Not,The,Key,Outstanding,Leader business, insurance EI, Not IQ, Is The Key to Outstanding Leadership Performance

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Does your executive team work at cross-purposes? Are yousuccessfully executing your vision? If you are struggling totake your leadership or your organization to a higher levelof performance, you may be unaware of the power of emotionalcompetence as a performance differentiator. Several decadesof research in Emotional Intelligence (EI) have demonstratedthat EI is what differentiates outstanding performers fromaverage performers.While technical skill and cognitive ability are essentialcompetency areas for leaders, emotional intelligence hasbeen shown to be twice as important in outstandingperformance as the other two competencies combined! Infact, 80-90% of the difference between outstanding andaverage leaders is linked to EI. The abilities that drivesuccessful execution of vision – motivating, guiding,inspiring, listening, persuading, and creating resonance –are emotional competencies. If you want exceptional businessresults, you should assess your EI or your team’s EI, forthese are abilities that can be developed.What is emotional intelligence? Dr. Daniel Goleman, athought leader in the field, defines it as “the capacity forrecognizing our own feelings and those of others, formotivating ourselves, for managing emotions well inourselves and in our relationships.” Thus, emotionalcompetence integrates thought and emotion.There are four domains of emotional intelligence -self-awareness, self-management, social awareness, andrelationship management – within which are eighteencompetencies that have been identified as differentiatingcharacteristics in outstanding performers. Effectiverelationship management is at the heart of great leadershipbut self-awareness is considered the linchpin for developing the other three domains. Emotionally intelligentleadership, then, builds up from a foundation ofself-awareness.Furthermore, a leader’s EI creates a certain culture or workenvironment. Organizational research done by the Hay Group,co-creators of the Emotional Competence Inventory (a 360assessment of EI), discovered that “EI is carried...likeelectricity through wires....the leader’s mood is quiteliterally contagious, spreading quickly and inexorablythroughout the business.” Feelings and emotions have adirect impact on effectiveness, efficiency and ultimatelythe bottom line.Leaders need to understand that their single most importanttask is to create resonance. Put another way, they mustcreate a positive emotional environment that frees the bestin people. Climate, or how employees feel about working inthe organization, accounts for 20-30% of businessperformance; and 50-70% of how employees perceive theirorganization’s climate can be traced to the actions of oneperson - the leader.How does this translate to the bottom line? In one study,experienced partners in a multinational consulting firm wereassessed on the EI competencies plus three others. Thosewho scored above the median on 9 or more of the 21competencies delivered $1.2 million more profit from theiraccounts than did other partners – a 139 percent incrementalgain. Another study of 130 executives found that how wellpeople handled their emotions determined how much peoplearound them preferred to deal with them.Harnessing Emotional Intelligence for High-Performing TeamsWith the complexity of problems facing health care leaders,collaboration and the ability to synthesize divergentpoints of view are needed more than ever if we are to solvethese problems. Because most work in organizations today isdone by teams, there is a pressing need to make teams worktogether better.Research has demonstrated the superiority of groupdecision-making over that of even the brightest individualin the group, except when the group lacks harmony or theability to cooperate. Then decision-making quality andspeed suffer. When people feel good, they work moreeffectively, and are more creative. Common sense tells usthat workers who feel upbeat will go the extra mile toplease customers and therefore improve the bottom line.To be most effective, the team needs to create emotionallyintelligent norms that support behaviors for building trust,group identity and group efficacy - three conditionsessential to a team’s effectiveness. Norms that fostergroup EI involve: courageously bringing feelings out in theopen and dialoguing about how they affect the team’s work,using humor to defuse tense situations, the willingness toexplore and expose unhealthy work habits in order to buildmore effective group norms and performance, and behaving inways that build relationships both inside and outside theteam. In self-aware, self-managing teams, members hold eachother accountable for sticking to norms.However, it is the leader’s job to instill a sense ofresponsibility in each person for the well-being of theteam. It takes a strong emotionally intelligent leader tohold the team to such responsibility. An emotionallycompetent leader who is skilled in creating good feelingscan keep cooperation high. Good team leaders know how tobalance the focus on productivity with attention to members’relationships and their ability to connect.How Do You Build an Emotionally Intelligent Organization?In addition to specific emotional competencies, there arecertain Rules of Engagement that help to create a resonant,emotionally intelligent, and effective culture:1. Discover the emotional reality of the organization.2. Slow down in order to speed up – talk to people at all levels and find out about systems and culture.3. Start at the top with a bottom-up strategy, engaging all the representative stakeholders who in any way impact the patient-customer interface, and learn about what’s working and what’s not working. Then create a whole-system conversation in which all the stakeholders who need to be in the conversation are in the room and talk about what needs to happen to move things forward.4. Create a preferred future, with an energizing vision to which employees can bring their best selves.5. Sustain emotional intelligence by turning the vision into action, creating systems or processes that promote emotionally intelligent behavior.Matters of emotion are typically dismissed as the “soft”stuff, yet in reality emotional competence is the “hard”stuff. Developing EI is well worth the effort, foremotional competence is what sets the best leaders and thebest teams apart from the rest.(c) Copyright 2003 Manya Arond-Thomas All Rights Reserved.