To: Entire Company
From: Executive Leadership Team
Re: We are being acquired
Our company is being acquired at the end of next week. During the transition you will be assigned some additional responsibilities requiring quite a lot of overtime. Two of our immediate directives from the organization acquiring us are:
1) to find ways of speeding up our current processes, preferably cutting production times by 50% (they are currently producing a similar product 60% faster than us)
2) give justification for each position within our firm
Our team can handle this challenge because we have the knowledge, experience, and skill to work out an effective solution and we know we’re good. Together, we need to come up with a creative plan to tackle this added responsibility within the next two weeks. If you have personal plans within the next two to four weeks (including weekends), you may need to cancel them.
Right Now: What’s *Your* Emotional Temperature?
Chances are very good, if you received a memo like that one, you might not be thinking 100% logically. If you were an employee, what would you be feeling? If you were planning a vacation, what would you be feeling? If you were a mid-level manager, what would you be feeling? How would you keep everyone on the team focused?
For managers with a high emotional quotient, five issues immediately come to mind:
- Understand what I’m personally feeling and why
- Control MY emotions
- Understand the emotions of my team
- Work my own personal motivation to do my best
- Keep the team focused and on track
The Biggest Factor in Emotional Intelligence
Change. Positive or negative, change affects our emotions more than any other factor.
What is Emotional Intelligence? It’s the ability to sense, understand, and effectively apply the power, keenness, and depth of perception of emotions to facilitate high levels of collaboration and productivity. Leaders with a high Emotional Quotient (EQ) are better able to accurately understand and predict how people will react in varying situations and tailor their message so it isn’t lost in translation.
Communication isn’t about talking and listening. The essence of communication is understanding.
Leaders with a high EQ are cognizant of their physiological responses during any event but especially during an emotional event and use their awareness to control their own behavioral responses. This competency of control results in better decision making which leads directly to superior performance.
Researchers in Emotional Intelligence, tell us that 90% of the difference in performance between average leaders and stellar leaders is attributable to Emotional Intelligence.
Self-Awareness: the core of EQ
Self-awareness from an emotional intelligence standpoint is the ability to recognize and understand your moods, emotions and drives, as well as their effect on others. It’s knowing how your feeling and why, understanding your personal strengths and limits, and having a sense of your self worth and capabilities.
Self-Regulation: for the EQ ninja master
Self-regulation is the ability to control or redirect disruptive impulses and moods and the propensity to suspend judgment and think before acting. Those high in Self-Regulation keep any of their own potentially disruptive emotions and impulses in check while still maintaining standards of honesty and integrity. These managers take responsibility for personal performance, demonstrate flexibility and handling change and are comfortable with novel ideas, approaches and new information.
Empathy: understanding the other person
Within our EQ framework, empathy is the ability to understand the emotional makeup of other people, essentially sensing others’ feelings and perspectives and taking an active interest in their concerns. Managers with a high Emotional Quotient sense their employee’s development needs and bolster their abilities. Taking it a step further, these managers anticipate, recognize, and meet the needs of others, cultivating opportunities through different kinds of people. Managers high in the empathy section of EQ can read a group’s emotional currents and power relationships.
Motivation: the EQ factor MOST leave out
Any Emotional Intelligence model that leaves out motivation is essentially … incomplete.
Motivation within our EQ framework is a passion to work for reasons that go beyond money or status, and a propensity to pursue goals with energy and persistence. IT’s striving to improve or meet a standard of excellence and aligning with the goals of a group or organization. Those managers high in the motivation component are ready to act on opportunities and will exhibit the persistence necessary in pursuing goals despite obstacles and setbacks.
Social Skills: keeping everyone on track
We define social skills for the emotionally intelligent as a proficiency in managing relationships and building networks while wielding effective tactics for persuasion. It includes listening openly and sending convincing messages and negotiating and dissolving disagreements. Managers high in this component are inspiring and can guide individuals and groups especially through change. They’re adept at nurturing instrumental relationships for building bonds and working with others toward shared goals. These managers create group synergy in pursuing collective goals.
How well do your current managers handle emotionally charged events?
WHAT ARE YOU WAITING FOR?
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Certified as a Professional Behavioral, Motivators, and Emotional Intelligence Analyst, Ron Haynes specializes in using the science of TTI’s TriMetrix HD to help companies select and develop their top management talent, create job benchmark solutions, and implement succession planning.
He has recently developed an auditing process to help organizations more accurately calculate true cost of employee turnover. It’s staggeringly higher than you think.
Need a solution to your employee challenges? Contact at firstname.lastname@example.org or at 870-761-7881.