It turns out that EQ is even more critical and complex than we thought.
Daniel Goleman and Richard Boyatzis have directed their study of Behavioral Psychology, Organizational Behavior and Cognitive Science towards this very issue.
They have written a compelling article in Harvard Business Review (HBR), “Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?”, linked below.
We have many discussions about the fact that EQ is becoming a much more sought-after quality, attribute or skill, maybe even than IQ.
We have an ever-growing complexity and breadth of challenges in today’s work – juggling expectations and demands of leadership, peers, stakeholders, supervisors, customers, internal “consumers” and so forth.
With this comes a need for a greater level of understanding about things outside our control. We talk a lot about the need for “Shift Left” thinking, which requires us to understand other parts of end-to-end business cycles or processes we participate in.
I know leaders who would rather hire someone with “customer service” experience than another with direct functional knowledge and experience.
The world is changing. And don’t we know it?
“EQ” or emotional quotient (as distinct from “Intelligence Quotient” or “IQ”) is in ever increasing demand in the jobs we all do.
The authors argue that there are many models of emotional intelligence, they are often lumped together as “EQ” in the popular vernacular.
The alternative term is “EI,” comprises four domains and 12 competencies. This model may help us identify and nurture the specific EQ/EI skills we need:
- Emotional self-awareness
- Emotional self-control
- Achievement orientation
- Positive outlook
- Social awareness
- Organizational awareness
- Relationship management
- Coaching & mentoring
- Inspirational leadership
If you are in the talent business (and, frankly, who isn’t?), this is worth a read . . .
Thanks for reading . . .