Working With Emotional Intelligence Book Summary

 

Working With Emotional Intelligence Book Summary

Book Summary: Working with Emotional Intelligence by Daniel Goleman

Emotional Intelligence in Business

As corporations across the country strive to maintain market share, brand recognition and status in the highly competitive world of business, Daniel Goleman, Ph.D. and an instructor at Harvard University, suggests they may be overlooking a key resource already employed. His book, Working with Emotional Intelligence, suggests the tide has turned from the business management model traditionally based upon intellect and perhaps a degree from an impressive university.

That concept is being challenged by quantifiable results being experienced through a team collaboration concept, based on interpersonal relationships and emotional intelligence. Savvy organizations have realized the power and potential of emotional intelligence and have developed training programs to harness it. One of the most exciting aspects of E.Q. is that it can be taught and even increased, unlike the mental I.Q.

IQ versus EQ

Studies performed by Daniel Goleman reach around the world but findings mirror those discovered here in this country. When intellect and knowledge are the priorities for hiring for leadership positions, success of the department or branch are far from assured. In contrast, when the main consideration for the leadership position is based on emotional intelligence, production increases, employee satisfaction increases and team collaborations generate an adaptable resource, more flexible to meet the variety of market trends.

Goleman’s studies indicate some companies value characteristics of well-developed emotional intelligence (soft people skills) twice as high as cognitive intelligence.

Characteristics of Emotional Intelligence

A well-developed sense of emotional intelligence infers a person in touch with themselves, recognizing the source of their emotions and the power emotions possess. These individuals not only have self-confidence, they instill it in those around them. They are self-starters and their drive to achieve is internal, satisfying a personal desire. They tend to immerse themselves into a task and find the challenge in it.

An additional benefit is that they can inspire their team, raising the collective E.Q. of a group and ultimately the quality of their work. Their internal "radar" lets them read people using gut instincts, makes them comfortable with anyone, unthreatened by sharing knowledge or credit. They are the natural leaders that are sought out for direction, advice and "sounding boards" due to keen listening skills and the empathetic response they provide.

An individual comfortable with interpersonal relationships will generally possess a multitude of these characteristics. Goleman indicates these qualities can also be taught and further developed through self-examination and feedback methods. His book provides examples of how E.Q. manifests these traits and how to utilize them in leadership and for conflict resolution.

Common Traits of Emotionally Intelligent People

• Self Aware

• Confident

• Motivated

• Good Listeners

• Fair

• Loyal

• Empathetic

• Mentors

• Open Minded

• Creative

• Positive

• Humorous

• Trusting

• Reliable

• Collaborators

• Influential

• Respected

• Assertive

• Friendly

• Political Instincts

• Articulate

• Decisive

• Generous

• Networkers

• Engaging

The Impact of Emotional Intelligence

Management based on E.Q. rather than I.Q. elicits the highest degree of cooperation from each member of the team, through trust, appreciation, respect and empathy. It begins with building rapport, developing relationships, balancing chemistries and then matching the appropriate skills and knowledge to draw the highest level of contribution from the talent assembled.

Relationships forged between team members establish bonds that exceed the initial task and are carried into other projects and other opportunities. Shared knowledge and principles of E.Q. are reapplied, with the introduction of new projects and new players. Exponential duplication occurs; reinforcement of mutual support and cooperation methods ensue as new teams evolve in pursuit a common goal, in tandem.

Maintaining relationships is a natural occurrence and increases the resource network available for future needs. Whether problem solving on a work project or conflict resolution, it becomes the way business gets done. Emotional intelligence of a team is increased by the energy, attitude and the commitment level resonating among team members. A well-developed leader, utilizing their E.Q. skills will inspire the highest performance from every individual, and maximize the collective I.Q. that a corporation has invested in.

Corporate Adaptation of E.Q.

Intuitive organizations are embracing and applying the methods described in Working with Emotional Intelligence. Corporations are introducing management training programs designed to cultivate the "soft people skills" in "natural leaders" that exist within their companies. Mentoring programs are being fostered to promote sharing knowledge and experience, and extending the relationship-based network of resources.

Companies are also shifting emotional intelligence to a priority position for consideration before cognitive intelligence in their hiring process. E.Q. leadership of team projects and collaboration efforts has proven effect in increasing innovation, motivation, satisfaction and ultimately the dollar sign on the bottom line.

Why Emotional Intelligence Matters

Emotional Intelligence is a natural resource with vast benefit and potential. Businesses with vision will adapt and utilize emotional intelligence in the workplace to:

• Maximize benefit of the corporate collective I.Q., using E.Q.

• Increase employee satisfaction, their opinions heard and service valued

• Increase company loyalty by team commitment to shared success

• Gain competitive edge through improved and upgraded performance

• Create relationship-based networks, fostering cooperation, nurturing success, and perceiving "failure" as an unexplored opportunity

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