When working to strengthen client relationships, emotional intelligence – self-awareness, specifically – plays a central role. The concept articulated most effectively by Daniel Goleman rests on the assumption that our ability to develop the five central components of emotional intelligence – self-awareness, self-regulation, motivation, empathy and social skills – influences our performance as leaders, as colleagues, and in client-facing roles.
Carrying over from the last post is the idea that we all need to be able to self-regulate by controlling our own impulses and redirecting negative emotions. It is important to continually reflect – to stop and think, before acting or rushing towards judgement. In developing one’s emotional intelligence quotient, you can make more qualitative decisions and help others to do so as well. While all decisions are grounded in emotion, self-regulation prevents us from making decisions based on impulse, which can often have negative consequences.
Low EI, High Costs
Maintaining a work environment that features a low-EI workforce can come at a high cost. How? Individuals with low emotional intelligence have a negative influence on themselves and those around them. Although, they are not aware of how their behavior affects their relationships, they often waste time worrying about incidents, including angry outbursts, uncivil comments, and moodiness. My own research from Wall Street found that participants who demonstrated a low emotional intelligence had higher levels of stress and anxiety and were at a higher risk for mental health problems such as burnout, emotional exhaustion, substance abuse, major depression, and anxiety disorders than the general population (Cass 2000, 2001).
Taking charge of your emotional intelligence is key to success in any business. You, and members of your team, need to embody Bullish Thinking and work to optimize your performance. Otherwise, you will soon find yourself in a toxic work environment that will negatively impact work performance and productivity. Explore our Resource Room for a variety of exercises to get you started.
A Chain Reaction
When you and your employees can’t manage your emotions in a constructive way, what can you expect to happen when meeting with unsatisfied clients? Customers certainly won’t view a sales rep as a trustworthy individual when he or she explodes in a rage at the first sign of error. According to Goleman, 90 percent of the difference found in profiles for senior members of leadership was attributed to their ability to manage their emotional intelligence as opposed to technical skills or brain functions. By effectively self-regulating your behavior, you’re able to present a consistent and confident exterior and company image, which reassures team members and clients.
