Emotional Intelligence in the Workplace

Automatic TRANSCRIPT

The world economic economic forum released a report dealing with emotional intelligence saying that will be a top skill required for employees by twenty twenty help us understand. How does this report shed light on the importance of emotional intelligence in the workplace and what is it saying about how it has shifted over the years with regards to impacting workplace engagement yeah it's interesting as i as i look back over my career and monitoring emotional intelligence over the past two decades <hes> it it certainly has shifted it did but i want to start off first by defining what it is for our audience often when i ask about emotional intelligence when i'm working with teams. Everybody knows knows. It's a really good thing to have but when i ask what it is <hes> people can start to stumble and so it can be a bit conceptual way. I like to always break it down emotional intelligence intelligence <unk>. I will also refer to as e. Q. which stands for emotional quotient is really defined as the ability to identify assess and control your own own emotions influence the emotions of others and not of groups and so each q. is really about the intelligent use of emotions which influences your decision decision making the quality of your relationships and your ability to be flexible and agile in shifting environments you know when we go back to to the report that you referenced one of the reasons why emotional intelligence is becoming much more of a hot topic and and identified as as a as a critical michael skill going forward. It's actually for a couple reasons and i know don you talk often a lot about the labor shortage so we have that issue going on <hes> leadership is just simply become how much more complex because we're facing several challenges so one of which is the labor shortage also it's the first time in american history that we have five generations in the workforce and that just presents unique challenges because each of the generations has their own unique styles the way they approach work around context with which they look through and then an interesting aspect is that gen-x generation after the boomers represent only twenty eight percent of the population so as boomers starts to leave the workforce. I'm they're actually i'm not gonna be enough. Gen x. individuals to fill the leadership positions that are going to be needed and so what's going to happen is it's going to thrust millennials into leadership positions that they're not ready for or either emotionally or professionally and so researchers are calling it this leadership gap crisis that we're getting ready to hit and then on top of that we're in what researchers his call a buca environment in so vikas an acronym that was coined by the u._s. Military that stands for volatile uncertain complex and ambiguous and so just that type of environment it naturally can trigger a threat in the brain and when we experience these kinds of kinds of conditions are emotional. Intelligence eligible are e. Q. will often drop and that's when we see some counterproductive behavior come out and so it's just been an interesting shift looking at where we're going in the future and then when we kind of take a look backward into history daniel goldman whose essentially the grandfather of emotional intelligence has been tracking king eq- and he reports that i q so our intelligence has increased about twenty four points over the last three decades but the problem is e. Q. has declined klein over that same time. So there's this dangerous paradox that's going on so children are becoming much smarter in their intelligence but their emotional intelligence is on the decline so we're in kind of this interesting environment where the environment is actually demanding more emotional intelligence but emotional intelligence has essentially been on the that decline well. It's interesting carey because i as you know i talk about this issue over the last two or three decades technology has allowed us to to be in touch with people in to reach out and contact people more easily at lower costs than ever before and yet at the same time the number of americans reporting to be pervasively alone and isolated aided in their life has doubled from twenty to forty percent of the population and one former u._s. Surgeon general calls this pandemic of social isolation. Spreading across america's is one of the most severe public health threats that we face and when you combine it's interesting so the technology allows us to get in touch but we're not having this emotional connection that occurs occurs with it and i know the national institutes of health is started a longitudinal study about the impact of technology even of looking at someone on a smartphone art phone even on a facetime where you see their face digitally. There's something about the brain and a two dimensional object. It sees but it doesn't resonate at you. Don't get emotional experience from it so we have a generation and and so we have the millennials and gen z. right behind them anyone who's twenty four years old and younger who are like you say very smart mart very adaptive technology and yet we feel more alone and isolated and less emotionally mature than we ever have before right and so this rise in technology it just kind of creates an interesting conundrum because again at some level. It's it's it's great. You know. We've got a we've got you know. The leaders are getting excited about a._i. Data dating analytics and blockchain and then we've got these great millennials that are coming in with all of these great skills but you're exactly right. They're coming in essentially starved for social. She'll relationships and even with social media. What they're looking at is <hes> yes we are able to connect with more people in we can connect more often but the challenges <hes> a lot of times that connection is often superficial and and it's replacing a face to face time and so that's where you know technology can be used to supplement mint but it shouldn't be used to replace good deep social relationships and what's interesting with gen z. Coming and researchers are starting to see what gen z. They've been so dependent the technology that they're actually coming starting to enter the workforce and they're actually wanting more face to face than millennials simply because they're starved for it. It's it's so interesting and compelling for managers and from a manager's perspective and you mentioned the the increasing complexity in for managers in the workplace nice and historically <hes> in an environment where there's been an abundance of labor for last two hundred fifty years in the american economy. We didn't have to care about these. Things people just showed up and they work because they needed the job but in this new environment where employees actually don't need your job. They can work essentially anywhere they want. <hes> managers do have to be more attuned to this. What are some common. I'm trying to think of some of these common phrases that we've used our whole lives that <hes> demonstrate emotional intelligence and and i think of words like attuned moment and being present an active listening what are some other <hes> familiar terms for managers that that are good signs that one is expressing a high q. One of which is again it's thrown around a lot but the ability to be empathetic <hes> now again empathetic empathy isn't necessarily the need to feel somebody else's feelings <hes> but but to at least have some sort of cognitive perspective to be able to view other people's perspectives and and to include that into your decision making or into the team initiatives and that's one thing with this very very complex environment that is coming out <hes> is that leaders can no longer rely as much on their past experience in what has worked before so it's requiring that managers bring in these additional generations the younger generations and bring in <hes> different perspectives around the team to figure out how to better adapt in us environmental so it's just requiring the ability to take additional perspective taking so i wanna ask you a question. Yesterday i was in denver working with a company <hes> in a workshop. One of the questions that <hes> one of the senior managers asked me was about a disruption in the workplace when someone's kind of a troublemaker. There's drama goes up for a manager who's dealing with either disruption team or disruptive employees. How z q play into that. It plays into it actually pretty significantly. I you know when i talk to leaders when i ask them. What's their biggest challenge. The number one answer there's always the people and so when you know it's great when it's going well but all of a sudden when you have an issue or a disruption it creates a lot of havoc and i typically see <hes> leaders kind of fall in one one or two areas and so they'll either stick their head and has sand and they won't deal with it and eventually it will just start to spin out of control and then people we'll start to come and demand that the leader addresses it or they start doing a lot of blame shifting and they wanna just force the employee out <hes>. I hear a lot if i just need to terminate that employ oy but as you said we have to figure out we don't we don't have a long line of people to replace an employee so we have to figure out how to create the conditions where they can be successful and so one of the issues is really diving into. What's at the root of the disruption when you think of e. Q. as a skill set what what would the top three most important e. q. skills be that a manager should be striving to to learn and demonstrate the number one by far is the ability to to build relationships and deepen those relationships <hes>. That's just the number one <hes> leaders with the highest e. q. Always have you know it's always fascinating for me to watch but they always have groups of people around them that are invested in their success and so i worked with the leader recently and she just has demonstrated such high emotional intelligence and their particular market shifted and it was <hes> it was pretty scary. It shifted much more quickly than what they anticipated the painted a minute created a lot of problems and challenges but what was really <hes> really pretty impressive for me to watch. Was that all all of the groups when i talked to all of her senior leaders around her. They said you know what we probably should be polishing her resume but i can't let her down. I'm here. I'm staying. I'm staying. We're we're gonna figure this out and sure enough they have. They've turned the ship around into me that just a great reflection. She couldn't have done it on her own and had she not had such good quality. Relationships people will would have wanted to have stayed in that type of environment or a couple more and this is an interesting one and i always kind of take issue with some of the <unk> positive psychology <music> out there but the best leaders with the highest emotional intelligence are acutely aware of what their potential derailed are you know we're human beings and were somewhat messy and so certain areas windward triggered that may be certain bad behaviors or less than productive behaviors will come out so if we know that we're not truly really a conflict of water. We know that when issues hit we're not gonna want to run the other way and so i work with leaders on understanding what they're derailing are win. They often get triggered word so that we can develop a script so they don't have to think about it in the moment when they're triggered bit so they can make a better decision and

Coming up next