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What’s The Real Value Of Emotional Intelligence?

Everyone wants to achieve professional success, yet only some of us are able to rise to the top of our fields. What is it that sets those people apart? Is there some special skill set that separates top performers from the rest of the crowd?

As it turns out, there is. Research shows that individuals with a high Emotional Quotient (EQ) achieve success more often than their less-endowed peers. The ability to confidently navigate interpersonal relationships is incredibly useful professionally, regardless of the industry.

Luckily, these skills can be learned and strengthened over time. Read on below to find out more about the ways in which having a healthy EQ can help you at work and in your personal life. By the end, you’ll be ready to give your emotional intelligence a workout.The Real Value of Emotional Intelligence (Infographic)Via Aumann Bender & Associates

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4 CONVERSATIONS

  1. Everyone must have some form of Emotional Intelligence to be a leader. Though I’m on the fence if having too much Emotional Intelligence can be a bad thing. Often I’ve seen critical conversations cut short because of trust and credibility; then later find how that crucial ball was dropped.

    I’d love to see a study done on what are the optimal thresholds for EIQ and IQ in a global company.

    • Agreed. We can possess all the brilliance in the world, but if we’re unable to connect with others (and all of the other aspects of EI), we simply aren’t able to fully demonstrate, convey, share …that brilliance.

      In essence, an impressive IQ is wonderful – but without a healthy level of EI, the ability to [use] it diminishes greatly.

      Also agree Chris that too much of a good thing isn’t such a good idea. I’ve seen and read plenty, too, about the repercussions of too much EI. A healthy balance is ideal :)

      Perhaps a researcher(s) on our team or other readers/researchers will take interest too — and conduct a study about the optimal threshold (great, great idea!)

      • There are some considerations to do such a study. EI and IQ tests are biased… so they will need to be rewritten to remove those biases. Also I feel that we would need EI and IQ tests geared towards testing not just individuals but the group in its entirety as well. I think then the thresholds should be very apparent.

        This study is something I’m willing to put some skin into the game. I’ve worked with people that had a high EI that didn’t have the capability to deliver. There are many times in the last 10 years when I personally inherited something such as a team, strategy, program, or project and the person that set them up did a very bad job — yet that same person was greatly loved and rewarded for doing a good job. Nothing negative they said or did would stick to them.

        More often than not, people I work with have a good balance of EI and IQ. But after doing so much damage control resulting from the actions of inexperienced high EI folks, I now constantly ask myself “I like this person. Why do I like them again?” It’s only then that I really see what’s going.

        • Great points about the bias inherent in existing EI and IQ tests/assessments. I’m so pleased to hear that you are willing to put some skin in the game Chris! I second that (I’ll start searching for other researchers interested – this would be easier as a team approach).

          One thing to consider — creating a new test requires a whole lot of time, energy, additional board approvals – above and beyond the actual study (though I’m sure you are already aware of that part). Yet, successfully creating this tool could be amazingly helpful to our leaders, organizations, and communities.

          The latter part of your post triggered another thought — leaders need to be acutely aware of a direct report whose EI is too high – a proactive approach may require some addition support to those organizational leaders (in an effort to bypass the need for damage control!).

          I work and have worked with some brilliant individuals (extremely high IQs). I’ve also been the mediator between those high IQ leaders who can’t relate to their executives as well as they could be — or should be. It can be a challenge for those high IQers who don’t believe in the power of EI. It’s also an unnecessary struggle to their colleagues/executives, etc~

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