Emotional Intelligence for Performance
New on 6seconds.org:
Despite their super-human capacity for making computers communicate, many “geeks” (AKA “IT Professionals”) are challenged by the traditional human-to-human interface. Yet as key players in any business unit, today’s IT experts have to get beyond their “left-brain” genius. While some think techies lack an understanding of emotions, new research by Six Seconds Consulting Group proves otherwise.
Check out the White Paper: Increasing Emotional Intelligence
by Joe Citarrella
It is better for an investor to know why he or she feels some way about a stock than simply to know that he or she feels this way and that this is patently “bad”. In some cases, the emotion may be maladaptive, but in others it may be telling you something important about a company in which you’ve invested. Yet, the only way to know is not to ignore the emotions.
Great point! Emotions are data (and energy). The worst way to understand data is to ignore it.
I recently interviewed Dan Goleman about Social Intelligence, leadership, and emotional intelligence. Check out the full Neural Leadership article here.
“Mirror neurons are a kind of ‘neural wi-fi’ that monitors what is happening in the other people. This system tracks their emotions, what movements they’re making, what they intend and it activates, in our brains, precisely the same brain areas as are active in the other person,” Goleman explains. “This puts us on the same wavelength and it does it automatically, instantaneously and unconsciously.”
I’m in Italy, outside Bologna in a town called Sasso Marconi. Apparently it used to be called Sasso, but after Marconi invented the radio here they changed the name to honor him.
Marconi didn’t do well in school and his father saw him as a failure. He worked for years to figure out how to send sound through radio waves — before people even really knew what radio waves are! He ended up discovering how an antenna works by accident!
So was Marconi crazy and obsessed — or brilliant and determined?
I’m enjoying working with another wonderful international group attending the emotional intelligence training certification. Mostly people from Italy, and 5 from beyond. Today we’re working on the “Give Yourself” part of our EQ model and considering how to align our daily choices with a larger sense of purpose.
Did Marconi have a Noble Goal, or was he working on the radio for some other reason? Was he Giving himself, or indulging himself? No idea! But intriguing. What does it take to change the world?
More about this…
The new White Paper by the Six Seconds EQ Network found that there is a correlation between age and emotional intelligence — but it’s slight and not true for all parts of EQ. Previous research by BarOn and Salovey & Mayer also showed that EQ increases with age. What’s new here is that on the Six Seconds Emotional Intelligence Assessment there were some areas that did not increase.
Researcher Lorenzo Fariselli of Six Seconds Italia (www.6seconds.it) conducted the analysis,
“The finding suggests emotional intelligence is a developing ability; it is likely that accumulated life experiences contribute to EQ.”
The study also challenges many popular beliefs about “with age comes wisdom” and the widespread perception of a “generation gap” in motivation and altruism. The relationship between EQ and age is very slight – meaning there while a majority of older people are higher in EQ, there are many young people with higher EQ scores than their older counterparts. In addition, some of the aspects of EQ can only be developed through training. So in an era where emotional intelligence is a critical competence for success, this finding shows that young people committed to their own development have a edge.
Massimiliano Ghini is President of Six Seconds Italia and a leading authority on using emotional intelligence to improve business results. His hypothesis of the link between “Give Yourself” and age comes from the responsibilities of adulthood:
“For many people, adulthood and aging introduce increased need and opportunity to connect with and lead others – for example engaging a team or developing an organization’s vision. As people age they have more opportunities to practice these skills.”
Again, the link between age and Give Yourself is modest – so age is no guarantee for vision and wisdom.
Fascinating article on new trend in training for hotel employees — the point is that old “follow the script” approaches don’t really work. To create a great hospitality experience workers need to notice their guests, think, and respond authentically.
This is a major shift and challenge for training. Most training I’ve seen, especially in hospitality, is totally behaviorally oriented. Follow the script. Problem is, people are a lot more complex. Instead in our emotional intelligence trainings, we get people to look inside and understand how to connect in a way that’s authentic for them.
Hotels train employees to think fast
By Barbara De Lollis, USA TODAY
Excerpts…
The new-style training programs aren’t limited to how to check in a guest or how to stack dishes in a pantry. Instead, they’re aiming to build distinctive organizational cultures that will add to the bottom line by keeping guests satisfied and loyal for years to come. Out of favor are scripted lines that hotel workers utter regardless of whether the customer appears happy, angry, tired or rushed. Now, hotel workers are being trained to speak for themselves, and to help guests in more meaningful and less conventional ways.
The new training pushes employees to understand who their guests are and why they’re at the hotel, and to anticipate what they might need.
[JF: sounds like emotional intelligence!] “Our guests value the design of our hotels, but what they really remember are the people,” says Michelle Crosby, human resources chief at lodging giant Starwood (HOT). “Their loyalty was often to a specific (employee) who’d gone out of their way for them.”
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Starwood decided to focus its training on its workers’ emotions after examining training practices at customer-service leaders like Disney (DIS), Nordstrom, Southwest Airlines (LUV) and JetBlue (JBLU). Crosby, the Starwood executive, says that for too long the industry has been too insular, resisting good customer-service ideas from other industries.
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In other words, emotionally intelligent employees connect at a “heart level” with guests and meet their needs in a way that’s authentic and memorable: The result is customer loyalty.
The missing link is emotionally intelligent leaders who foster a context where people like this can work that magic.
I just finished posting new research on emotional intelligence and age.
This study started in a workshop where we were talking about Noble Goals. In our model, the “capstone” competence of emotional intelligence is Pursue Noble Goals — there are two reasons:
1. When we engage in the pursuit of purpose we are less defensive and reactive — less about our own ego and more about the larger vision. This allows us, even compels us, to manage our emotions more effectively.
2. Really, what’s the point? We can teach people to be more intelligent at problem-solving and they invent ways to hack the net. We can teach people to be more intelligent at engineering and they develop better ways of killing. We can teach people to be more intelligent about emotions and they become master manipulators. Voila, job done, let’s call it a day. Oh – wait – missed something…. So “intelligence” isn’t enough. We need to apply that intelligence — this is wisdom. So Pursuing a Noble Goal is a way to focus our emotional aptitude and move toward wisdom.
Anyway – point of the story: One of the managers I was training said, “Aren’t older people naturally better at this competence? It seems like young people, at least in my company, don’t really have a vision.” Hrmuph.
So I asked our research team to find out.
The answer is yes – older people are slightly more likely to be emotionally intelligent – at least in four of our eight competencies. I’m excited about this result – it shows that EQ is learned and it does develop with life experience and that age isn’t enough: You have to work to learn these skills.
This is an excellent article:
How Emotional Is Too Emotional?
Nan Mooney, Inc
Mooney says women frequently ask what to do about “being too emotional” at work — I get this question a lot too, and have worried that, as a man, my response might miss the point… so I was glad to read this!
“Professional women are frequently tagged “emotional,” as if it’s a flaw they should learn to overcome. But emotion in the workplace isn’t necessarily a bad thing.”
Excerpts:
In my varied career history, I haven’t found that women are more emotional than men on the job. We may be more comfortable expressing those emotions, since we live in a society that encourages women to be the feelers and men the thinkers and doers. But being quicker to key into the emotional aspects of a situation largely works to our benefit. It means we may pick up on a client’s or colleague’s unhappiness, make subtle adjustments in a plan or project to please everyone involved, and — best of all — form more trusting and respectful professional relationships.
The place where I think Mooney misses the mark is recommendations of what to DO about emotions. The central premise of emotional intelligence is that emotions are a resource to help us understand and manage the world — inside and outside. Emotions are information and energy — data and commitment. Emotional intelligence helps us access the data and tap the energy. When we DON’T do that, emotions well up and spiral out of control. Women and men are socialized to cope with “out of control” emotions differently (as Mooney suggests, bursting into tears vs pounding the steering wheel and cursing) — but it’s the same reaction.
The real secret is to access the information of the emotions – tune in, gain insight – and then use that data to make a better decision. When we do so, the energy of the emotions automatically transforms into a motive force toward resolution – that’s the power of emotional intelligence!
This is a fairly amusing perspective on why it’s so hard to find someone you want to date:
Pearls of Wisdom: Smart, cute and unavailable
The Stanford Daily
October 13, 2006
By Lisa Mendelman
At Stanford, we are blessed to be surrounded by book-smart people. Trust me, the real world looks nothing like this. Even the fuzziest English major (i.e., me) can solve your average differential calculus problem, and, assuming “Freakonomics” and The Economist count, there are lots of well-read techies biking through the Quad. Where the Farm’s population falters, however, is in another realm of intelligence: the fundamentals of social interaction.
I am with Lisa so far — when schools, or businesses, select a population based on “IQ stuff” w/o considering “EQ stuff” they get people who are not-so-socially-graceful.
Things fall apart a bit when she explains there are 2 axis – SQ is social quotient, and EQ is emotional quotient:
I will assume that second axis on which we are plotting men—and, to be fair, women—ranges from mean and arrogant to nice and down-to-earth. (Obviously, when I used the words “ugly” and “cute” in high school, I was referring to personality). We’ll call this the Emotional Intelligence Quotient, or EQ.
There is a big challenge in our field – people (including me) oversimplify “EQ” and identify emotional intelligence as being “down to earth” or “nice.” I think sometimes emotionally intelligent people are fierce. But I agree with the author that I’d rather date someone both socially and emotionally aware…
🙂
This is a piece I wrote…
Leading with a Whole New Mind: Daniel Pink’s Memo for Tomorrow’s Leaders
Daniel Pink discusses his latest book, A Whole New Mind, with emotional intelligence expert Joshua Freedman, and identifies key skills for leaders in a changing marketplace.
What do you get when you add up designer toilet brushes, Frappucinos, increasing obesity, innovation and outsourcing? According to trend-watcher Daniel Pink, it’s a new business climate — that calls for a new breed of leadership.
To thrive in the era of the three As — Abundance, Asia, and Automation — companies have to offer significance above and beyond product value. And leading this kind of business takes special talent – talent that’s increasingly hard to find.
The business challenge begins with a changing marketplace, and continues with a new generation workforce. Pink says businesses will find it increasingly challenging to hold marketshare. “Today you have to have the ability to do something that’s hard to outsource, hard to automate, and that satisfies some of the nonmaterial demands of this very abundant age. An age where many consumers in the West have had their basic material functional needs satisfied or over satisfied. The way you stand out in a crowded marketplace is to appeal to spirituality, emotion, aesthetics, and so forth.”
The abundance of the current Western economy translates to a glutted market. With a dozen places for gourmet coffee, why turn to Starbucks? With more cars owned in America than there are drivers, why will someone buy a Prius?
Pink says “this puts a premium on aesthetic, emotional, and even spiritual aspects of goods and services.” This explains why self-help and spirituality remain booming, why a 3-star “middle America” hotel puts aromatherapy and guided meditation in executive rooms, and why there is a line for back massage in the Chicago airport. Sometimes called the “LOHAS” market (Lifestyle of Health and Spirituality), there is a trend Pink calls the “accelerated the search for meaning” that a few exceptional leaders are poised to serve. These leaders are metaphorically using “right-brain” skills of creativity and relationship-building (there’s no neurobiological evidence of the right/left brain concept, but it’s a catchy metaphor).
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