A641.3.3.RB_BorutyAlan_Working with EI: Getting Results!

The Dimensions of Emotional Intelligence

Emotional Intelligence (EI) got its name in 1990 when Salovey and Mayer created the initial framework for EI in their article titled Emotional Intelligence: Imagination, Cognition, and Personality.  Daniel Goleman took an interest and in 1995 published his book Emotional Intelligence.  Not long after this, Goleman made the connection between EI and leadership.  But, EI is not new.  Human beings have always had emotions and therefore some level of emotional awareness, though it has most likely evolved a little over the years.

Today Goleman (2012) refers to EI as how well we handle ourselves and our relationships across the four domains or dimensions of self-awareness, self-management, empathy, and skilled relationships (Goleman, 2012).  These dimensions side by side can be seen as the full spectrum of EI.  No one masters EI.  Unlike cognitive intelligence and personality that are set early in life and generally do not change, EI is learned and it develops over one’s lifetime, increasing every decade or so (Goleman, 2013).  I wonder, could this be the reason behind the saying ‘with age comes wisdom’?

EI has recently gained the attention of employers.  Research has started to produce results. The results support EI as a predictor of performance.  EI is “the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence” (Bradberry & Grieves’, 2009, p. 21) as cited by (Colfax et al., 2010, p. 91).  Presumably, employers have seen this data and are experiencing employees without EI.  Many of the skills employers value and seek are clearly EI factors.  With that said, let us take a closer look at the four dimensions of EI.  

Before we can understand others, we must first understand ourselves.  Self-awareness is really the primary dimension because without it, the others will be difficult to develop.  “Self-awareness is the ability to know what we are doing as we do it and understand why we are doing it” (Jeffrey, 2017).  I believe that I was self-aware in my work center where I was comfortable and with my people, each of whom I knew well and had well established relationships.  I was comfortable in the environment created  by my team. Negativity was rare.  I intuitively knew who would want specific job assignments.  We were absolutely connected and on the same frequency.  If a team member had a problem or just did not feel well.  Not only did I pick up on it, so did the rest of the team.  Self-awareness is a strength for me in the work setting, but it has to evolve which can take time for everyone to get in tune.  If a new person was assigned to the team, it would disrupt the team dynamic.  I attribute the disruption to myself.  Establishing new relationships and meeting new people is not a strong point of mine.  Establishing relationships and developing trust are the areas in self-awareness I need to develop.  As a side note: outside of the work center I do not believe my self-awareness is at the same level.

Self-management is one of my strong points.  I do not lose my temper.  I do not have impulse reactions.  I can take criticism objectively.  I can remain calm in the storm and be the settling voice of reason.  Switching to plan B or C or starting over completely is not an issue as long as we execute the best plan.  I loved my job and I shared that freely.  My weak area is handling conflict between team mates.  I usually feel as though I have to choose a side without all the pertinent information.  I prefer to facilitate resolution and allow the combatants to resolve their own issue.  I can get angry if I am forced to choose one over the other or resolve the problem for them.  Conflict is normal, in fact it is usually productive.  If conflict goes past professional disagreement, I have to consciously, manage my rising emotions and choose my words carefully and deliberately.  Teams I have lead have complemented my ability to keep my cool, remain calm, and operate under pressure.

Have empathy or compassion.  I am extremely empathic…almost to a fault.  I am basically a grumpy, cantankerous, soft-hearted pushover.  I can feel what they are going through and I am compelled to do whatever I can to help resolve the issue.  I care deeply about my people…people in general.  Seeing someone in distress draws me like a magnet.  I said almost to a fault because in some situations, I feel out of control or powerless to do anything but respond to the situation.  Then I feel as though I wear their emotions on my sleeve.  It may be possible that during these situations which are thankfully the exception, I leave myself vulnerable to be taken advantage of.  I do not become a ‘basket case’ and I have never been taken advantage of, but I do feel sucked in to the moment. 

Putting everything together to establish and develop skilled relationships is an area I need to develop.  I need to qualify this statement.  This problem exists within my team but only minimally so.  When someone new is assigned to my team, I feel a little awkward but it gets better very quickly often during a single conversation.  Outside of my immediate group, I am uncomfortable and nervous enough meeting someone new, it gives my new friends a bad impression.  I do not know why this happens but it does and I have not been able to change it.  The next time I meet with the person, the atmosphere seems different, my nerves are not on edge, and the impression changes.  I should rephrase…I actually make the situation awkward but it is not intentional.  My problem with initial introductions effects my ability to create and develop skilled relationships, but I do have to work harder and it takes more time to build the connection.

Emotional intelligence is currently receiving much positive attention.  It appears the continued testing will produce similar results.  Like many people, common sense told me that organizations filled with EI people had to have a positive effect. The connection to performance is very strong.  The connection to leadership excellence is also solid.  Research still has work to do, but I am happy that EI is being put to use in organizations.  It is indeed a step forward in my humble opinion.

~Pete

References:

Colfax, R. S., Rivera, J. J., & Perez, K. T. (2010). Applying emotional intelligence (EQ-i) in the workplace: Vital to global business success. Journal of International Business Research, 9, 89-98. Retrieved from: http://search.proquest.com.ezproxy.libproxy.db.erau.edu/docview/875107728?accountid=27203

Goleman , D. (2012 April 23). Daniel Goleman introduces emotional intelligence [Video file}. Retrieved from: https://www.youtube.com/watch?v=Y7m9eNoB3NU&t=34s

Goleman, D.,(2013 September 5). Daniel Goleman explains emotional intelligence [Video file]. Retrieved from: https://www.youtube.com/watch?v=ZsdqBC1tHTA

Jeffery, S. (2017). A comprehensive guide to developing self-awareness. Retrieved from: http://scottjeffrey.com/wp-content/uploads/2017/06/Self-Awareness-Guide-Scott-Jeffrey.pdf