HR - EQ Leaders Excel

HUMAN RESOURCES

Transition to Business

By Paul Falcone

EQ Leaders Excel Because of Their Heightened Self-Awareness

Emotional intelligence is discussed heavily in the private sector. It rests upon a foundation of trust and empathy for others. Business leaders known for having high “EQs”—emotional quotients—do more than listen; they care. They hear with their eyes in addition to their ears and walk in others’ shoes readily and without judgment, thereby making more thoughtful and deliberate decisions. They’re known as excellent communicators and leaders who overcome challenges and defuse conflict.

EQ leaders recognize that social skills are as, if not more, important than raw intelligence because effective leadership requires getting things done through others—not despite them.

Simply stated, emotional intelligence permits leaders to embrace nuances of human emotion in the workplace and can have pragmatic benefits, such as better collaboration among teams, greater creativity and innovation, and a happier, lighter culture.

EQ can be taught and improved, which is why emotional intelligence represents one of the hottest trends in leadership development strategy today. Leaders known for possessing high levels of EQ are self-aware and often have a reputation for creating friendly and inclusive work environments, recognizing and sharing their own shortcomings and limitations, making themselves vulnerable (in a healthy sense) in an effort to build trust, letting go of mistakes and forgiving easily, neutralizing toxic personalities, and being good judges of character.

What might this look like in practical terms?

EQ leaders pride themselves on being coaches and mentors to their team members, they believe in establishing goals and celebrating successes, and they constantly look to make room for staffers on their schedules to listen empathically and share wisdom. They recognize that motivation is internal, and while they can’t motivate others directly, they can create a work environment in which others can motivate themselves. in short, they come from gratitude and selflessness and embrace and inspire others by paying it forward.

President John Quincy Adams famously stated, “If your actions inspire people to dream more, learn more, do more, and become more, than you are a leader.”

Commit to growing people and developing their talents. Enforce a performance culture that provides realistic developmental feedback to help others increase their self-awareness and prepare for their next move in career progression—whether at your organization or elsewhere. Help others codify their achievements and identify meaningful opportunities for growth. Hold others accountable to the highest standards of performance and conduct—not just for the sake of the organization but for their own professional development. Most important, have others’ backs.

You’re the first domino. You need to demonstrate role model leadership so that others can emulate your example and respond in kind. Teach what you choose to learn. When in doubt, err on the side of compassion. Put others’ needs ahead of your own and expect them to respond in kind. Self-reflect on questions like these:

Would you want to work for you?

If the whole company followed your lead, would you be happy with where you took it?

Whatever you want for yourself, give to another. The business world doesn’t need to be a shark tank. Create your own reality as you wish to live your life and experience your career. Authenticity, respect, and inclusion are your goals, tools, and opportunities. Use them to enrich people’s lives and build stronger, better organizations. You’ll likely find that others will gladly follow your lead and pass along your gifts to future generations.

IQ + EQ = Success

You can connect with Paul on LinkedIn at

www.linkedin.com/in/paulfalcone1

Paul Falcone (www.PaulFalconeHR.com) is a human resources executive and bestselling author on hiring, performance management, and leadership development.