5 Ways Leaders Can Raise Their Emotional Intelligence
March 9, 2016
President of Lamson Consulting
TopicsDavid Goleman, emotional intelligence, Leadership, mindfulness
If I asked you what qualities a great leader has, chances are you’d mention traits like intelligence, vision, and determination. While these are certainly important to have, research shows that softer qualities like being sensitive to others’ feelings and listening well are just as, if not more so, important.
Theodore Roosevelt put it well when he said, "No one cares how much you know, until they know how much you care."
Being able to care and be in tune with other’s emotions as well as your own is something called Emotional Intelligence. Having high emotional intelligence is key to being successful in life, including in the workplace, as it helps you relate to others. Consider the research of psychologist David Goleman at nearly 200 large, global companies in which he found that truly effective leaders are distinguished by a high degree of emotional intelligence. Other studies have shown a positive relationship between emotionally intelligent leadership and employee satisfaction, retention, and performance.
So, how exactly can a leader cultivate his or her emotional intelligence? Here are 5 ways:
Practice mindfulness. Meditate, do yoga, practice deep breathing. Do whatever you can to help open your heart, settle your mind, and relax. Research shows that the more you’re open to those that you lead, the more engaged they’ll be on projects and more committed to you as an individual. I actually do a yoga pose before some of my workshops that involves placing a yoga block in the center of my back and allowing my shoulders to fall back on either side. This helps me physically and mentally open my heart to those I’m working with for better engagement.
Be self-aware. Practicing mindfulness is the first step to being aware of your own emotions, what causes them, and how you react to them. It allows you to know how you manage stress and pressure which is crucial when leading others. Without being tuned into your emotions, you may project stress or anger onto your team, confusing and disillusioning them. Leaders with self-awareness are able to develop skills that will help them manage their own emotions and respond effectively to situations that come up.
Be aware of others. The more self-awareness leaders have, the more they’ll be aware of others’ emotions. Emotionally intelligent leaders anticipate how people will react to certain situations and are proactive in responding. Before doing something, they think about how their actions might impact others. Then they help them deal with the effects.
Practice empathy. You can do this in a tactical way. Practice systemic listening. By this, I mean, when you’re talking with someone, summarize what you think you have heard. Ask probing open-ended questions so they feel free to say whatever is on their mind. Also, let them know that you understand how they feel.
Be vulnerable. In that vein, be ready to share similar experiences. Explain what you went through before you got into this position and what you have learned. Vulnerabilities can promote connections and strengthen relationships. Think about some of the strongest bonds you have, I bet a lot of them are with people who know and/or share your vulnerabilities.
There are many ways to assess your emotional intelligence and get your baseline such as this online quiz. By taking one, you can find out your weaknesses and learn strategies to improve those areas. Doing this and practicing the tips above will no doubt help you be a better leader—and person.
Nice post … you’ve covered some important aspects of leadership and emotional intelligence clearly and concisely. I cannot argue with any of the elements you cover and appreciate this overview.
I think that of the five things you mention, the fifth one of “Vulnerability” is both the most important and the most difficult to practice.
Vulnerability involves two critical factors, both of which are hard for many people to do:
Risk by being open to others and …
Sharing of experiences and emotions with others …
We often have to develop a strong sense of trust with another person in order to share at the level you suggest. When we have the ability and the time to develop this trust within a relationship naturally, daring to risk and sharing ourselves is easier.
Unfortunately, leaders do not always have the luxury of the time to do this naturally or in a one-on-one relationship. A leader may be required to lead others abruptly and with little or no time to develop that trust in an unforced manner. Military leaders in combat face this, as do corporate leaders caught in stressful events or transformative change.
In my experience, this is where the real test of leadership occurs: when you have to build trust quickly in order to lead in a time of stress.
Not sure this qualifies as a response to “What’s next?”, but this is where your comments led my thoughts this morning:)
Enjoyed reading your contribution and look forward to doing so again in the future.