Category: Leadership

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Take Smarter Risks with Emotional Intelligence

Whether you want to become a more effective leader, advance your career, or achieve goals in other parts of your life, the ability to take smart risks is essential to productive growth. A range of Emotional Intelligence competencies can help achieve goals and bring our ideas to life.

What Does It Mean to Take Smart Risks?

People who take smart risks are highly attuned to their own abilities and limitations. They set goals that are challenging, yet attainable. They communicate their message in a compelling way, which people they want to influence can engage with. While some of their choices may appear highly risky to others, they are confident that the potential benefits will be worth it.

People who take smart risks excel across a range of the twelve Emotional & Social Intelligence Leadership Competencies. Some of the competencies most essential to taking smart risks include Emotional Self-Awareness, Achievement Orientation, Influence, and Inspirational Leadership.

How to Develop Emotional Self-Awareness

As the foundation of the Emotional and Social Intelligence competencies, Emotional Self-Awareness is essential to taking smart risks. People who are emotionally self-aware have an accurate knowledge of their strengths and weaknesses, as well as a solid understanding of what they can realistically achieve. Leaders with Emotional Self-Awareness can be present with people in a candid and authentic way, enabling them to speak with conviction about their vision.

Developing Emotional Self-Awareness begins with self-reflection, including recognizing how your emotions impact you and your job performance. It can be helpful to ask for feedback from people with whom you regularly interact. Simple questions, such as asking others what they see as your strengths and weaknesses, can be critical in recognizing a disparity between how you see yourself and how others see you. Ideally, this feedback would be anonymous, so that people feel comfortable being honest. Either way, be prepared to accept feedback with an open mind and the intention to take steps toward improvement where necessary.

If you find it difficult to recognize the areas where you struggle, or if you discover through feedback self-other gaps you aren’t sure how to improve, you may benefit from the guidance of a coach. A coach can help you develop a plan of action for improvement and give you feedback along the way. Coaching for Emotional Intelligence is particularly critical if you struggle with Emotional Self-Awareness, as it lies at the heart of EI.

“People who take smart risks are highly attuned to their own abilities and limitations.”

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How to Develop Achievement Orientation

Achievement Orientation is vital to taking smart risks and effectively setting goals. People with strengths in this competency set challenging goals for themselves, yet remain realistic in what they can achieve. As too much of a focus on Achievement Orientation can become toxic, particularly for leaders, it is also important to balance it with other competencies, including Inspirational Leadership, Empathy, and Teamwork.

A meta-analysis of research at Cornell demonstrates that highly successful entrepreneurs possess an elevated drive to achieve. In “Achievement Orientation: An Introduction,” Daniel Goleman writes:

“These entrepreneurs take smart risks. They’re sure the risk is minimal, though to others it may seem like a very high risk and that it is unlikely they’ll reach that goal.”

As with Emotional Self-Awareness, it is important to continually seek and learn from feedback to improve performance in Achievement Orientation. Cultivating a clear picture of positive goals and knowing what you can realistically accomplish are simple steps you can take to begin improving your performance. Working with a coach can also help to explore a vision of your ideal self and develop steps to reach your goals.

How to Develop Influence

As part of an organization, influence is key to bringing your great ideas to life. People with strengths in the Influence competency establish trust through a respect for and sensitivity to office culture (which also incorporates the Organizational Awareness competency). They know how to communicate their message in a way that appeals to others, particularly the key people they want to influence.

If you want to develop influence within an organization, it is important to start small. Begin by sharing your ideas informally, with people that you trust. Pay attention to their concerns and feedback and incorporate them into your vision. It is also critical that you understand what matters to the people you want to influence. By understanding their perspective, you can create a compelling case for your idea that will be beneficial to key people. This will enable you to start an engaging conversation, in which all sides feel invested.

“Cultivating a clear picture of positive goals and knowing what you can realistically accomplish are simple steps you can take to begin improving your performance.”

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How to Develop Inspirational Leadership

Inspirational Leadership, particularly the ability to articulate a shared vision, is central to taking smart risks. Inspirational leaders understand the vision of their organization inside and out. This enables them to craft ideas that fits seamlessly into the bigger picture. They also use the organization’s mission to create a sense of common purpose, yielding resonant relationships with others that are essential to identifying shared aspirations.

Becoming an inspirational leader is a gradual and ongoing process; as in any relationship, building trust doesn’t happen overnight. Inspiration also requires a degree of vulnerability. Leaders that share some of their apprehensions and fears related to work and leadership cultivate an atmosphere of authenticity, yielding a solid foundation of trust.

You can work to develop Inspirational Leadership on a daily basis by attuning yourself to what people care about. Identify the beliefs and aspirations you share and make an effort to articulate this common purpose. In this way, the ability to inspire can become a critical asset in building commitment and enthusiasm for a new business venture, or developing an idea that perfectly aligns with your organization’s mission. For further reading on Inspirational Leadership, we recommend Ann Flanagan Petry’s article “How Leaders and Coaches Cultivate Purpose at Work.”

Utilizing these Competencies to Take Smarter Risks  

By developing Emotional Intelligence competencies that span the four domains, you will have the skills to transform your ideas and goals into reality. A foundation of Self-Awareness allows us to understand our strengths and weaknesses and solidify our values. Paired with Achievement Orientation, under the Self-Management domain, we can develop ambitious yet attainable goals. The Social Awareness and Relationship Management domains enable us to garner support for these goals. While Organizational Awareness and Influence help us recognize and utilize networking opportunities and key power relationships, Inspirational Leadership ensures that our initial support doesn’t fade.

“Inspirational leaders understand the mission of their organization inside and out. This enables them to craft ideas that fits seamlessly into the bigger picture.”

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Leadership Training: Filling the Gap with Emotional Intelligence

The reality of the average worker is not improving, and the way people feel about their workplace relationships is a key contributor to the problem. Leaders at all levels struggle with issues of interpersonal interaction and employee engagement, many of which are likely tied to inadequate leadership training and support. Changes in the workforce further complicate the demands of leadership, challenging the effectiveness of the most widely accepted leadership theories. Fortunately, there is growing evidence that indicates what employees and leaders need to thrive, which includes a better understanding of the role of emotion.

Not the Trickle-Down Effect We Wanted

In 2017, CLO Media reported that U.S. companies invest as much as $24 billion annually in programs to develop leadership effectiveness, yet, during the same year, the Engagement Institute identified stressed leaders as a primary cause of employee disengagement, and linked this issue to an estimated annual cost of over $450 billion. A study by Steelcase reports that 1/3 of workers in 17 of the world’s most important economies are disengaged, and Gallup reported in 2015 that 50% of 7,200 adults surveyed left a job “to get away from their manager.” In addition, a Karolinska Institute study showed a strong link between negative leadership behavior and heart disease in employees, which further supports the claim that abusive supervisors are one of the most costly problems faced by businesses. (Additional references appear at the end of this article.)

The Role of Emotion in Performance

While it is impossible to link these problems to any single cause, the behaviors modeled by leaders in the workplace are clearly a contributing factor. This is often the context within which we hear about the importance of Emotional Intelligence in professional settings, recently identified as a core leadership requirement in Crack the C-Suite Code by former Cisco Global Executive Talent VP, Dr. Cassandra Frangos. Leveraging the role of emotions in workplace performance does not require alignment with any particular theory or school of thought in order to be solution oriented. We only need to acknowledge that employee and leader performance is influenced by emotions, and make that the starting point for interventions.

“There is growing evidence that indicates what employees and leaders need to thrive, which includes a better understanding of the role of emotion.”

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A Better Understanding of What Employees Need

It probably isn’t a stretch to say that most leaders are not adequately equipped to support the new demands emerging from the workforce. For example, introverts make up 30–50 percent of the workforce, but many organizations maintain workplace environments that introverts find counterproductive. Additionally, in the U.S. 31 percent of full-time employees report being unable to complete key tasks in their primary work locations, and 41 percent report lacking access to privacy needed for confidential workplace conversations. It is also estimated that as many as 20 percent of adults will develop PTSD at some point in their lives, and 18 percent suffer from anxiety disorders. This data raises the question of whether current and future generations of leaders are adequately prepared to provide for the emotional needs of employees.

We also continue to hear about “issues” with the millennial workforce, the significance of which is well-articulated in a story about cultural changes at PwC that describes the unwillingness of younger, key employees to give up quality of life in exchange for continued employment. This forced the organization to change on a fundamental level, and illustrates the point that leaders must be prepared to adapt to the needs of workers now more than ever.

A Call for Emotional Intelligence

Fortunately, studies identifying the negative effects of inadequate leadership often also shed light on possible solutions. For example, the previously mentioned Karolinska study showed that employees with inspirational managers reported less short-term sick leave. In addition, workers whose managers hold regular meetings are three times more likely to be engaged. Employees have also reported a desire for daily contact with their boss, and for their superiors to take an interest in their personal lives. Finally, a Gallup report states that “clarity of expectations is perhaps the most basic of employee needs and is vital to performance,” which further adds to the argument for leader EI training aimed at increased engagement, since some research reports that engaged employees outperform disengaged employees by 202%.

“Workers whose managers hold regular meetings are three times more likely to be engaged.”

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Coaching as an Effective and Vital Strategy

There has been no shortage of training materials generated over the years with the aim of developing Emotional Intelligence in leaders. Given the data highlighted above, these efforts have not been adequate. The solution lies in approaching the problem with greater accountability, structured learning, and evidence-based strategies for lasting, behavioral change.

Optimal learning and retention has been linked to Direct Instruction, which should include contextualized and hands-on learning of new skills, concepts, and processes. Mentor and/or coach support is also required to facilitate the transfer of new knowledge into more effective capabilities. This process includes attention to the difference between what a learner can do independently and what can be accomplished with the support of more experienced advisors. Dixon, Carnine, and Kameenui (1993) indicate that this type of development requires metaphorical “scaffolds,” created and maintained by more knowledgeable others, which are “gradually dismantled” in order to enable independent function.

These theories stress the importance of a third party to guide development, which is also a foundation of a scientifically supported psychological modality, Cognitive Behavioral Therapy (CBT). The CBT approach focuses on identifying thoughts, beliefs, and reactions that contribute to ineffective behavior, and learning how to manage this process. The adaptation of CBT for the specific purpose of addressing the requirements of leadership coaching has already been proposed, and the combination of this approach with more effective learning strategies is exactly what the next generation of workplace Emotional Intelligence development should be based on.

This means that coaches and mentors should be an integral part of EI training. It also means that programs will need to reach employees at all levels of organizations to begin creating internal networks of EI coaches and communities of EI practitioners. If there is one thing we can probably all agree on about EI, it is that the way people treat one another has a direct impact on workplace performance. From that perspective, workplace EI development should focus on creating environments where employees and leaders are fluent in a common language and theoretical framework for better understanding one another’s needs.

“Workplace EI development should focus on creating environments where employees and leaders are fluent in a common language for better understanding one another’s needs.”

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Recommended Resources:

For more in-depth reading on leadership and EI, What Makes a Leader: Why Emotional Intelligence Matters presents Daniel Goleman’s ground-breaking, highly sought-after articles from the Harvard Business Review and other business journals in one volume. It features more than half a dozen articles, including “Reawakening Your Passion for Work.”

References:

1. “U.S. companies invest as much as $24 billion annually in programs to develop leadership effectiveness”

2. “the Engagement Institute identified stressed leaders as a primary cause of employee disengagement, and linked this issue to an estimated annual cost of over $450 billion”

3. “1/3 of workers in 17 of the world’s most important economies are disengaged”

4.”50% of the 7,200 adults surveyed left a job ‘to get away from their manager'”

5. “abusive supervisors are one of the most costly problems faced by businesses”

6. “as many as 20 percent of adults will develop PTSD at some point in their lives”

7. “18 percent suffer from anxiety disorders”

8. “Employees have also reported a desire for daily contact with their boss”

9.”scientifically supported psychological modality, Cognitive Behavioral Therapy (CBT)”

10. “The adaptation of CBT for the specific purpose of addressing the requirements of leadership coaching has already been proposed”

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3 Takeaways from Research on Executive Coaching

Executive coaching is a relatively recent profession. The first established accreditation groups for professional coaches were founded in the 1990s. Historically, coaching has often been used remedially, as an organization’s attempt to correct employees’ unwelcome behavior or perceived lack of competencies. Many conventional programs still use this approach, with few positive or lasting results.

Today, more progressive coaching programs focus on career advancement and personal development, and are ideally initiated by a coachee seeking self-improvement. The best and most effective programs support the overall growth and wellbeing of the person, taking into account things like habitual patterns of thoughts, emotional states, and underlying mental models that may keep someone stuck.

As executive coaching is growing in value and evolving in design, high-quality research has the potential to shape the discipline and move it forward. One of the challenges of arriving at such research is the existence of significant enough control groups, clear parameters and measurement tools, accounting for variability of data, and a coaching framework that fully supports the complete range of ways in which personal and professional development efforts can materialize – in real time, in the real world.

For now, the following studies offer the most meaningful, evidence-based insights into what we know is effective in executive coaching.

  1. Cognitive behavioral interventions for leadership development

Researchers adapted traditional clinical psychological practices into the context of executive coaching in a 2013 study published in Research in Organizational Change and Development. The authors used cognitive behavioral executive coaching (CBEC) in both helping to manage maladaptive thoughts and behaviors and in establishing a formal platform to support executive skill building, performance, and personal leadership agendas.

Findings show that the approach enabled executives to develop behaviors and competencies aligned with their ideal future state, due to the highly-customizable process of the program design. CBCE was particularly effective in improving adaptability in both thoughts and actions and has the potential to inform the future of executive coaching.

  1. Personalization based on values is key

A 2016 study in Coaching: An International Journal of Theory, Research and Practice, examines the emerging approach to workplace coaching, which increasingly emphasizes “enhancing both the performance and the well-being of individuals and organizations in ways that are sustainable and personally meaningful.”

Simplicity and personalization lie at the heart of this methodology. Clear, practical language and models, rather than complex acronyms and jargon-filled texts, make training methodologies accessible and more likely to create lasting organizational change. Deep personalization, in which the coach seeks to understand the coachee’s personal values and goals in a holistic way, is equally vital. As good coaching is fundamentally a quality conversation based in trust, it follows that authentic, individualized coaching is vital to cultivating genuine organizational change and personal development. From an evidence-based perspective, this kind of personalization has been demonstrated as being highly effective in many peer-reviewed studies with randomized control groups.

“Deep personalization, in which a coach seeks to understand a coachee’s personal values and goals in a holistic way, is vital to effective coaching.”

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  1. Trust and goal setting are critical to coaching effectiveness

A strong working alliance from the perspective of the coach and coachee predicted coaching effectiveness in a large-scale study of executive coaching conducted in 2016. Coachee self-efficacy, or belief in the benefits of coaching and their own ability to make lasting behavioral changes, was also critical in determining coaching effectiveness.

Coaches who built a foundation of trust with their clients, and established clear tasks and goals, were rated most highly for successful coaching outcomes. Even when the coachee had lower self-efficacy, a strong working alliance and clear goals were found to partially compensate for this disparity.

The ability to develop a foundation of trust with a coachee necessitates that the coach excels in relationship management competencies. Emotional Intelligence is also critical in the coach’s ability to identity appropriate tasks and goals for their client, to be receptive in understanding the coachee’s unique challenges, and to offer clear guidance in alignment with the coachee’s own values.

“The ability to develop a foundation of trust with a coachee necessitates that the coach excels in relationship management competencies.”

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More research is needed

Due to a range of factors, including the wide umbrella of coaching and the absence of a standardized measure for successful or effective coaching engagements, there is minimal, peer-reviewed research on executive coaching. Some meta-analyses have established the overall positive effect of coaching on organizational outcomes, while surveys have sought to evaluate coaching effectiveness through factors such as coach training and background. Further efforts to establish universally accepted terms and research criteria for executive coaching have the potential to positively impact this growing field.

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Mindful Diplomacy: The Case for Emotional Intelligence in Leadership

Mindfulness practices have traversed from the world of yogis to the C-suite. Notable leaders, such as Aetna’s CEO Mark Bertolini, LinkedIn’s CEO Jeff Weiner, and Google’s “Jolly Good Fellow” Chade-Meng Tan, are driving a sea change in corporate culture to develop employee engagement, wellness, and productivity not through bonus schemes, but yoga and emotional intelligence training. It’s almost impossible not to read about mindful eating, mindful schooling, mindful walking. An emerging field of research suggests that the state of being aware and present result in improved mental, emotional, and physical health, greater concentration and attentiveness, and increased productivity.

Only three years ago, mindfulness had yet to really make its way into the jargon of international diplomacy. For all that was written and taught about cooperation and getting to “yes,” little could be found about the role of mindfulness, despite diplomacy being a most obvious place to benefit. In 2014, former ambassador Chas W. Freeman, Jr noted that despite efforts to depend less on military might to shape foreign affairs, the U.S. approach of declaratory diplomacy and sanctions have only led to more entrenched, adversarial positions. He argues that this approach to “diplomacy,” whereby the U.S. cuts off dialogue, communicates disapproval, and exaggerates differences, seems predicated on the idea that diplomacy is only used when “the enemy lies prostrate before us.”

In other words, talk is for the weak.

Or is it? Much of the corporate world has embraced competitive collaboration as desirable, even necessary, in today’s interwoven, interconnected world. Leaders who have witnessed personal transformation from mindfulness and emotional intelligence training are transforming corporate cultures in which mutual inspiration and collaboration bring more profit, as well as more fun and possibilities to achieve greater societal good. While civilians break bread together and find more commonalities than not through citizen diplomacy every day, and businesses create partnerships to innovate and increase market share, international diplomatic efforts sometimes seem stuck fighting in the sandbox.

“Much of the corporate world has embraced competitive collaboration as desirable in today’s interconnected world.”

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Valuable Lessons for High-Level Communication

What, if anything, can be learned from the world of mindfulness in a world of zero-sum tacticians? In an early article written about mindfulness and diplomacy, former South Korean ambassador Seok-Hyun Hong offers an alternative approach based on the Eastern philosophies of Daoism, Hinduism, and Buddhism that:

1) human relations are far more complex than good versus evil, and

2) harmony is a worthy goal.

Such an approach challenges the traditional hegemonic worldview of one winner. Starting from a different predicate establishes a foundation from which dialogue may be nuanced, respectful, and authentic, and diplomacy becomes a genuine effort to find balance of powers.

Perhaps in response to the backsliding on global decency as well as emerging scientific evidence, secular mindfulness is getting recognition as a necessary skill in nation building and negotiation. The notoriously colorful UK House of Commons committed over 100 parliamentarians to take an eight-week mindfulness course and articulated a national commitment to bring mindfulness to its health, education, business, and criminal justice systems. In 2017, Dr. Jon Kabat-Zinn led a meditation session there with dignitaries from Israel to Sri Lanka. Bhutan, the “happiest nation in the world,” has committed to training all 9,000 of its teachers in emotional intelligence. U.S. Congressman Tim Ryan authored a book on how mindfulness can “recapture the American spirit.” As the world watches U.S. and China play a potentially dangerous game of chicken amid many other conflicts, bringing mindfulness and emotional intelligence skills to diplomacy is critical.

With a practice of mindfulness, players enter negotiations with a beginner’s mind, bringing awareness and equanimity to avoid fixed thinking and aversion to unattended emotions.

With mindfulness, ego is set aside, as well as the obsession for one predetermined outcome or a battle between “us” and “them.” As lateral thinker Edward de Bono has found, the ability to view things from multiple vantage points increases constructive alternative solutions to problems.

Emotional Intelligence Provides a Clear Framework

With Emotional Intelligence, players refine their abilities to pause and control their thoughts before reacting, learn and grow from criticism, and demonstrate empathy and compassion. It even builds the courage to say “I’m sorry,” when appropriate. Although not traditionally taught in the training of diplomats, it can – and should – be. The model articulates four primary domains to increasing efficacy and agency: 1) Self-Awareness as the foundational capacity of how emotions affect the self and others; 2) Self-Management as the balance of emotions towards goal attainment; 3) Social Awareness as the fostering of connection and understanding of others; and 4) Relationship Management as the interaction with others for the greatest impact.

By staying present and aware, players around the negotiation table can preempt impulsive reactions that often result in greater divides and create barriers for resolution. Consider this: two monkeys are fighting for a banana in a tree. Each has an iron grasp on the banana and pull and pull. Eventually, either one or both will tire and fall out of the tree, or the banana will slip from their hands and be lost forever. If instead, the monkeys paused before acting and were aware of their own emotions and that of their “foe,” they might let go of their tight grips on the desired fruit, gently set it down, and share in its delights.

Obviously, international diplomacy is more complicated than two monkeys and a banana. Yet progress in diplomatic efforts may happen far more quickly when both parties are more mindful of the present, impulses and reactions, and ultimate goals. Mindfulness and emotional intelligence prepare them to lead with authenticity and the mindset of “how to be of service.” As Hong notes, both sides can then stay true to the “deeper commitment to the common causes of humanity [and establish] a balance, not of power, but of perspective, and in the process aspire to a harmony among nations worthy of the name.”

“By staying present and aware, players around the negotiation table can preempt impulsive reactions that often result in greater divides and create barriers for resolution.”

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[1] In full disclosure, author is engaged with the Search Inside Yourself Leadership Institute.

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How Leaders and Coaches Cultivate Purpose at Work

On Satya Nadella’s first day as CEO of Microsoft, he sent a letter to every employee. He started it by explaining what drew him to work at this company – and why he stayed. He shared his belief that his work at Microsoft could help make the world a better place. He ended the letter with an invitation to each employee to, like him, find meaning in their work.

Finally, I truly believe that each of us must find meaning in our work. The best work happens when you know that it’s not just work, but something that will improve other people’s lives. – Satya Nadella

Nadella could have focused on market share or share price, or the need to stay nimble in an extremely competitive industry, but he didn’t. He chose to cut through the noise of all that and focus instead on something deeply personal and heartfelt: finding one’s meaning and purpose at work.

As it turns out, Nadella’s intuition, to direct his employees to discover the deeper meaning of their work, – was coming from his own inner need for meaning amidst personal experiences of tragedy. He says he owes the deep clarity of purpose he has found to his eldest child, Zain, 21, who is severely disabled. He was born weighing only three pounds, having suffered asphyxiation in utero; as a result, he is visually impaired, has limited communication, and is quadriplegic. Zain’s journey is a constant reminder of what really matters in life.

In fact, Nadella believes meaning and empathy are core to the innovation agenda of the company. He seems to have unleashed something very powerful within Microsoft employees. Under Nadella’s watch, the company has transformed rapidly, shifting focus from the Windows business to newer technologies including cloud computing and artificial intelligence. In 2017 alone, Microsoft’s shares jumped 35%, the highest in the company’s history.

What makes Nadella such a relatable and compelling leader is his ability to help his employees engage at work in a way that feels profoundly different.  Jobs are more than tasks, they are meaningful contributions which will make a difference in the lives of others. He helps his employees tap into their unique contribution to improving the world.

“When a leader directs employees to connect with purpose, people engage with work in a profoundly different way.”

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Why meaning at work matters

  1. People who say their work is meaningful and/or serves some greater social or communal good report feeling a greater sense of wellbeing, and possess important qualities organizations need and want. For example, people who find meaning in their work tend to work harder, and are more innovative, creative, engaged, and impactful team members.  (Arnold, Turner, Barling, Kelloway, & McKee, 2007; Sparks & Schenk, 2001).
  2. Millennials are 5.3X more likely to stay when they have a strong connection to their employer’s purpose.
  3. 73% of employees who say they work at a “purpose-driven” company are engaged, compared to just 23% of those who don’t (PwC 2016).

Companies like Microsoft understand that when employees believe their work has meaning they are more committed, creative, and innovative. Indeed, when employees can see their connection to a higher calling it unleashes positive energy and motivation. Catalyzing innovation and teamwork is at the heart of success.

Leaders and coaches can help employees see meaning in their daily work.

Unfortunately, fewer than a third of business leaders help employees connect their own purpose to the work of the company. This is a huge lost opportunity.

It’s a myth that finding meaning in our work requires giving everything up to pursue some lofty “other” career. The truth is that no matter what job you hold there are opportunities to tap into meaning and purpose. Leaders and coaches can help employees understand the important contribution they are making right now, by showing how we are all interconnected and interdependent.  For example, the manager who reminds the line technician that the power line he connected is enabling a child dependent upon an oxygen machine to breathe more easily.  Or the supervisor who points out to the call center employee that she helped someone secure travel in time to be with family for a joyous occasion.

Even people who work in professions which seem full of meaning, such as healthcare or education, often experience a lack of meaning and purpose. However, there are practices which can help anyone reconnect to meaning in their work no matter what job they have.

“Leaders and coaches can help employees see meaning in their daily work. This has huge returns in employee engagement.”

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To discover more meaning in your work try this:

Think of three things that happened during the day that went well and your unique contribution in the positive outcome, then jot down those three things.

According to research, best results for this exercise come after fourteen consecutive entries, so be consistent and give it a little time to take effect.

This practice helps you to focus on the meaningful events of your day and what your unique contribution was to the event.  By doing this practice you learn to tune in to moments that may otherwise be overlooked but are quite significant when it comes to meaning and purpose. Research shows that paying attention to three good things each day builds deeper sense of meaning and wellbeing and fosters a mindset of gratitude.

As a coach or leader, you can develop additional ways to help connect your employees to meaning based on the unique offerings of your business. What is the ultimate benefit to your clients or customers? Does someone experience greater health, happiness, or fulfillment as a result of your work or products? If so, clarify what that benefit is, and remind your employees what’s at stake, and how their role contributes. Finally, it helps to give employees an opportunity for ownership of work projects. If they can initiate ideas and follow through on them to see the ultimate results, that is an incredibly powerful motivating factor to further connection and engagement, and ultimately materialize in elevating the greater good.

Recommended Resources:

If you would like to learn more about the fundamentals of Emotional Intelligence, our series of primers focuses on the twelve Emotional and Social Intelligence Leadership Competencies, which include Coach and Mentor, Inspirational Leadership, and Teamwork. The primers are written by Daniel Goleman and Richard Boyatzis, co-creators of the Emotional and Social Intelligence Leadership Competency Model, along with a range of colleagues, thought-leaders, researchers, and leaders with expertise in the various competencies. Explore the full list of primers by topic, or get the complete collection!

Cover Art for What Makes a Leader

For more in-depth reading on leadership, What Makes a Leader: Why Emotional Intelligence Matters presents Daniel Goleman’s ground-breaking, highly sought-after articles from the Harvard Business Review and other business journals in one volume. It features more than half a dozen articles, including “Reawakening Your Passion for Work.”

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How to Give Emotionally Intelligent Criticism

Whether you are a team leader or a member of a team, you will likely encounter situations in which you need to offer criticism or constructive feedback. While this can be difficult, giving feedback is a necessary part of leadership and being a member of a team. Teams that openly address counterproductive behavior create an environment that fosters continuous development, learning, and innovation. The ability to give effective, emotionally intelligent criticism is essential to high levels of team performance.

What Does It Mean to Offer Effective Criticism?

People who give effective criticism balance empathy and an understanding of the person they are giving feedback to with an objective and calm demeanor. They have developed trust through interpersonal understanding and compassion. They know team members’ strengths, weaknesses, and unique abilities. They know if someone would rather receive feedback one on one, or if they are fine with a group setting. They offer objective criticism and deliver it calmly, without divisive emotions.

While many of the Emotional and Social Intelligence Leadership Competencies play a role in the ability to give effective criticism, Emotional Self-Control and Empathy are essential to giving effective criticism, particularly in relation to Teamwork.

“People who give effective criticism balance empathy and an understanding of the person they are giving feedback to with an objective and calm demeanor.”

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How to Develop Emotional Self-Control

Developing Emotional Self-Control begins with recognizing your emotions as they occur. When you notice yourself experiencing a strong emotion, whether it be anger, frustration, or something else, make an effort to identify the source of the emotion.

Mindfulness meditation can help you become more aware of your emotional state, while journaling can offer a healthy way to release emotions and track your state of mind over time. In both of these practices, avoid self-judgement. Recognize your thoughts and feelings, but do not overly identify with them or give them too much power.

In addition to making you equipped to give effective criticism, Emotional Self-Control can also make you better able to receive feedback. By contextualizing feedback as information, instead of taking it as a personal criticism, you can internalize it from a context beyond yourself as an individual. As with giving criticism, this is a vital skill for both team leaders and team members. In order to cultivate a team that actively self-evaluates, everyone involved must be open to input and new ideas.

How to Develop Empathy

While Emotional Self-Control requires tuning into your own emotions, Empathy can be developed by tuning into the emotions of others. Nonverbal indicators of emotion, such as facial expressions and body language, can help us get a sense of how others are feeling. More actively, asking questions, and showing genuine interest in people’s responses, makes us better able to understand their emotions and to care more deeply for them. Active listening, which includes making eye-contact when someone is speaking, and nodding if you agree with them, demonstrates your engagement with that person’s thoughts and feelings.

Developing Empathy is also key to fostering mutual trust on a team. Team members that are compassionate toward one another, and care about each other’s abilities and preferences, create an environment of trust, in which people feel comfortable holding each other accountable.   

How to Balance Emotional-Self Control and Empathy to Cultivate an Accountable Team

In her studies of Team EI Norms, detailed in Teamwork: A Primer, Vanessa Druskat found that balanced levels of specific competencies most accurately predicted the emergence of certain Team EI Norms. In the case of the Team EI Norm “addressing counterproductive behavior,” Druskat and her team found that team leaders with strengths in Emotional Self-Control are most able to cultivate an environment in which team members hold each other accountable.

“High empathy seemed to get in the way of providing ‘tough’ feedback. The optimal leader profile was a leader who had high empathy and also a high level of self-control.”

Leaders with a balance of Emotional Self-Control and Empathy can manage their emotions and deliver difficult feedback in an impactful way, while also considering the emotions of the person they are critiquing.

An effective balance between these two competencies also strengthens the Teamwork Competency. High levels of Empathy, balanced with Emotional Self-Control, yield teams focused on relationship development and effective accountability. Compassionate teams, that care about each other and their contributions to the group, lay a solid foundation for the creation of open channels for honest feedback. In this way, effective, emotionally intelligent criticism becomes a vital aspect of the team’s process, as they hold each other accountable for their level of performance.

“Compassionate teams, that care about each other and their contributions to the group, lay a solid foundation for the creation of open channels for honest feedback.”

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Recommended Resources:

For further reading, our series of primers focuses on the 12 Emotional and Social Intelligence Leadership Competencies, which include Emotional Self-Control, Empathy, and Teamwork.

The primers are written by Daniel Goleman and Richard Boyatzis, co-creators of the Emotional and Social Intelligence Leadership Competency Model, along with a range of colleagues, thought-leaders, researchers, and leaders with expertise in the various competencies. Explore the full list of primers by topic, or get the complete collection!

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How to Build Self-Management to Change Deeply Ingrained Behaviors

Several years ago I decided that I had enough personal baggage getting in my way to merit going to therapy.  It was a wonderful and challenging experience, therapy.  I had some major epiphanies about where some of my “less functional” behaviors come from. One of these behaviors—being over-critical of and micro-managing my kids—was one that I felt real motivation to change.  Unfortunately, despite what felt like life-changing new awareness about my parenting behavior, I struggled to self-manage when they didn’t clear their breakfast dishes or borrowed my clothes without asking.

Therapy is just one path that leads to epiphanies about ourselves in our lives, and if we are present and aware we see these moments as real gifts. Unfortunately, those gifts often fade into the background of our lives once the sessions are over.  Therein lies the hard truth about self-awareness and self-management:  building new self-awareness (even rock-your-world self-awareness) does not in itself change our behavior.

It takes deliberate focus and supported skill building, informed by self-awareness, to shift ingrained, routinized, emotionally-laden behaviors.  

This is the work of self-management: building the intellectual, emotional, and behavioral muscles to modulate our thoughts, emotions, and reactions to the triggers that lead to ingrained behaviors.   This change doesn’t happen overnight after our big epiphanies.  To truly change our behavior we must self-manage in our trigger moments, over and over and over, until we replace old, ingrained habits with new, ingrained habits.  Self-management is a long-distance race.  And the race is winnable!

“Self-management is the work of building intellectual, emotional, and behavioral muscles to modulate triggers that lead to ingrained behaviors.”

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Five Ways to Develop Self-Management

1. Do the pre-requisite self-awareness work

My coaching colleague Michele Nevarez wisely says that, “we arrive at where we aim.”  Before we can effectively go after our self-limiting behaviors, we have to understand where it is we are actually aiming, or what we are really trying to self-manage.  This is because emotional self-management is more about managing what causes our behaviors than the behaviors themselves.  Doing self-awareness work means uncovering the triggers, emotions, and self-limiting thoughts that lead to our behaviors.  Our target is to self manage at the point of trigger; before the behavior itself.  We want to head off our emotional chain reaction that leads to the behavior.  Some of us who are naturally self-reflective can do this work independently if we ask the right questions.  Most of us will need the help of a thoughtful friend, coach, or therapist to bring these triggers, emotions, and thoughts to the surface.

2. Plan for it

Once we know what our trigger is, we can plan for it.  If I know that my adolescent son will yell at his sister every time she is remotely critical of his outfit, I can plan for how I react.  I can plan my response, verbatim.  I can plan a logical and fair series of interventions if they escalate.  I can even plan to leave the room and put on my headphones.  If I can be aware enough in the moment and remember to follow my plan, then that may sometimes be enough to shift a pattern of unproductive behavior.

3. Access your power

I believe that we all have the power inside of us to not only manage our triggers but become resonant leaders in our own right.  This power comes from our values and our deeply-held beliefs.  We can learn how to access this power in the micro moment of our triggers to block our self-limiting emotional chain reactions and create the space for a productive path.  Questions we can ask ourselves to discover that power include:

  • Why do I care about this behavior or situation?
  • What do I believe about what is right and true about this?

Once we identify our deeply held belief that connects to our triggering context, we can articulate a phrase or a mantra that we can access in the moment—such as “my kids will build character and social skills if I let them work this out on their own.”  It will help us to practice accessing our beliefs with a partner in a simulated moment of trigger to build this muscle.

self-management emotional intelligence

4. Cultivate your inner coach (the angel on your shoulder)

Remember the cartoons of our youth, in which a devil and an angel would appear on a character’s shoulder at a key decision-making moment?  With our ingrained habits, we have an oversized devil and undersized angel on our shoulders.  Cultivating our inner coach is essentially building up that angel.  What can this coach say to you at your moment of trigger to remind you how you plan to manage your emotions and story?  How can that coach help you remember why you care about this behavior, and what you aspire to become?  If you can answer these questions in meaningful ways to yourself, and practice, then your angel/coach will likely be there for you in that split second of need.

5. Create structures for reflection and support to sustain practice over time

Again, changing ingrained emotional reactions, stories, and behaviors is a long-distance race.  We have to practice over and over to rewire our brains, literally growing new neural highways and building new behavioral muscles.  If we do not build structures and supports around this practice, we will likely lose focus amidst the other urgent day-to-day demands of our work and our lives.  Coaches are great supports because we not only keep your eye on the ball, but help you to continue to build new awareness and self-management strategies over time.  Peer coaches or “change partners” can be effective if you both truly commit to a long-term relationship and stick to an effective system of reflection, revision, recommitment, and practice.  Those of us who are particularly reflective and disciplined can even do this work on our own, but even this group will need some external structures (like scheduled, sacred self-meetings) to make it happen.

With the right skill-building, supports, and self-discipline, we can build new awareness and change deeply ingrained self-limiting behaviors over time.  In other words, we can become more emotionally intelligent. I can think of no better reward for a long distance race.

“Cultivate your inner coach and create structures for self-reflection in order to better self-manage in work and life.” 

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Recommended Reading:

Our new series of primers focuses on the 12 Emotional and Social Intelligence Leadership Competencies, including Emotional Self-Awareness, Adaptability, Emotional Self-Control, Teamwork, and Inspirational Leadership.

The primers are written by Daniel Goleman and Richard Boyatzis, co-creators of the Emotional and Social Intelligence Leadership Competency Model, along with a range of colleagues, thought-leaders, researchers, and leaders with expertise in the various competencies—including the author of this article, Matthew Taylor. See the full list of primers by topic, or get the complete collection!