Emotional Intelligence Key to Star Performance
More than anyone else, the boss creates the conditions that directly determine people’s ability to work well. ~
Daniel Goleman, Primal Leadership
I recently spoke with the VP of Human Resources of a company regarding providing executive coaching for several of the company’s high performing leaders. The HR Director asked some very pertinent questions to determine fit. She specifically wanted to know how I worked with different personality styles, and my methods for initiating behavior change. She was very interested in my executive coaching work with emotional intelligence and the link to leadership.
The VP of HR and I spoke about my approach to coaching, and my belief that possessing a psychological understanding of human behavior and business acumen are important competencies for coaching executives. We also spoke of the need for her organization to create a culture where innovation flourishes.
The VP of Human Resources is interested in partnering with me in helping their leaders become more motivating and inspirational. We further discussed how company executives can benefit by working with a seasoned executive coach.
Ever wonder why some of the most brilliant, well-educated people aren’t promoted, while those with fewer obvious skills climb the professional ladder?
Chalk it up to emotional intelligence (EI).
When the concept first emerged in 1995, EI helped explain why people with average IQs outperform those with the highest IQs more than two-thirds of the time.
In the United States, experts had assumed that high IQ was key to high performance. Decades of research now point to EI as the critical factor that separates star performers from the rest of the pack.
People have been talking about EI (also called EQ) ever since psychologist Daniel Goleman published the New York Times bestseller Emotional Intelligence in 1995. Everyone agrees that emotional savvy is vital, but we’ve generally been unable to harness its power. Many of us lack a full understanding of our emotions, let alone others’. We fail to appreciate how feelings fundamentally influence our everyday lives and careers.
Research by the TalentSmart consulting firm indicates that only 36% of people tested can accurately identify their emotions as they happen. Two-thirds of people are typically controlled by their emotions but remain unskilled at using them beneficially.