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[E346]Examples Of Emotional Intelligence

by Byron Stock, Byr

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.

Models provide insight into assumptions and generalizations that influence how we understand the world and what actions we might take. My model identifies performance problem areas and provides insights for solutions, focusing scarce resources on high leverage causes. Use of such a model avoids implementing solutions that may be inappropriate and costly such as 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. When that occurs, an emotional meaning or flavor is attached to each input before it is sent on and processed in our rational mind, the neocortex.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. Consider how people feel when a downsizing is announced. 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? Would you be more likely to put forth a bit more effort and go beyond what is expected?

The Emotional dimension of the model can be viewed as a continuum. On one end is Fear; on the other is Appreciation. Ask yourself how well people perform when they are anxious, frustrated, fearful, or angry. 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. We have our emotions - our hearts - with us all of the time.

I'm concerned when I think that we have spent so much time on the factors in my initial, two-dimensional "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.

Have you considered the possibility that your company might be harboring a virus that could be negatively impacting your company's bottom line to the tune of millions of dollars annually? Like a stealth virus, negative emotions can drain organizational resources - both financial and human. And if you have not taken the precaution to create a positive emotional climate by helping people develop their emotional intelligence skills, high turnover can be contagious. Implementation of an emotionally intelligent retention strategy is the key to preventing an outbreak of this virus. One-time programs or traditional incentives will not work and it will require more than a fair compensation package.

The High Cost of Turnover

Countless articles and books have been written about the direct and indirect costs of turnover. The cost of replacing a worker whose skills are in high demand can hit up to 1.5 times his annual salary. At minimum, the cost to replace any worker is about 20 percent of his annual salary.

Indirect costs of high turnover can be staggering, but are hard to track. For example, if a supervisor is spending even part of his day conducting exit interviews, interviewing candidates, or posting jobs on the web, that's time away from doing his regular work. That's costly. Additionally, disgruntled employees may sabotage the company by causing immeasurable damage to client relationships, resulting in lost customers. And now the company must spend extra time and money trying to woo those customers back.

What Do Workers Really Want?

As companies compete for talent, many HR professionals say that figuring out what employees want becomes a critical factor for retaining employees. They suggest customizing job descriptions and perks for each worker so that they will say, "No thanks," when recruiters call them. Figuring out what perks each individual employee wants from job time sharing to on-the-job child care can be daunting. Also, it's the wrong place to start. Attempting to indulge the unique wants and needs of every employee creates plenty of stress for supervisors, managers and human resource professionals and can be overwhelming. And workers may bail on you anyway even if you give them what you think they want. Underneath it all, employees want the same thing.

Whether or not he or she is able to put it into words, every employee wants to feel certain things:

- They want to feel secure (if they perform well, they will keep their job).

- They want to feel appreciated for their contributions.

- They want to feel that their immediate boss cares about them as a person.

- They want to feel fulfilled in the work they do.

Creating a positive emotional environment becomes the solid foundation upon which to build a successful employee retention strategy - creating, through the behaviors of every manager and supervisor, an emotional climate that makes people want to work at your company. They want an emotionally intelligent employer, and in particular, an emotionally intelligent leader to guide them.

A positive emotional climate is not one in which everyone always pretends to be happy and problems are ignored, nor is it one where there are no conflicts or stresses. But it is one that when problems arise, they are dealt with in a fair and respectful way, a way that allows people to disagree and still demonstrate sincere care for one another.

Sounds great, right? But just how do you create a positive emotional climate that increases employee satisfaction and employee loyalty, which leads to better retention?

Where Do You Start?

Start at the top. The top leaders' attitudes and behaviors directly affect employee satisfaction, productivity and loyalty. These, in turn, directly affect customer satisfaction, loyalty and profitability. Employee satisfaction is directly driven by how employees are treated, first by their immediate boss, and second by other leaders in the organization. And job satisfaction is about attitudes and emotions - how employees feel.

OK, so I'm a supervisor or manager or executive. And I'm supposed to behave in a way that's caring and positive toward my people. Does this mean I'm supposed to be immune to the stress and pressure of leading? No!

You have feelings and emotions, too! So what should you do? You should enhance what is known as your Emotional Intelligence (EI) skills. EI is your ability to acquire and apply knowledge from your emotions and the emotions of others to help you make decisions about what to say or do (or not say or do). As you develop EI skills, you will progressively enhance skills in the five basic EI competencies: emotional self-awareness, emotional self-regulation, emotional self-motivation, empathy and nurturing relationships.

These competencies, when developed and practiced, can safeguard an individual and an organization against the virus of negative emotions that can cause dissatisfaction and turnover. They can help an organization retain its most valuable resource - its people!

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Byron Stock has sinced written about articles on various topics from Emotional Intelligence, Vitamins and Emotional Intelligence. Specializing in the area of , Byron Stock is devoted to making work a place where people flourish and productivity improves. Typi. Byron Stock's top article generates over 5400 views. to your Favourites.