A colleague, who I haven't heard from in years, requested a copy of my model depicting the various factors affecting people's performance. He described the model as, "Probably the best tool ever for explaining why people do or don't perform as desired." While that model is very effective, I have since learned that it is flawed. It fails to represent the magnitude of the most critical factor affecting performance - Emotional Intelligence.



As a tool, models provide powerful insight into deeply ingrained assumptions, generalizations, pictures or images that influence how we understand the world and how to take action. My model identifies performance problem areas and provides insights for solutions, focusing scarce resources on high leverage causes. Its use helps people avoid inappropriate and costly solutions such as implementing formal training when all that may be needed is a simple job aid.

Since my model's inception, I have added a new dimension comprised entirely of Emotional Intelligence (EI) as an all-encompassing factor affecting performance in all areas. This revised model presents a more accurate view of the profound importance of EI.

Reflecting my Engineering background, my original model is a one-dimensional, 3 by 3 nine-box grid. Over 30 factors affecting performance are identified within the grid's levels, categorized by those who typically have the most influence or control over the factors - individual performers, managers, and executives. While this model implies that emotion is a factor affecting performance, I've discovered that emotion is a factor that all of us, we rational analyzers, have not paid enough attention to as critical to performance.

Research indicates that emotions play a much more significant role than other factors. In fact, every sensory input we receive is processed through our emotional center first. At that point, we attach an emotional meaning to the input before sending it on to be processed in the neocortex or rational mind.1 So our emotional center is the gatekeeper for every response to every input that we receive. Emotional meanings are attached to information we have (or don't have) to do our work, our workload, every task we are assigned (and how it is assigned), our environment (lighting, noise, temperature), etc.

To reflect the dramatic impact of emotions, my revised model adds a third dimension - the dimension of Emotion. With the inclusion of depth, this new model indicates that not only do all of those "Head" factors (in my original model) affect our performance, but also our emotions can negatively or positively affect our physical energy, our mental clarity, our productivity, and more. Just think of how people feel when the initial announcement of a downsizing is released. The vast majority of people perceive the announcement negatively and the result is a decrease in quality, productivity and morale by the vast majority of employees. On the other hand, how do you feel and what happens to you when you are given an honest compliment on your work, when you are genuinely appreciated. Doesn't that give you an energy boost? Aren't you more likely to do a little bit more than normal?

The Emotional dimension of the model can be viewed as a continuum. On one end is Fear; on the other is Appreciation. If people are fearful, angry or frustrated, how well do they perform. My personal experience and observation is that most people don't perform well. On the other hand, if a person truly feels cared for and appreciated, then those positive emotions facilitate performance. I contend that this is what each of us wants. We want to be valued for our work; we want to feel that people care about us. We don't want to act like we can check our emotions at the door in the morning when we come in to work and pick them up again when we go home. Our emotions - our hearts - are with us at all times.

It's disquieting to think that so much time is spent on the factors reflected in my two-dimensional, rational, "Head" model. It's not that these factors are not important. Obviously they are. But the dramatic results achieved by implementing simple emotional management techniques in my programs tells me that I must actively use the "Head/Heart" model when considering interventions to help improve people's performance.

Source:

1. Daniel Goleman, Emotional Intelligence, 1995, Bantam Books.