The im­por­tance of emo­tional in­tel­li­gence

Lesotho Times - - Jobs & Tenders -

How much do you know about emo­tional in­tel­li­gence? Do you know how it af­fects your ca­reer? Does IQ or EQ mat­ter more in the of­fice? It’s easy to think duh, you need to be smart to per­form op­ti­mally, but in the ever-evolv­ing work en­vi­ron­ment, show­cas­ing your emo­tional in­tel­li­gence can pave the way to suc­cess too.

For years, the be­lief has been that “book smarts” in the form of high IQS (one’s abil­ity to think and rea­son), are the driv­ing force be­hind a busi­ness’ suc­cess. As times change, em­ploy­ers are re­al­is­ing that these peo­ple with high IQS don’t nec­es­sar­ily pro­duce the best re­sults. In to­day’s com­pet­i­tive busi­ness mar­ket, there is grow­ing need for smart peo­ple who are not only skilled in their fields, but can also be­come well-rounded em­ploy­ees with the abil­ity to fit in with the com­pany cul­ture.

So what is EQ? Emo­tional in­tel­li­gence is de­fined as the ca­pac­ity to mon­i­tor your own feel­ings and un­der­stand the im­pact of the feel­ings of oth­ers. Un­like IQ, it can­not be summed up into a sin­gle num­ber. In­stead you can mea­sure how emotionally in­tel­li­gent you are based on the fol­low­ing com­pe­ten­cies:

Self-aware­ness — a knowl­edge of your cur­rent emo­tional state, strengths and weak­nesses as well as your self-worth and ca­pa­bil­i­ties.

Self-man­age­ment — the abil­ity to man­age your in­ter­nal state and im­pulses.

So­cial aware­ness — know­ing how to han­dle re­la­tion­ships and hav­ing an un­der­stand­ing of oth­ers’ points of view and de­ci­sion-mak­ing pro­cesses

Re­la­tion­ship man­age­ment — hav­ing a skill or adept­ness at push­ing de­sir­able re­sponses in oth­ers.

Emotionally in­tel­li­gent peo­ple are able to work well in sit­u­a­tions where re­la­tion­ships or em­pa­thy are highly re­garded, and as such will of­ten thrive in these ca­reers:

Sales: Sales­peo­ple con­sis­tently try to build long-term re­la­tion­ships with cus­tomers that will re­sult in re­peat busi­ness and cus­tomer loy­alty. To be suc­cess­ful in their roles, sales peo­ple need to have the abil­ity to be gen­uine with other peo­ple and show a true in­ter­est in help­ing them solve their prob­lems.

Psy­chol­ogy or Psy­chi­a­try: Pro­fes­sion­als in men­tal health fields need to have strong emo­tional in­tel­li­gence on or­der to be ef­fec­tive in their jobs. They must have em­pa­thy for the emo­tional needs of oth­ers, while si­mul­ta­ne­ously hav­ing the abil­ity to not get emotionally caught up in their pa­tients’ tur­moil.

Man­age­ment: Man­agers in lead­er­ship roles or busi­ness man­age­ment need to have the abil­ity to show em­pa­thy to­wards em­ploy­ees, un­der­stand in­di­vid­ual needs and ef­fec­tively mo­ti­vate high per­for­mance.

Ca­reers for peo­ple with high IQS Many fields still re­quire an above-av­er­age IQ. These in­clude, medicine, academia, en­gi­neer­ing, in­clud­ing elec­tri­cal, me­chan­i­cal and de­sign engi­neers, le­gal oc­cu­pa­tions, so­cial sci­ence, nat­u­ral sci­ence, such as physics, life sci­ences and math and tech oc­cu­pa­tions.

De­vel­op­ing emo­tional in­tel­li­gence while some peo­ple may have en­vi­able peo­ple skills, some may not be so lucky. If you form part of the lat­ter, not all is lost. Hav­ing an aware­ness of the en­thu­si­asm you have for your job is a great start.

How­ever, a proper way for hon­ing in your emo­tional in­tel­li­gence is to de­ter­mine and un­der­stand where your strengths and weak­nesses lie. once you’re aware of your strengths and what you need to work on, you can al­low what you’ve learnt to drive your ca­reer. For ex­am­ple, when ap­ply­ing for a new job, high­light your strengths in your CV and dur­ing in­ter­views. Try not to make your weak­nesses ob­vi­ous, but make sure you’re aware of them and can ad­dress them should they come up in an in­ter­view.

while emo­tional in­tel­li­gence may not seem to be an im­por­tant skill, it may be the very skill you need to suc­ceed. Al­low time to strengthen your emo­tional in­tel­li­gence and you’ll re­alise that the re­sults you achieve will be worth the ef­fort. — Ca­

EM­PLOY­ERS are re­al­is­ing that peo­ple with high IQS don’t nec­es­sar­ily pro­duce the best re­sults.

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