In this age of continuous distractions and increasing pulls from your central focus, Emotional Intelligence (EI) is more important than ever. In fact, EI may arguably be one of the most essential capabilities for managers and leaders.

Let’s start with a quick definition of EI.  It is essentially a collection of mental and emotional skills that are exhibited in mature, leader-like behaviors. 

Chade-Meng Tan, co-chair of a Nobel Peace Prize-nominated campaign and NYT bestselling author, shares how to build these skills in his book, Search Inside Yourself.

First, the author recommends Attention Training.  Attention Training is learning and practicing the skill of tuning out competing distractions and focusing solely on the activity at hand.  It requires conscious and extended attention–no “drift” and no attempted multi-tasking.  Done properly, Attention Training creates a state of mind that is calm and clear.  It serves as the foundation for EI.

Next, Tan advocates for Self-Knowledge and Self-Mastery.  It is difficult to lead (and we all need to lead) without the ability to reflect and consider how actions may be received.  When Self-Knowledge is strongly developed, a leader has the ability to view his/her actions from an objective, third party point of view.  This Self-Knowledge sets the stage for Self-Mastery.  Self- Mastery is essentially the learned ability to recognize and regulate your behaviors so they are productive.  Knowing that others may emulate your behaviors, it is important that your behaviors are consistently positive.  Behaviors such as getting visibly angry and venting may not result in the outcomes you desire.  When these two areas are combined, leaders act in productive ways, knowing how their actions will be perceived.

Finally, it is suggested that we develop Pro-Social Mental Habits.  This sounds more complex than it is. Good leaders and managers place the interest of others ahead of their own, knowing that this support will lead to success for all.  So approach interactions with positive mindsets, such as kindness and compassion.  Assume good intent when you observe behaviors.  When kindness and compassion are practiced regularly and become habit, good things happen to teams and organizations.

So why is it important to become EI when you are probably quite comfortable behaving and leading the way you do now?  After all, the way you behave currently got you to where you are today!

There are three compelling reasons to adopt and practice EI, as outlined verbatim by Tan below:

First, it is highly correlated with stellar work performance.  Studies show emotional competencies to be twice as important as cognitive competencies for doing outstanding work, even among engineers.

Second, emotionally intelligent leaders and managers are far more effective than leaders or managers low on emotional intelligence.

Finally, emotional intelligence creates the conditions for personal happiness.  Happy workers are a great asset because they work better in teams, provide better service to customers (and happy customers return to spend more money), and are generally more creative and productive.

Let me offer some personal observations about EI, based on my work in Michigan–after spending several years in other cities.  I have a theory that a common mindset in this region can be described as an “industrial people mindset.”  Machines and technologies, tended to by people, have been the backbone of our business environment and its growth.  This has led many leaders to think about people similar to the way they think about equipment.  “If employees are told what to do, and do it well, all will work out.”

I have lost count of the times where I have been told leaders think they can get away with highly directive, and in some cases, disrespectful behaviors.  These leaders believe employees have to accept this treatment.  Bob Quinn, a renowned professor at the University of Michigan, and a leader in the Positive Business movement, refers to this as the “tyranny of competence.”  Because a player is technically proficient, he/she is allowed to practice behaviors that are Emotionally Unintelligent (EU).

The war for talent will likely become a catalyst for change.  Our better players can now move quickly to other organizations where they will treated better.  That means leaders need to exhibit respectful and mature behaviors that foster a positive and inviting environment. This makes a compelling case for all of us to become more EI!

Sources:  businessinsider.com, Search Inside Yourself (Chade-Meng Tan, 2012)

If improving EI interests you, please join us at the Talent Symposium on August 11 at the MSU Management Education Center. Rob Pasick, an accomplished organizational psychologist, coach and author will share how to improve EI.  Click here to register or learn more.