Emotional Intelligence: A critical factor in culturally diverse workplaces
Co-Authored by Anna Garleff & Neil Gonsalves | Discussing emotional intelligence and accurate self-assessment
Written by Anna Garleff & Neil Gonsalves for Seeking Veritas on Substack
There is no separation of mind and emotions; emotions, thinking, and learning are all linked.”— Eric Jensen
Strong, stoic, with a stiff upper lip; those descriptors once passed for a compliment. They were the idealized characteristics of a generation raised on a steady diet of grit and humility - It was the post WWII era, and a confluence of social factors influenced the perception of the ideal type of leader. Service, valour, and respect for hierarchy shifted from the military arena to the corporate world. Many of today's senior leaders are either products of that era or raised during a time still dominated by that ideology.
Enter the twenty-first century, and two decades in, people talk about how much the workforce has changed. But the changing of social mores is completely normal, and has existed as far back as the human recognition of patterns. By a different name we may even call it “progress”. But when you strip away all the trendy jargon and turn down the buzz words, what are you really left with? What is the most common feature of almost every workplace? In one word, the answer is PEOPLE!
Working with people requires social skills, empathy, motivation, self regulation and self awareness; something Daniel Goleman has coined as emotional intelligence.
Emotional Intelligence (EI) refers to the ability to recognize, understand, manage, and use emotions effectively in oneself and others. It involves being aware of one's own emotions and those of others, and using that awareness to navigate social interactions, make decisions, and manage relationships more effectively. EI encompasses several key components:
Self-awareness: The ability to recognize and understand one's own emotions, strengths, weaknesses, and values.
Self-regulation: The capacity to manage and control one's emotional reactions, impulses, and behaviors, particularly in challenging or stressful situations.
Motivation: Having a strong drive to achieve goals and maintain a positive outlook, even in the face of obstacles and setbacks.
Empathy: The capability to understand and share the emotions and perspectives of others, and respond with compassion and sensitivity.
Social skills: Proficiency in building and maintaining positive relationships, communicating effectively, and resolving conflicts.
Emotional intelligence plays a crucial role in leadership effectiveness and has a significant impact on a leader's ability to inspire and influence others. Some key ways EI impacts leadership include: Enhanced Communication; Conflict Resolution; Decision-making; Employee Engagement; Adaptability; Influencing and Inspiring.
Overall, emotional intelligence enables leaders to connect with and inspire their teams, create a positive work environment, and foster collaboration and innovation. As a result, leaders with high EI are better equipped to achieve long-term success and drive organizational growth.
Intelligence is undoubtedly important and a key ingredient to success, but intelligence comes in various forms and mastery in all its domains is key to success. Emotional intelligence becomes even more important in culturally diverse workspaces. The capacity to find common ground and common humanity is central to turning differences into positive and productive relationships.
75% of careers are derailed for reasons related to emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability to adapt to change or elicit trust.” — The Center for Creative Leadership
Now let’s just pause for a moment and APPLY EI to our own leadership behaviours. What percentage of people would self-declare as “bad” drivers? How many think they are “better than average”?
Despite the fact that more than 90% of car crashes involve human error, three-quarters (73 percent) of US drivers consider themselves better-than-average drivers. Men, in particular, are confident in their driving skills with 8 in 10 considering their driving skills better than average.
About the same percentages and numbers apply to people’s self-estimations of their own EI. That is one heck of an overriding cognitive bias!
What it means for leadership is you’re probably not as emotional savvy as you think you are, and other people on your team will have strengths that you are either undervalue or don’t perceive.
So how does a leader “pony up”? The truth is, you simply cannot know what you don’t know. If you don’t know that kangaroos or platypuses exist, you likely won’t imagine them all on your own - let alone believe they exist.
Complications arise when a leader attempts to become a better communicator, but the trust, candour and psychological safety required are insufficient for a truthful exchange - AND - rarely do people have the self-awareness to diagnose their own communication problems. Often what leaders are left trying to address is the symptoms for a larger underlying issue.
How to solve this quandary? Diversity at all levels of your organization. It’s that simple. Of course, if you don’t want the hassle of dealing with someone who might challenge you, hire people as similar to yourself as possible, and kiss innovation goodbye.
About the Authors:
Anna Garleff is an Organizational Psychologist; she provides C-Suite Executive Coach around the world focusing on scaling up and leading diverse teams through Garleff Coaching & Consulting Group | GCCG: https://www.linkedin.com/company/garleff-coaching-consulting-group/
She has been a ghostwriter for KPMG, Deloitte and PwC; and a former Director of the Open University (UK) operations in Germany.
Neil Gonsalves is an Indian-born Canadian immigrant who grew up in Dubai, U.A.E. and moved to Canada in 1995. He is an Ontario college educator, a TEDx speaker, an author and columnist, and an advocate for new immigrant integration and viewpoint diversity.
References:
Goleman, D. (1995). "Emotional Intelligence: Why It Can Matter More Than IQ."
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Oh my, so much to say in response! First of all, I love the Eric Jensen quote. When I provide technical support, especially if someone’s nervous or intimidated by the software, my best first step is putting them at ease. Otherwise, they’ll struggle to process even simple instructions. Personally, I’m very aware that my learning is blocked when my internal emotional state is off. And it’s interesting how we all differ around this. For some people, being “pushed” brings out their best, while I prefer a more “gentle” approach of being given space with patience and encouragement. Sidenote: Anna did a related post recently on adjusting one’s leadership approach to the situation, and I recall thinking that beyond improving team performance and building trust, this garners loyalty as well.
Even though the focus of this piece is leadership, it has value and relevance for those who aren’t in official leadership positions. When you don’t have an official leadership role, but your role depends on buy-in from people, EQ is essential because people’s trust in you is all you have.
“..other people on your team will have strengths that you either undervalue or don’t perceive.” There are such distinct (sometimes narrow) concepts of what “strengths” are. It’s interesting how nationality, culture, social community, generation, professional industry, class, socio-economic status, all influence what is/isn’t viewed as a strength.
“…undervalue or don’t perceive…” Those four words are so significant, on so many levels (and in so many other contexts too), when one considers the ramifications.