GOLEMAN’S THEORY OF EMOTIONAL INTELLIGENCE
Use this to increase your self-awareness and understanding of others.
Daniel Goleman’s work in the 1990s on emotional intelligence (EI) popularised the idea that it is not sufficient for managers to have a high IQ and be technically skilled. If they want to win the hearts and minds of staff, they also need to be emotionally intelligent. Goleman identified five characteristics that managers need to develop if they are to be successful. These are:
Self-awareness: Managers must recognise their own emotional states and the impact their emotions can have on others.
Empathy: Managers need to identify with and understand other people’s feelings when making decisions.
Self-regulation: Managers must control their emotions and impulses and be able to adapt to changing circumstances.
Social skills: Managers need to manage relationships, influence people and encourage them to move in the direction that they have identified.
Motivation: Managers must develop their own source of intrinsic motivation. They can’t rely on external rewards to motivate them. Achievement of their goals will provide the ultimate satisfaction (see Section 3).
Goleman believes that possessing self-awareness and an understanding of others can make an individual both a better person and a better manager.
HOW TO USE IT
- Establish your Emotional Intelligence Quotient by completing one of the many online questionnaires that are available. Self-awareness is critical so be honest when you go through this process.
- Keep a reflective diary. This doesn’t have to be of Pepysesque proportions. Just jot down any key incidents that took place during the day: what you did, why you did it, what impact it had on you and on others. You can then review it and consider how you could have done things differently/better.
- Try to look at situations from other people’s perspectives. This doesn’t mean you must follow their line or even agree with what they have to say. However, by trying to be empathetic and recognising that people are entitled to their views and beliefs you will lay the foundations for effective dialogue.
- Take time to listen attentively to the other person’s viewpoint and control the urge to jump in and make rushed or emotional decisions; and never start a sentence with ‘If I were you …’ – ’cos you ain’t.
- There will be times when you feel you can’t compromise. This may be down to your own principles and beliefs. Recognise that other people may also have deep convictions about an issue. Don’t allow yourself to become frustrated or angry if they also refuse to compromise. Stay calm and re-examine your values in the light of what they have to say and seek to find a solution that is acceptable to both of you.
QUESTIONS TO ASK
- Do I believe that having a high EI is important in the workplace?
- If I think it is important, how much do I really know about it/use it?