Daniel Goleman – author of Emotional Intelligence
It is often assumed that good managers are intelligent, and this is what makes them successful. Is this what really occurs in the world of work? This depends on how intelligence is defined.
Do you consider yourself an intelligent manager?
What is IQ?
IQ stands for Intelligence Quotient, a common measurement of human intelligence. The IQ test was originally developed in France by two psychologists, Binet and Simon, in the early 1900s – and their work still provides the basis of the tests used today. IQ tests were further developed throughout the 20th century and have been used in many psychological studies as well as in business, education, the military and government.
What is EQ?
EQ stands for Emotional Intelligence and the concept emerged in 1995 with the publishing of a book called Emotional Intelligence by Daniel Goleman. It sold over five million copies. Goleman claimed that EQ discounted IQ in determining success.
Why is EQ now considered more important than IQ for success in business today?
Have you met or worked with people who are highly intelligent but have a low EQ? They frequently display a lack of empathy and initiative, are arrogant, refuse to listen to other points of view, are insensitive and argumentative, blame others, never hold themselves accountable and are unable to control their emotions.
I certainly have, and there is nothing more demoralising and frustrating than working for such people. Low EQ people often suffer from ‘I’ strain – ‘I did this’, ‘I did that’ and ‘I am very important just listen to me’. One of the main impediments to achieving better outcomes is allowing egos to override common sense. An important aspect of high EQ is being able to manage your ego.
People are considered intelligent if they can reel off facts, retain information or have high technical skills. However, this does not necessarily make them, or the organisation they work for, successful.
While we may, as managers, pride ourselves on our technical skills, industry expertise, and innovation, this does not make us successful managers or leaders. Being the smartest person in the room does not necessarily equate to success.In successfully managing organisations today, we are increasingly dependent on ‘soft skills’ that build relationships inside and outside the organisation. It is essential to be able to negotiate, collaborate and compromise by listening, communicating, being flexible, and being able to work with others. Management by walking around is a good example of using EQ skills. Poor levels of EQ can make or break customer relationships, create and perpetuate poor work environments and reduce constructive communication with managers, colleagues, peers and subordinates. Michael Gerber, in The e-Myth Revisited, .
According to Harvard Business Review, EQ is ‘the key attribute that distinguishes outstanding performers’ and is the leading differentiator between employees whose IQ and technical skills are approximately the same. People with high EQs tend to be happier and have more fulfilling personal lives – as they are more self and socially aware, manage their emotions and tend to be more engaged with other people and events.
The good news is that EQ can be taught. However, it depends on your mental outlook and willingness to change. It can be improved through coaching, training and good mentoring.
Here are three questions that you can ask yourself to gauge your level of EQ:
- How would your employees describe your leadership style?
Ask this to gauge self-awareness. Does it sound realistic when you answer this question? Do you mention any shortcomings you are trying to address?
Would your colleagues or subordinates agree with your self-assessment profile?
- Do you know the interests and family circumstances of your work colleagues?
This is asked to gauge your level of empathy with others.