It’s often said that intelligence and technical skills get you the job, and emotional intelligence gets you the promotion. Or, more succinctly, IQ gets you hired, and a lack of EQ gets you fired. Yet, historically, emotions have been thought to have no place in the workplace. So, what has caused this shift in perspective?
What is Emotional Intelligence?
Emotional intelligence (EI) is the ability to process and use dynamic emotional information in reasoning and other cognitive activities. Psychologists Peter Salovey and John D. Mayer coined the term in 1990 (APA). In 1995 Daniel Goleman published Emotional Intelligence: Why It Can Matter More Than IQ — bringing the phrase into the public eye.
According to Mayer and Salovey, emotional intelligence is a subset of social intelligence that involves monitoring emotions (both individual and others) to identify and disseminate the information to guide thinking, actions and reactions. They describe EI as intelligence rather than a personality trait, such as optimism, happiness or motivation (other approaches view EI as a combination of self-perceived emotion, skills, personality traits, and attitudes). In Mayer-Salovey’s PUUM model, there are four key elements:
Perceiving emotions: Nonverbal facial expressions, such as happiness, sadness, anger, and fear, are universally recognisable in human beings. The capacity to accurately perceive emotions in the face or voice of others provides the starting point for a better understanding of emotions.
Using emotions: Directing your response toward what’s important at the moment. For example, keeping calm under pressure in a high-stakes meeting or harnessing adrenaline to take the plunge and make a speech. Several researchers have suggested that emotions are also essential for creativity to emerge.
Understanding emotions: Emotions convey the pattern of possible messages and actions associated with those messages, coupled with the capacity to reason about those meanings.
Managing emotions: It’s possible to regulate and control your feelings and help others obtain their personal and social goals.
In short, this model of emotional intelligence means recognising inputs, interpreting the signals, using that information to troubleshoot, and regulating your response.
Benefits of emotional intelligence
Increased research has resulted in evidence that a high level of EI links to positive life outcomes, including better mental health and well-being and improved social relations, academic achievement, and work performance.
At work, it’s super-power. Why? Because people with strong EI can relate to individuals and therefore form a broader network of colleagues, connect with those of different backgrounds, and negotiate solutions to problems with greater ease in times of conflict.
For example, people adept at recognising and managing their emotions are better equipped to perceive others’ feelings and know how to motivate others — the ultimate goal for any leader.
Likewise, a lack of emotional awareness results in a corresponding lack of emotional control — a problem that can significantly limit someone’s leadership potential if it isn’t addressed.
Divergent perspectives
As with many popular concepts, opinions are divided. Goleman says that emotional intelligence matters more for performance than cognitive ability (IQ) and accounts for “nearly 90 percent,” of success in leadership jobs. On the other hand, Jordan Peterson writes that “There is NO SUCH THING AS EQ” and describes emotional intelligence as “a fraudulent concept, a fad, a convenient bandwagon, a corporate marketing scheme.”
In fairness, many EI tests and studies employ self-assessment questionnaires, and it’s hard to imagine many people would rate themselves as lacking in this area. Hand on heart, I’m great with people!
The reality is somewhere in between. One point that rings true for me is that leaders prime the emotional state of the organisation — and, therefore, the culture. With a high level of EI, they are more likely to impact operations positively.
“When [leaders are] ineffective, when they set poor examples of how they treat other people, that trickles down throughout the company.” — Travis Bradberry (SHRM).
Frequently asked questions
Is EI the same as emotional quotient (EQ)?
Much like the word intelligence in IQ, Emotional Intelligence is what is being measured; therefore, EQ is a scale of how much you possess.
Is it just about feelings?
A common misconception of emotional intelligence is that it is solely about being overly emotional or sensitive. EI encompasses broader skills and abilities. That said, emotional sensitivity can be a component of EI.
Can you improve your emotional intelligence?
While some think emotional intelligence is an innate trait that cannot be developed or enhanced. At the same time, some individuals may naturally possess higher levels of emotional intelligence; it is a skill set that can be learned and improved through practice, self-reflection, and personal growth.
For example, many people with ADHD often have difficulty controlling their impulses and regulating their emotions due to issues with their executive functioning skills. However, they can learn to manage their reactions better with the right tools.
How do I improve my emotional intelligence?
Here are a few ideas for improving your EI:
Actively listen to others and try to understand their intent. A good conversation isn’t a tennis match — it’s a slow meandering walk.
Pay attention to your emotions. Can you name the specific feeling — beyond mad or sad? Why are you reacting?
Can you spot specific behaviour patterns and reactions as you go about your day?
EI is a muscle, and you have to build it. Practice makes perfect.
Human after all
Everything we have discussed so far is from a scientific perspective. Of course, in reality, we are soft, squishy beings operating in a variety of different contexts, which means the level or quality of our emotional intelligence varies too.
The following is from philosopher Alain de Botton, who sums up the humanistic side and illustrates the work that goes into it:
“The emotionally intelligent person knows that love is a skill, not a feeling, and will require trust, vulnerability, generosity, humour, sexual understanding and selective resignation.
The emotionally intelligent person awards themselves the time to determine what gives their working lives meaning and has the confidence and tenacity to try to find an accommodation between their inner priorities and the demands of the world...”
— Alain de Botton, Emotional Intelligence
To understand, communicate, and listen better is to lead better. Therefore emotional intelligence is a tool to wield, with introspection, self-awareness and compassion, to relate better to those around you.
Yours tenderly,
Amber