Emotional intelligence: How to sharpen your emotional intelligence

Emotional intelligence (EI) can be characterised as a set of skills and competencies - such as initiative, empathy, trust-building and personal discipline - that affect an individual's ability to cope under different pressures and circumstances. In a work context, this could mean knowing when to share a joke with colleagues, or speak out in a meeting, or the ability to handle an indecisive manager.

Why is it important?

It all might seem a bit too 'New Age' for hard-nosed business executives focused on the bottom line, but emotional intelligence is increasingly being regarded as a valuable people skill that distinguishes the top-performers from average staff.

"People respond well to those they respect and trust, and this is why it is important to realise EI is not just about 'being nice' - it is also about achieving superior business outcomes," says Martin Dodds, director of management training at Tack International, which runs courses with an emotional intelligence component.

EI also has a direct relevance for many core HR functions, such as selection and hiring, and workforce planning. When the US Air Force started to use EI to select its recruiters, for instance, it increased its ability to predict those that would be successful by nearly 300 per cent, saving US$3m a year in the process.

Where do I start?

While a great deal of EI is essentially common sense, the best way to get a detailed picture is to read up on the theories. There is no shortage of thinkers or research to use as entry points.

The term was coined by US academic psychologists Peter Salovey and John Mayer in 1990, but it was Daniel Goleman who popularised it with his international bestseller Emotional Intelligence: Why it Can Matter More Than IQ. His second book, Working with Emotional Intelligence - which focused on the importance of EI in the workplace - is largely responsible for placing it on the corporate agenda.

Also try the Consortium for Research on Emotional Intelligence in Organisations. Made up of academics, business leaders and organisations involved in the field (including the US-based Office of Personnel Management), its site offers a vast downloadable library of research reports, case studies, and practice guidelines, as well as a new 'Issues in EI' section.

Learn more about yourself

Sharpening your emotional intelligence quotient (EQ) involves both an understanding of your own ambitions and sensitivities and the viewpoints of others, so it is necessary to have your emotional intelligence assessed. Reuven Bar-On's EQ-i test designed to evaluate specific emotional competencies is one of several tests that will give an accurate picture, but there are many websites that offer free interactive EQ testing, and although some are little more than straightforward personality tests, the better ones should help improve your awareness. Check out http://ei.haygroup.com/resources/default_ieitest.htm to kick off.

Even if you are unable to do an online, interactive assessment, you can still carry out an honest examination of your approach to situations. The kinds of questions you should be asking are: Do you often get frustrated at work? What makes you react in a forceful way? Can you control your moods? Would you ask for help if you were in need of guidance? Also think about how you react to criticism - does it put you on the defensive?

Seek as much objective feedback as possible

Frank and impartial feedback is a key element of understanding how you are seen by others, and heightening self-perception. Quiz your senior managers, mentor and network to discover more about your actions and empathy levels. Some training courses also use specially-designed questionnaires, that managers can get this information from their teams. Refrain from going on the defensive if it's not what you want to hear. "If you are open in seeking a broad range of opinions, you will have a good idea of the ways in which you need to raise your EI," says Dodds.

Practice makes perfect

Although there is some debate about whether every aspect of emotional intelligence can be learned, it is widely accepted that practice is the best way to develop these sought-after skills.

Run through any unpleasant or awkward scenarios you might be facing, preferably with a mentor or trusted colleague, to work out the most constructive and sensitive way of tackling them.

Remember to keep a journal as it can help with personal reflection and understanding your motivations.

Where can I get more info?

Books

- Executive EQ: Emotional Intelligence in Business, Robert K Cooper, Ayman Sawaf, Texere Publishing, £12.99, ISBN 1587990997

- Working with Emotional Intelligence, Daniel Goleman, Bloomsbury, £7.99, ISBN 0747543844

Websites

- Consortium for Research on Emotional Intelligence in Organisations

www.eiconsortium.org

Centre for Applied Emotional Intelligence

www.emotionalintelligence.co.uk

Tack International

www.tackinternational.co.uk

If you only do five things...

1 Read up on EI theories

2 Assess your own EQ

3 Get feedback

4 Take responsibility for your own behaviour

5 Rehearse difficult situations to determine the best outcome

Expert's view: Martin Dodds on sharpening your emotional intelligence

Martin Dodds is director of management training at training consultancy Tack International, whose course on Interpersonal Development Skills includes emotional intelligence components.

Has the concept of emotional intelligence now been firmly embedded into business circles and culture?

Unfortunately, this has yet to happen in the UK business world. However, EI has been widely acknowledged and is developing in continental Europe.

What would you define as the key characteristics of emotional intelligence?

The most significant areas within EI include:

- Self-awareness: Only when somebody is aware of their strengths and weaknesses can they maximise their potential.

- Self-regulation: In a constantly changing business world, the ability to control your emotions is paramount. Panic and anger are understandable, but rarely produce good working relationships.

- Empathy: The successful manager is the one who convinces people that they are important, and is aware of the changing moods and emotions of their people.

- Social skills: First impressions are very powerful and can be difficult to change. The first handshake or greeting and initial facial expressions form the basis of our opinion, and begin to develop the reputation we have within an organisation.

What are the do's and don'ts?

Do:
- Seek feedback
- Show interest in others
- Trust people
- Control difficult situations
- Put yourself in their shoes
- Be honest

Don't:
- Be defensive
- Be self-centred
- Think you have all the answers
- Gossip behind people's backs
- Think what works for you works for everybody else
- Lose your temper