Are you able to communicate with employees effectively when something catastrophic affects your organization? Are you able to understand what an employee may be going through when they say they have had a death in the family and needs to miss work? These are indicators of the level of emotional intelligence you have and unfortunately, not all leaders and managers are equipped with this skill. The good news is that it can be learned if a leader or manager is open to learning the skill.
Due to COVID, the increase in mass shootings, the economic decline the country is facing, and everyday challenges, the need for emotional intelligence is higher than ever. According to researcher and expert, Daniel Goleman (1996), emotional intelligence is comprised of five components that help connect one to others by understanding emotions (feelings). These components include: self-awareness, self-regulation, motivation, empathy, and social skills.
It used to be believed that feelings had no place in the workforce but history has proven to us that this is untrue. Recognizing feelings may have helped deter The Great Resignation. Recognizing feelings may decrease the amount of mass shootings this country is experiencing. Recognizing feelings may cause a greater focus on how the economic decline is affecting families across the country and increase the rate of change to address those concerns. Recognizing feelings is instrumental to having and maintaining a healthy workforce.
Dr. Ricks, president of SBR Workplace Leadership Services, was interviewed by Prince William Living's Dawn Klavon about the impacts of emotional intelligence in organizations today. The need for sessions and workshops in this topic have increased and many managers and leaders are recognizing the need for this skill and seeking it as they recruit new hires as well. Check out the full interview here:
If you have additional questions or want to schedule your next workshop about emotional intelligence, contact SBR Workplace Leadership Services:
Goleman, D. (1996, June). What makes a leader?. Harvard Business Review