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Unformatted text preview: drive a person to overwhelm themselves with work
and become less effective as the stress level increases. You may also have to take into account the time
necessary to allow for a learning curve or to ramp up their existing skills. Download free ebooks at bookboon.com
49 Emotional Intelligence (EI) Managing Your Career 7. Emotional Intelligence (EI)
The word is out about emotional intelligence. Companies who once focused only on where their new hires
went to college have learned that IQ alone isn’t going to make them successful. The way they conduct
themselves, the way they express themselves, and the way they interact with others are all as important if
not more important than the person’s score on an intelligence test.
Think for a moment about the last time that you faced a difficult challenge at work. How did it make you
feel? At first, you may have been excited and energized, but what if there were more problems than
expected in getting the work done? Others might have dropped their responsibilities, or the boss stopped
supporting you, or despite all your hard work, the product launch was still a disappointment.
Perhaps you were up for a promotion or you expected a raise or a bonus but you didn’t get it. Or maybe
you feel you haven’t been treated fairly in the workplace and that others are getting ahead for reasons
other than their hard work. Or you just can’t seem to get along with your colleague, no matter what you do.
Can you describe how situations like this made you feel? Better yet, can you understand how those
emotions impacted the way that you responded to the situation? How long did it take for you to ‘get past’
the situation and move on to being productive again? Did you or do you understand how the others
involved in these situation were feeling?
Companies have realized that IQ alone cannot predict an individual’s performance
or success. When an individual has not developed their EI, they tend to get stopped by setbacks. They either can’t get
past these kinds of situations, or they struggle past it after a long period of time. They may react
negatively to the other people involved, which results in increased animosity and difficulty in being
productive. They may take things personally that are not meant to be. They may feel like a victim rather
than feeling empowered. All in all, these types of situations prevent them from being as successful as
possible in the workplace.
Someone who has a highly developed EI still face these types of situations, just like everyone else. Yet the
way they react is different. They are able to stop and analyze what they are feeling, and to understand how
those feelings are impacting their behavior and their choices. They are able to recognize how other people
are feeling and to empathize with them. Download free ebooks at bookboon.com
50 Emotional Intelligence (EI) Managing Your Career They can then choose the behavior and actions that will help them to not just move past a situation, but to
resolve it – both within themselves and in relationship to others. And as they practice, they will get faster
and faster at recovering from stumbling blocks. At their most emotionally intelligent, they can see
setbacks as learning experiences and chances to improve their relationships with others. Then these
roadblocks no longer stop them, but rather help them develop their potential.
Even more interesting is the fact that emotional intelligence has been shown to be more important in rising
to the top of an organization than IQ, or cognitive competencies. Figure 7 below shows the frequency with
which an individual showing EI competencies became president or CEO of a company in comparison to
those who were passed over for the top jobs. EI Competencies Frequency Shown Self-control 7x Empathy 3x Teamwork 2.5x Self-confidence 2x Achievement Orientation 2x Figure 7: Frequency of EI Competencies in CEOs and Presidents vs. Others Download free ebooks at bookboon.com
51 Emotional Intelligence (EI) Managing Your Career 7.2 Mixed Model of EI
The mixed model of EI was most famously described by Daniel Goleman, and is today the most widely
accepted and used model for EI. It involves a range of competencies which are broken down into skill sets
and which together form the picture of a person’s level of EI. Figure 8 outlines Goleman’s model.
Goleman’s EI Competencies
Self Awareness: Knowing how we feel in the moment and using our gut feelings to help drive decision
making; having a realistic understanding of our own abilities and a strong sense of selfconfidence. Emotional Self-Awareness
Self-Confidence Self Management: Handling our own emotions so that they don’t interfere but facilitate; having the ability
to delay gratification in pursuit of a goal; recovering well from emotional distress;
translating our deepest, truest preferences into action in order to improve and
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- Fall '13