EQ Applied: Emotional Intelligence in the Workplace

Written by Lynn Bennett on .

“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” – Jack Welch

Just as great leaders are made not born, so too are people with high levels of emotional intelligence. While we may be born and raised with a propensity for emotional intelligence, we can also develop and nurture the behaviours and competencies that will improve our EQ. Doing so will allow us to become more effective in our interactions with others and strategic in our work.

The 15 Competencies that Underpin Emotional Intelligence

Written by Lynn Bennett on .

“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.” – Dr. Daniel Goleman, psychologist and author

Our accomplishments in school and our scores on IQ tests contribute to our attractiveness as job candidates, but IQ alone is not an accurate predictor of job performance. It accounts for 25 (and, according to some researchers, as little as 4) percent of the variance in professional success. Emotional intelligence is as much as four times more important when predicting one’s success. And that’s good. We can move our IQ perhaps by a few points; we can expand our EQ much more significantly. When we are aware of the competencies that underpin EQ, we can work to develop and strengthen our capacity for emotional intelligence.

Making the Most of Your Consulting Relationship

Written by Lynn Bennett on .

“Many receive advice: few profit by it” – Publilius Syrus

When the game starts, you’re the one taking the field; you’re the one taking that penalty shot or making the save. Your consultant can ask the questions, do the analysis, formulate the recommendations, give you the tools and training, but you’ve got to put them into play. When working with any consultant, there are ways that you can maximize the benefit and profit.

How can you make the most of your engagement with your consultant?

Top factors in a successful engagement include:

  • Be prepared. Are you ready to get to work? Are you prepared for change? Readiness is a crucial factor; in fact, without that, any “changes” you make will be short-lived and ineffective.
  • Accept responsibility. Ensure you spend time up front with the consultant understanding ‘who is doing what and for whom? And for what purpose or outcome?’ This is also an opportunity for you and members of your team to work side by side with the consultant and learn by observation as well as by doing under the guidance of an expert.

The Many Roles of a Consultant

Written by Lynn Bennett on .

When collaborating with clients we typically play multiple roles:

Strategic Advisor/Technical Expert – To help our clients diagnose, strategize and design, solve problems, plan and implement. We provide proven methodologies and best practice examples, and share our experiences from a wide range of client situations. This role is primarily focused on getting the context, content and engagement right.

Process Consultant/Facilitator – To help our clients build the right level of engagement and participation, from diagnosis through problem solving to implementation. Again, we provide proven methodologies, engagement and capacity building approaches. This role is primarily focused on building acceptance and commitment to the solutions and change process. Leadership Intelligence believes in doing it ‘with’ and not ‘to’ our clients.

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Copyright © 2020 - Lynn Bennett