.

I say ‘hello’ to three men wearing traditional Arab clothes. They are from Saudi Arabia. One must have noticed my effort to reach out past the fear, because he says, “Thank you for coming up to us, I guess this is part of emotional intelligence”. I hear his warmth and appreciation – he recognizes the effort, the risk, and there is something sparked between us. Maybe they too are a little afraid.

These fears are reinforced at many levels. For example, I happened to read an email from my grandmother today saying, “I wish you could stay home from all those dangerous places”. On a factual basis, the United Arab Emirates is one of the safest countries in the world. Diverse, cosmopolitan, accepting, and with hardly any crime (and, in case you’re wondering, they don’t have extreme or violent penalties for crimes). Yet, on an emotional level, many of us have such uncertainty, such fear of the unknown, about a place so different from home.

The conference kick-off is smooth. Daniel Goleman is live via satellite - and I find myself wishing he could see this room full of white-robed and black-robed delegates. He speaks about how we can influence one another on an emotional level as leaders and humans, and it seems so apropos to my experience today.

On the second day of the conference, the sense of connection gets even stronger. In my workshop on Leading with EQ, I share how we apply our Six Seconds model to business, and also to our personal and family lives. The group clearly sees the value of these tools in leadership and life, and something happens beyond the content. We all interact with each other as people and talk; we share perspectives and feelings. From dialogue comes respect and tolerance, appreciation and acceptance.

On the final day in the closing session, the discussion turns to how emotional intelligence can help bridge the gaps between people – in organizations, relationships, communities, and nations. Many of the speakers and audience members have noticed, have felt, how we are no longer a group of unknown strangers.

Danah Zohar suggests that we commit to test the power of this kind of dialogue by developing an EQ/SQ conference with Palestinians and Israelis attending together.

Following her theme, I challenge the audience and myself to consider the action we can each take to move past our fears. We can only truly access the power of our emotional and spiritual selves if we each begin with ourselves. I offer, “I would like to bring my children here”. I plan to say more, but I feel myself on the verge of tears, so I begin to call on someone else.

There is a table at the front reserved for women, all in traditional abaya and sheila (black gowns and veils). They’ve been nearly silent these three days, but now one calls out, “Why?” “Why?” she repeats assertively, “Why do you want to bring your children here?”
“Because I want them to grow up knowing Arabs as good, caring people,” I say, “People with the same hopes and dreams we all hold. Because I do not want my two Jewish and American children to grow afraid just because they do not know.”

Later I think to myself, “and because I want them to be friends with your children”.

The power of facing and voicing feelings, especially fears, is profound. Just expressing this fear I can feel the connection forming between us. At the next break, three different men come speak to me: “When you come back to the Emirates,” each says, “I want you to come to my house so your children can play with my children”.

Over and over in my travels, I’ve found that, beneath the infinite variety of human complexity, beneath the cultures and nations, beneath the religions and rivalries, beneath the differences, we are profoundly alike. I keep forgetting, and then I have these experiences to remind me. And, more and more, I am seeing that emotions are at the heart of this similarity. A universal language that both bonds us and liberates us - if we will only find the courage to learn it more deeply, and use it more carefully.

I’m in Nida, a fishing village-turned-tourist haven on the Curonian spit in Lithuania.  This morning we walked a kilometer across the finger of land, through enchanted forest, and found our way to the Baltic Sea.  Descending the dune bluff, the wind was so strong I staggered.

The beach has been scoured, all footprints wiped clean. Pebbles standing in relief like mini bulwarks feathered by lines of sand.

The kids went to work digging a hole to hide from the bluster.  Patty and I collected stones to “paint” on the blank canvas of sand.  After a hour we had to abandon the beach.  As we retreated, Patty and I paused at the top of the dune to photograph our design.  We both walked away feeling literally breathless — as if the wind had taken the air from our lungs.

For the next hour, my body felt electrified, buzzing with a kind of emotional current.  Not exactly a pleasant power, but a palpable force like all my emotions were blended and whirring together.  We went back into the shelter of the forest and had a picnic on the moss.  I lay back and felt the thrum gradually fade back into the earth.  Watching the tall trees swaying above me, the energy of the wind flowing smoothly.  As I lay there “decompressing,” I considered this experience of my “animal self,” a creature part of and affected by its habitat, by the earth and sky.  In my day-to-day life, especially in the days I lived in the city, it was easy to pretend to be something apart from the natural world, but today I experienced that it’s not simply a place in which I walk; I affect the world, and it affects me, interwoven to my very core.

1. People don’t know what to say to me. “You look great!” is nice. “Oh, you’re finally losing weight,” not so much. Yesterday @ Men’s Warehouse seeing if suits I bought last year could be tailored, “did this suit actually fit you??” (it was said with an impressed tone.)

2. As alluded above, my clothes don’t fit. Finally cleaned the closet (which looks great empty), but hate to buy many clothes as I’m committed to losing more…

3. Where I used to ignore my weight, now I’m very conscious of how fat I still am.

Patty keeps telling me I look great, and I’ve dropped about 4 or 5 sizes in my slacks, but I don’t quite believe it. Putting on the suit yesterday, I was shocked again. Who’s this guy with the baggy pants? I feel great. And, I’m still overweight (I find “obese” nauseating, but still true according to the annoying little “balance-board guy” in Wii Fit). So there are two stories: huge progress, significant work to do. Which gets more attention? I’ve had decades of thinking myself as fat. And, where I used to just pretend I didn’t care, I’m no longer willing to hang out in Club Denial (though it’s a very comfortable place — they even have cool ‘fun house’ mirrors there).

The thing is, denial is so easy. I didn’t have to think about my choices. Nice warm rolls in a restaurant? Bring on the butter! But now, I see these indulgences as, well, indulgences. Nice to have once in a while, but not a reasonable route for the day to day.

I love how strong I am now — not like I’m ready for a marathon or something, but the other week in Dubai I walked & jogged almost every morning. Voluntarily! I can climb a couple flights of stairs, or do 20 pushups, or other more fun activities and not be short of breath. I’m thrilled that I now actually LIKE exercise (gasp). But at the same time, I’ve become conscious that I don’t like the roll around my middle. So I’ve got this paradox, at the same time loving and disgusted by my body. That might be too strong a word, it’s not self-hate — but almost every day I notice my belly fat and want it gone.

Perhaps the most difficult part of change is that results come slowly. I mean, if I give up on those wonderful indulgences and exercise every day for a WHOLE long week, shouldn’t that produce results? Where’s the payoff?

Intellectually I KNOW that I’m in this for the long haul, it’s a lifestyle change, not a diet. I KNOW I took 30+ years to get into this state and it’s going to take more than a few months to get out of it. I KNOW I should be proud of the progress, and I am pleased with the last six months — in fact last year was one of the best in my life. It’s perplexing. I’ve got more energy than I can remember, I’m eager to get up the morning… and I’ve got a great excuse to buy more clothes! At the very same time, I’m dissatisfied, and I guess I’m afraid to fully believe this “good news.”

On the plane yesterday, listened to the end of Pam Munoz Ryan’s book, Esperanza Rising, a lovely story of a family and a young woman learning, “never be afraid to start over.”  Esperanza is a privileged child growing up in a wealthy family on El Rancho de las Rosas in Mexico.  Her father is killed, and for a variety of reasons she and her mother escape to the Central Valley in California where they live in a farmworker’s camp during the Depression.  Amidst threats of strikes, illness, loss, fear, and scarcity, Esperanza’s hands harden, but her heart softens.  She learns empathy and her optimism is fueled by connectedness to family, the land, and community.

As the story ended, I was sobbing, touched by the hope and strength in these women, their courage, compassion, and openness to life.  It’s a beautifully woven tale, a dark and serious time in our history entwined with shining threads of love and resilience.

The narrator, Trini Alvarado, did a beautiful job — I’m sure the book is lovely in print as well — but I highly recommend listening to it.

For teachers, Esperanza Rising would be ideal for discussions of the emotional intelligence competencies of Exercise Optimism and Increase Empathy, as well as for themes of migration, power, and, of course for California history.  The fact that the story is based on the author’s grandmother’s real life makes it even richer.

Based on Emma & Max’s reactions, I’d say this is great from ages about 7 and up.