How savvy are you regarding your Emotional Intelligence?
The primary role of a leader is to create emotional wealth for competitive advantage. When the tools of emotional intelligence are in the hands of leaders, the tools open the doors to the remarkable, creative entrepreneurial energy that exists in all genuine leaders. Leadership is central to unleashing the best performance. Jim Collins book – “Good to Great”, cites three elements:
1. Leadership is critical
2. The right people
3. Values – a set of values which people are corporate about, the values that define corporate success
Current evidence suggests that organisations perceive the key sustainable competitive advantage is intricately involved with the ability to attract and retain talent. The talent war and adaptation required to compete in a rapidly changing environment require leaders to have effective emotional intelligence.
“A leader’s intelligence has to have a strong emotional component. He has to have high levels of self-awareness, maturity and self-control. She must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal parts of joy and humility. 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, chairman of general electric speaking to the wall street journal
The emotional intelligence of many leaders could be improved. There is a growing realisation that the major issue facing many organisations is that of managing transformations and change. Increasingly, organisations are facing the reality that the future is not one of incremental improvement and adjustment, but rather a radical transformation and re-invention of business.
Effective business transformation requires considerable skills, ability and personal commitment. Effective leadership engages people at an emotional level as well as focus on performance. As well as focusing on the hard benefits such as organisational purpose, form, better financial performance, and improved performance compared to other competitors; it is equally important to focus on the self-awareness, relationship skills, self-resilience, self-control, self-confidence and optimism.
Leaders who are demonstrating high levels of emotional intelligence will not only be more self-actualised but will attract more profits to the business and organisations to which they belong.
Self-awareness lies at the core of emotional intelligence and no truly effective leader operates without self-awareness. This concept was highlighted by the Harvard Business Review in an article entitled, “Breakthrough Ideas for Tomorrow’s Business Agenda.” The article stated, “Executives who fail to develop self-awareness risk falling into an emotionally deadening routine that threatens their true selves. Indeed a reluctance to explore your inner landscape not only weakens your own motivation but can also corrode your ability to inspire others.” Martyn Newman in his book “Emotional Capitalists” the New Leaders refers to today’s top executives as, “emotional capitalists.”
Emotional Capitalists score high on self-reliance, assertiveness and optimism. In other words, high performing leaders are self-directed, they take responsibility for themselves, possess an independence of mind in managing their thoughts and values. High performing leaders are able to express their thoughts and feelings in a non-aggressive way; are open to sensing opportunities; possess the ability to maintain a positive approach and remain persistent even in the face of major challenges.
“Your foremost job as leader is to take charge of your own energy, and then orchestrate the energy of others.”
• Peter Drucker
Build your Emotional Capital with Beacon Organisational Development through smart coaching and tailored personal development. email@example.com