The World Economic Forum Report predicts that by 2020 EQ will be one of the top 10 skills to consider in Search and Recruitment processes. Research shows that EQ is more important than IQ in most roles and even more relevant in leadership roles.
“Decades of research shows convincingly that emotional quotient (EQ) is more important than intelligence quotient (IQ) in almost every role and many times more in Leadership roles. This insight gets further accentuated as we move from the control philosophy of the industrial Era to the empowering philosophy of the Knowledge Era.”
Sujaya Banerjee - TEDx Speaker & CEO
“Decades of research shows convincingly that emotional quotient (EQ) is more important than intelligence quotient (IQ) in almost every role and many times more in Leadership roles. This insight gets further accentuated as we move from the control philosophy of the industrial Era to the empowering philosophy of the Knowledge Era.”
Sujaya Banerjee - TEDx Speaker & CEO
Emotional intelligence is a set of competencies that demonstrates the ability one has to recognise his/her behaviour, moods and impulses, and manage them best according to the situation. Emotional intelligence includes traits like emotional self-awareness, empathy and includes the accurate recognition of the moods of others, while having the ability to manage your own moods.
A leader’s level of EQ can significantly impact the workplace culture as it underlies his/her people & relationship skills within the organisation. High-EQ leaders can effectively communicate and work with customers, partners, co-workers and foster an environment of productivity. The ability to recognise and understand your own emotions and the emotions of others while managing both to enable a ‘continuous climate for action’ is the true value of emotional intelligence.
Such leaders foster a climate of collaboration rather than competitiveness, build through synergies and opportunities rather than allowing their arrogance and insecurities to create walls and silos, they create cultures of empowerment where every employee has the opportunity to succeed.
Particularly in the current turbulent unpredictable business times, both high-EQ teams and leadership are in great demand, and can easily become a source of competitive advantage and the secret recipe for success. Employees with high emotional intelligence are balanced, curious, gracious, self-aware and empathetic. They are better able to work in teams, adjust to change, and are more flexible.
A leader’s level of EQ can significantly impact the workplace culture as it underlies his/her people & relationship skills within the organisation. High-EQ leaders can effectively communicate and work with customers, partners, co-workers and foster an environment of productivity. The ability to recognise and understand your own emotions and the emotions of others while managing both to enable a ‘continuous climate for action’ is the true value of emotional intelligence.
Such leaders foster a climate of collaboration rather than competitiveness, build through synergies and opportunities rather than allowing their arrogance and insecurities to create walls and silos, they create cultures of empowerment where every employee has the opportunity to succeed.
Particularly in the current turbulent unpredictable business times, both high-EQ teams and leadership are in great demand, and can easily become a source of competitive advantage and the secret recipe for success. Employees with high emotional intelligence are balanced, curious, gracious, self-aware and empathetic. They are better able to work in teams, adjust to change, and are more flexible.
High-EQ employees are beneficial to your organisation because they:
- build great relationships with their co-workers and clients
- are graceful and cooperative in high-stress situations
- can provide considered responses to the actions of others, demonstrating maturity and evoking trust
People with an high EQ typically have a happier outlook to life and have a more positive attitude than those with lower EQ. They are also better at identifying and empathising with the point of view of others — a necessary trait for preventing conflict at work.
Here are some important EQ questions you, as a Recruiter, HR Manager or CEO can ask yourself while evaluating a candidacy :
- When the applicant talks about failure, does the comment suggest that he/she has the awareness to take some responsibility for their failures?
- When it comes to handling criticism, is the person able to acknowledge any shortcomings and keep things in perspective rather than becoming defensive and making excuses?
- What about teamwork? Can the candidate describe how they have confronted simmering issues and helped solve them with a team, or are the answers slanted more individually? Similarly, do they credit team members for the success they describe?
- Do candidates seem genuinely interested in the job and the people they will be working with or do you sense indifference?
Over 80% of top management promotions have everything to do with EQ rather than technical/functional competencies, which are mostly a given at that stage of seniority. The good news? The EQ muscle can be built at any age and improved by as much as 20% to 40%! Taking steps to improve EQ brings immediate benefits to health, relationships, our work accomplishment and quality of life.
Here is how you can begin building the EQ muscle:
- Communicate effectively and clearly through written, oral, non-verbal communication.
- Articulate well, be a good listener and be conscious about how you use your body language when you speak
- Build relationships as interpersonal skills are important in the organisation. Seek friendships, win peers, supervisors, clients and business partners, and show that you genuinely want to care
- Manage conflict, address issues and individuals involved in a non-judgmental but assertive manner.
- Ask questions, work together to find solutions
- Manage stress — the ability to stay in control in difficult situations leads to being valued both inside and outside the business world.
source of some parts of this article:
https://timesofindia.indiatimes.com/
