The Power of Emotional Intelligence

EmotionalIntelligence3In spite of decades of research and discussion about emotional intelligence (EI), we have yet to settle the debate about how awareness of one’s emotions impacts the way we “show up” and perform in the workplace. Part of the challenge is determining causal links rather than meaningless correlations between EI levels and organizational performance – soft measures and hard outcomes. The question persists: if leaders and workplaces have low EI, what impact does that have in the workplace?

When clients engage us in strategic planning projects, one of the early activities we undertake is a CORE Strengths Assessment to gauge employee perceptions about the level of EI in the workplace. We believe the data helps bridge the link between soft measurements and hard outcomes. All employees and leaders are asked to rate dozens of factors on a scale of 1 – 10. The examples below are some of those statements and the numbers in brackets represent the average of all participants who have submitted responses to our assessment:

  • I feel that my manager cares about me. (7.4)
  • The organization gives employees support and guidance (rather than blaming) when things go wrong. (6.7)
  • Others listen to me. My thoughts are valued and considered. (7.0)
  • During team discussions and decision-making, everyone on the team feels safe in offering their point of view. (7.2)
  • Members of my team trust each other to keep their commitments and support each other in getting the job accomplished. (7.7)
  • Any areas of conflict or potential disagreement are resolved and dealt with quickly. (6.5)
  • I have a voice regarding the direction of the company. (5.3)

We use this assessment as a starting point to identify areas of strength; but it also uncovers chinks in the organization’s armour. Where are they vulnerable? Quite often, it’s these “soft” areas, such as “my leader doesn’t care enough about me” that surface.

If an employee believes they are treated like a 6, will they perform like a 9? Very often the central strategy for improvement is focused on the untapped potential of underperforming employees who aren’t feeling sufficiently nurtured by the organization. Leadership development, communication, as well as leader and employee coaching become central strategies to leverage that unused potential. Attention to improving organizational EI can improve results.



July 5, 2017

Leave a Reply

Your email address will not be published.


Type the characters you see in the picture left; if you can't read them, submit the form and a new image will be generated. Not case sensitive.

Leave a Reply

Your email address will not be published.