Read Emotional Intelligence 2.0 Online
Authors: Travis Bradberry,Jean Greaves,Patrick Lencioni
Emotional Intelligence 2.0 (5 page)
The four skills that together make up emotional intelligence. The top two skills, self-awareness and self-management, are more about you. The bottomtwo skills, social awareness and relationship management, are more about how you are with other people.
Self-awareness is your ability to accurately perceive your own emotions in the moment and understand your tendencies across situations. Self-awareness includes staying on top of your typical reactions to specific events, challenges, and people. A keen understanding of your tendencies is important; it helps you quickly make sense of your emotions. A high degree of self-awareness requires a willingness to tolerate the discomfort of focusing on feelings that may be negative.
The only way to genuinely understand your emotions is to spend enough time thinking through them to figure out where they come from and why they are there. Emotions always serve a purpose. Because they are reactions to your life experience, emotions always come from somewhere. Many times emotions seem to arise out of thin air, and it’s important to understand why something gets a reaction out of you. People who do this can cut to the core of a feeling quickly. Situations that create strong emotions will always require more thought, and these prolonged periods of self-reflection often keep you from doing something that you’ll regret.
Self-awareness is not about discovering deep, dark secrets or unconscious motivations, but, rather, it comes from developing a straightforward and honest understanding of what makes you tick. People high in self-awareness are remarkably clear in their understanding of what they do well, what motivates and satisfies them, and which people and situations push their buttons.
The surprising thing about self-awareness is that just thinking about it helps you improve the skill, even though much of your focus initially tends to be on what you do “wrong.” Having self-awareness means you aren’t afraid of your emotional “mistakes.” They tell you what you should be doing differently and provide the steady stream of information you need to understand as your life unfolds.
Self-awareness is a foundational skill; when you have it, self-awareness makes the other emotional intelligence skills much easier to use. As self-awareness increases, people’s satisfaction with life—defined as their ability to reach their goals at work and at home—skyrockets. Self-awareness is so important for job performance that 83 percent of people high in self-awareness are top performers, and just 2 percent of bottom performers are high in self-awareness. Why is this so? When you are self-aware you are far more likely to pursue the right opportunities, put your strengths to work and—perhaps most importantly—keep your emotions from holding you back.
The need for self-awareness has never been greater. Guided by the mistaken notion that psychology deals exclusively with pathology, we assume that the only time to learn about ourselves is in the face of crisis. We tend to embrace those things with which we’re comfortable, and put the blinders on the moment something makes us uncomfortable. But it’s really the whole picture that serves us. The more we understand the beauty and the blemishes, the better we are able to achieve our full potential.
1
What people who work with him say:
“Dave has clear long-term goals, and he doesn’t make sacrifices for short-term gains. Dave is an ‘up-front’ kind of guy who doesn’t play ‘mind games’ with people. I have witnessed this at company meetings and in meetings with customers.”
“The best example I can provide for Dave is his move to our company. I’m sure there was an intense desire to make changes within the local team right out of the gate, but Dave took extra care to diagnose the situation, the team, and the customer prior to offering suggestions or mandates for change.”
“In short, Dave manages his emotions; they don’t manage him. I’ve seen him accept difficult business news with a brief frown, and then he quickly moves beyond that and partners with his team to find solutions to improve the situation.”
What people who work with her say:
“In every situation that I have been involved with, good or bad, Maria has always remained calm, cool, and collected—even at times when I know she must have felt frustrated or angry. Maria is really honest about what she is feeling without getting bent out of shape about it. When faced with a difficult situation, she knows how to be firm and still kind at the same time.”
“She is open and authentic at all times, and it is so meaningful to everyone that she interacts with. I would suggest that Maria not change: however, she can get a bit tougher sooner in some cases. She is aware of this and watches to ensure that she does not let kindness get in the way.”
“During challenging situations with employees, Maria is very aware of her tone and makes an effort to keep the conversation appropriate. People here trust her.”
What people who work with her say:
“On occasion, Tina’s stress and sense of urgency are projected/ pushed on to other people. It would be good for her to better understand how her behavior affects others’ work and emotional stress. Also, she sometimes comes across as defensive or aggressive, so for her to be more aware of her tone and language would be helpful.”
“When things are going well for Tina, her emotional intelligence skills are stronger. She needs to learn to read herself and recognize her triggers so that she can respond more effectively when triggered.”
“She needs to become aware of how she is perceived. She can come across as being very demanding, but I don’t believe she means to.”
What people who work with him say:
“Giles is very much in his ‘own little world.’ He obviously does care about his coworkers, but he doesn’t seem to know where to draw a line. His personality can be overwhelming, but he doesn’t notice when the other person is feeling annoyed, frustrated, or overwhelmed by him.”
“When working with customers, he is very good at talking about the products and services we offer. On group projects, sometimes he gets so focused on the outcome, the process is missed. If he were to take a moment and let all the emotions settle, then take a look at the options to reach the desired outcome, things would go more smoothly.”
“Giles is passionate about what he does. Sometimes that passion gets in the way. He might not notice that I am busy with something else before he jumps in and starts talking to me. When he is excited, he talks over you, and it is hard to get a word in edgewise. He doesn’t mean to; he just is excited about what he does.”
Self-management is what happens when you act—or do not act. It is dependent on your self-awareness and is the second major part of personal competence. Self-management is your ability to use your awareness of your emotions to stay flexible and direct your behavior positively. This means managing your emotional reactions to situations and people. Some emotions create a paralyzing fear that makes your thinking so cloudy that the best course of action is nowhere to be found—assuming that there is something you should be doing. In these cases, self-management is revealed by your ability to tolerate the uncertainty as you explore your emotions and options. Once you understand and build comfort with what you are feeling, the best course of action will show itself.
Self-management is more than resisting explosive or problematic behavior. The biggest challenge that people face is managing their tendencies over time and applying their skills in a variety of situations. Obvious and momentary opportunities for self-control (i.e., “I’m so mad at that darn dog!”) are the easiest to spot and manage. Real results come from putting your momentary needs on hold to pursue larger, more important goals. The realization of such goals is often delayed, meaning that your commitment to self-management will be tested over and over again. Those who manage themselves the best are able to see things through without cracking. Success comes to those who can put their needs on hold and continually manage their tendencies.
Real results come from putting your momentary needs on hold to pursue larger, more important goals.
What people who work with her say:
“Lane is the epitome of patience and understanding during heated, emotionally-charged meetings. Others around her become fully embroiled in the discussions, and Lane actively listens and responds with knowledge and wisdom.”
“I have seen first-hand how well she deals with difficult situations (i.e., termination of an employee). Lane is sensitive, yet direct and to the point. She listens patiently and sets a high standard of conduct.”
“Lane is great one-on-one. She communicates well and thinks on her feet. Her reaction to crisis is excellent. Her ability to separate emotion from logic makes her a good tactical manager. I wish there were many more of her.”
What people who work with him say:
“Yeshe handles stressful and confrontational situations very well. No matter how harshly project managers (PMs) hammer Yeshe, he never loses his cool! This gives him a lot of credibility with the PMs. He’s also able to work with other people whose working style he isn’t a fan of. I know going back and forth with them can be frustrating sometimes, but Yeshe never loses his patience.”
“I’ve seen Yeshe in an extremely frustrating situation where he couldn’t get something done because other people didn’t do their jobs. He dealt with it politely and professionally. He was able to explain the procedure again in order to achieve the best possible solution, even though he was upset.”
“I have never heard Yeshe speak negatively about someone who has a different opinion or idea. A lot of talking behind people’s backs happens around here, and he doesn’t give into the temptation, even when he feels strongly about an issue.”
What people who work with him say:
“In stressful situations, or when something goes wrong, Jason sometimes responds too quickly, sharply, or disjointedly. I wish Jason would take some time to cool off and slow down before responding. He’s so emotional. I have seen his coworkers respond in disbelief to the manner in which he communicated with them. Jason means well but can panic when he is stressed. His reactions trickle onto his teammates.”
“Jason should be more aware of his verbal outbursts, and how they affect both clients and coworkers. He is not mean-spirited; he cares a great deal about others but these verbal miscues are just that—outbursts that need to be thought out before expressed. These happen more when he is stressed . . . as the old commercial says, he shouldn’t let them see him sweat so much.”
“Jason lets his emotions rule his behavior. Sometimes he acts or speaks hurriedly. I wish he would be a bit more patient and give the situation an opportunity to work itself out before reacting. Many times these situations resolve themselves or aren’t quite as urgent as he perceives, but before you know it, he’s heightened the intensity with a flurry of messages.”
What people who work with her say:
“Mei needs to not be
so
honest. Her staff don’t need to know about all of the bull that goes down at corporate. If certain things upset her, she needs to learn to keep them to herself. When she is unhappy, it sets the tone for our team. Mei tends to radiate stress in certain situations, and as a leader, it impacts her team negatively by creating stress and negativity rather than diffusing them.”
so
honest. Her staff don’t need to know about all of the bull that goes down at corporate. If certain things upset her, she needs to learn to keep them to herself. When she is unhappy, it sets the tone for our team. Mei tends to radiate stress in certain situations, and as a leader, it impacts her team negatively by creating stress and negativity rather than diffusing them.”
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