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Emotional Intelligence Management Competencies By Jeffrey E. Auerbach, Ph.D. Never before
have the words “turbulence” and “uncertainty” made so many business
headlines. Virtually all industries
are being affected by the turmoil we now face.
With this level of uncertainty affecting your business and your career,
what management competencies do you need to develop to best manage your business
and your employees now and during the next three years? Our research
shows that your best chances of successfully managing your current problems are
by maximizing your ability to effectively utilize these leadership
characteristics: Self-awareness and
accurate self-assessment, initiative, sound-decision-making, empathy,
communication, influence, adaptability and self-management – all of which are
not technical management skills but emotional intelligence management
competencies. Without these
emotional intelligence management competencies, the executive or manager is more
likely to derail. With these emotional intelligence management competencies, managers and executives are more likely to receive performance based bonuses, higher salaries overall, and experience greater job security. Here’s why
these eight emotional intelligence management competencies qualities are so
important now: Self-awareness
and accurate self-assessment: Without
self-awareness and accurate self-assessment, executives and managers will be too
quick to get irritated with others, will create problems in their work
relationships and in their personal relationships, will come across as abrasive,
won’t be able to admit mistakes or accept useful, realistic criticism, and
won’t have a realistic awareness of their strengths or limitations. Initiative:
Executives and managers who are rather low in initiative ill be
responding to events, rather than being proactive, thereby finding themselves in
continual crisis mode. Plus when
leaders aren’t utilizing initiative, they may fail to seize strategic
opportunities, either because they haven’t started their analysis and planning
process early enough or because they may resist taking even well calculated
risks. Sound
decision-making: If a
manager or executive is low in their ability to make sound decisions this will
only be accentuated in a period of great uncertainty and turbulence.
Executives low in this area may spend more time than they can afford to
in analysis, may not demonstrate the courage to make choices, may avoid taking
responsibility, and may lack the commitment to execute a decision fully. Empathy:
When managers and executives don’t demonstrate enough empathy in times
of uncertainty or crisis, they will likely be seen as indifferent, uncaring and
in-authentic – all of which will make employees be less cooperative and less
communicative. The manager may be
left feeling misunderstood, and will have difficulty “reading” their
employees. Communication:
Managers and executives will be hampered to an extraordinary degree if
they don’t use adequate communication skills during turbulent times.
By not communicating well enough managers will tend to avoid getting into
dialogue about important issues, will often only communicate good news and will
tend to try to hide bad news – hurting trust, and will have great difficulty
in managing complicated issues. In
addition, they will appear unavailable and uncaring to others, which will hurt
teamwork and cooperation. Influence: When executives and managers are low in the management competency of influence they will fail to leave the right impression, will tend to alienate others rather than getting support, may end up working too independently and even against the group, and will have difficulty motivating the group quickly enough to address the eminent challenge. Adaptability:
Without ramping up the ability to be more adaptable in a time of
turbulence and uncertainty many executives and managers will tend to respond
negatively to new, changing situations. In
addition, they may show emotional strain to others when they have to shift
priorities; tend to express, or simmer with, frustration with change – even if
it is for a positive purpose; will have difficulty adapting their responses and
tactics to fit the emerging circumstances; and ultimately will often be hesitant
in taking on new challenges. Self-management:
When managers or executives have low self-management they tend to
react impulsively in stressful situations, possibly get overly stressed, angry
or upset when facing rapidly changing situations or conflict at work; and
sometimes respond to problems in a nonconstructive manner – which often causes
unwanted consequences. The good news is each of these eight emotional intelligence management competencies can be developed. A proven way of developing these competences efficiently is utilizing a structured assessment and feedback based leadership development program such as the Peak Performance Leadership Workshop with Coaching through College of Executive Coaching. Peak Performance Leadership Workshop Brochure for the Peak Performance Leadership Workshop with Optional Coaching. College of Executive Coaching The Leader in Emotional Intelligence-Based, Peak Performance Leadership Training and Coaching Contact Program Advisors, Dani Wong or Casey Dawson for additional information and registration assistance: (888) 764-8844. |
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