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By The Numbers

Workplace Survey, Findings

1.Workers are struggling to work effectively. 

When focus is compromised in pursuit of Collaboration, neither works well.

2. Effective workplaces balance focus and collaboration. 

Workplaces designed to enable collaboration without sacrificing employees’ ability to focus are more successful.

3. Choice drives performance and innovation. 

Employers who provide a spectrum of choices for when and where to work are seen as more innovative and have higher-performing employees.

 

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HOW TO FOSTER AN EMOTIONAL INTELLIGENCE LEADERSHIP

LeadershipAccording to Daniel Goleman, author of “Emotional Intelligence,” the difference between a “good” leader and an “excellent” leader is 85-95% attributable to emotional intelligence. If so, what would happen if you established a workplace culture of emotional intelligence?


Recent studies indicate that emotional intelligence influences behaviour in a wide range of domains including school, community, and the workplace. At the individual level, it has been said to relate to academic achievement, work performance, our ability to communicate effectively, solve everyday problems, build meaningful interpersonal relationships, and even our ability to make moral decisions.

 

Given that emotional intelligence has the potential to increase our understanding of how individuals behave and adapt to their social environment, it is an important topic for developing high-quality organizations.

 

Emotional intelligence can in fact be learned. It takes time but high-quality organizations must be capable to increase their collective emotional intelligence as time passes. This shows something most of human kind has known for thousands of years. Most people increase their emotional intelligence as they get older. This phenomenon has been widely known as maturity for many years.

 

However, it must be stated that to effectively grow emotional intelligence it is simply not good enough to just allow the maturity process to take place on its own. In order for individuals to grow to their full potential they need to work to consciously redefine their relationships. Seeing others for who they really are, in their splendour as well as their shortcomings, requires conscious effort. In other words, it requires the breaking of old undesirable behavioural habits and replacement with desirable habits that have been practiced and have become entrenched. There needs to be a commitment, honesty and open attitude from the individual who is being grown. Without this basic level of co-operation, the identified improvements will not produce the effective behavioural pattern change. In order to foster your emotional intelligence, Susan Cramm, a former CFO and an expert in organizational leadership, suggests put the following in action:

 

1.Assume the best in others. Everyone comes to work to do the very best job they can. Beyond what you see at work, they are someone's son, daughter, sister, brother, mom and dad. They pay taxes, coach their kid's soccer team, and cook meals for neighbours in need. If someone wants to turn right when you want to turn left, it isn't that they "don't see the big picture," "are not motivated," or "disorganized." Most likely, they have goals, pressures, and experiences that differ from yours.

 

2.Understand what makes them tick. It constantly amazes how we live in the world of "me" and try to collaborate and influence people we hardly know. If you want to develop strong working relationships, you need to humanize others by understanding their backgrounds, dreams, job objectives and obstacles.

 

3.Serve their needs. You have to help others before you can ever expect that they will help you. Go the extra mile and do the unexpected extras. Help them, praise them, share with them, and introduce them. Make sure they see their reflection in your leadership agenda by incorporating "what makes them tick" in shaping the "how" and "what" of your plans and approaches.

 

4.Accept responsibility. When problems arise, look in the mirror rather than out the window. Since this self-examination threatens even the most secure egos, make it easier by soliciting feedback early and often. This will allow you to make small, relatively private adjustments rather than large, public apologies.

 

5.Assume the best intentions. Reinforce this behaviour (for yourself and your team) by describing the behaviour and motives of others in the most positive way possible. For example, replace, "The IT folks are ignoring our needs!" with, "The IT folks are obviously busy, so we need to help them by making sure our initiative delivers value."

 

Complaining about others reduces your power and turns you into a victim. Positive framing focuses on what can be done rather than who is to blame. Labelling people puts them into ugly little boxes and constrains the possibilities that might arise from the relationship. At the end of the day, casting negative attributions on the behaviour and character of others only serve to limit you. Break through labels by shifting your mindset. Substitute humility for hubris. Replace conviction with curiosity.

 

(Extracted from “The Emotional Intelligence” by Daniel Goleman)