What is emotional intelligence?

It encompasses the ability to build a rapport with the team you are leading to form lasting connections, writes TANIA NGIMA

Emotional intelligence or EI, is a quality that has long been debated by experts who claim that it is crucial for success in one’s career, especially for people in leadership positions.

EI was first researched and written about by Daniel Goleman in 1995, who found out that even though such skills as intelligence, determination, vision and technical skills are essential for success, they are not sufficient to secure it.

The tricky thing about emotional intelligence though, is that unlike intelligence or technical skills, it cannot be measured or discovered in interviews it is only displayed in the normal course of business while dealing with day-to-day matters in the workplace.

The good thing about EI though, is that the job is never done and everyone can always develop their emotional intelligence throughout their career.

　

Self-awareness

It is important when involved with leading people in whichever capacity to be aware of one’s own limitations, capacities and triggers.

While these are on the higher end, awareness of other seemingly superficial actions such as facial expressions and immediate reactions is also important. If, for example, one is passing a message to staff members but is sceptical and it shows in their facial expression, it is likely that the staff will notice this and it will affect effective communication.

Self-awareness breeds self confidence and being able to do important self assessment.

Self-regulation refers to the ability to stop and think before doing something, before reacting.

It also entails being able to see negative moods or impulses from afar and deflect their effects.

Empathy

Referred to as the ability to put yourself in other people’s position and see what they are going through, empathy is radically different from sympathy, which means to feel sorry or pity on someone. Empathy helps to understand the emotional make-up of colleagues and team members, enabling them to grow the skills needed in different people in different circumstances.

This skill is especially important when it comes to dealing with teams that are cross-cultural.

Social skills

There are few people who, when left in a room full of strangers feel right at home. Our social skills are tested all the time, whether it is with peers, common networks, or potential clients and employers.

Being able to reach out, connect and find common ground in these settings makes all the difference between succeeding in building effective networks and inspiring change and struggling with them.

In the same way, it is important to be able to build a rapport with the team members you are leading in order to form lasting connections; even if you tend to shy off from personal interactions.

Always start small by initiating conversations about safer topics such as family and non-work related interests, and build up from there.