Daniel Goleman, in his ground breaking book “Working with Emotional Intelligence” said it best: “We are being judged by a new yardstick: not just how smart we are, or by our training and expertise, but also by how well we handle ourselves and each other”. If you can’t communicate and interact effectively with others you stand little chance of being successful managing or leading in today’s workplace. Think of a job that you could do that doesn’t involve working with others. You’d be hard pressed to come up with one.
Results of a study conducted by the HayGroup, a leading authority on EQ (Emotional Intelligence) shows that for most jobs that involve working with others, EQ is twice as important as IQ plus technical skills. Sixty-seven percent of the competencies needed to manage and lead others effectively are emotionally based. You need the ability to make an emotional connection and demonstrate patience, open mindedness and empathy.
The good news, like most skills, EQ is a learned behaviour. You can learn how to communicate more effectively, build collaborative teams, problem solve, resolve conflict and motivate others to perform at their personal best. Some will learn quicker than others, but we all have the capacity to learn new things. It just depends on how willing you are to make the necessary changes. Trust me – your future depends upon it. Soft skills are today’s essential skills.
Copyright (c) 2019. Brian Smith-PLD. To find out more about Brian and what he can do for you and your organization visit https://briansmithpld.com
Have you ever licked a 9-volt battery? (I’m not suggesting that you do – I’m just asking if you have). When adults do something that makes them feel good – that gets them excited – what are they more apt to do? If you licked a 9-volt battery and you liked that sensation – then more than likely you’d lick it again. I believe the key to motivating someone is to figure out what turns their crank – figure out what they are looking to get out of the deal. People do things for their own reason – not yours. All you have to do is figure out what’s in it for them and use that to get them to do what you need to get done.
Yes, I admit it. I was once a control freak! I was an “old school” micro-manager. Trust me – in my 40+ year career as an award-winning entrepreneur and general manager for a major corporation, I’ve made my fair share of mistakes. I’m here to confess my number one sin in the hope that first-time supervisors, managers and business leaders will learn what not to do. I also think there’s a lesson here for seasoned veterans who developed their management style in the late 1960’s like I did. Social psychologist Douglas McGregor referred to it as a “Theory X” style of management. Managers who adopted this style believed that workers were inherently lazy and needed to be bullied or brow-beaten into performing their work. Employees were never to question authority. “Do as I say – not as I do. When I tell you to jump – the only thing you can ask is how high”. There are still a number of managers and business leaders out there who continue to manage and lead that way. They manage and lead by intimidation. I’m here to tell you the days of the “Bully Boss” are over.
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