Emotional Intelligence: The difference maker between career mediocrity and stardom

Problem: “Rigidity, poor relationships and the inability to lead teams are the most common traits of executives who derail” (Centre for Creative Leadership Study)

Solution: “A study of hundreds of executives at 15 global organizations, including Pepsi, IBM and Volvo, found that two thirds of the competencies deemed essential to succeed were emotional competencies” (Hay McBer’s)”

“Daniel Goleman’s analysis of 181 jobs in 121 organizations found that emotional competencies were the best differentiators between star performers and typical performers”

Case: The snack bar supervisor of a [resort] just had another argument with his boss. He was angry and hated the thought of finishing the remaining four weeks of his summer contract. It was obvious to the supervisor that his boss held a personal grudge against him that was growing in intensity. He wondered how to finally settle their differences. (Ivey Publishing, 2007)

Analysis: There are 18 competencies that make up emotional intelligence.  Here are five that apply to the snack bar supervisor.

1. Self-control: The supervisor will have to control his negative emotions and resourcefully channel his emotions in a productive way.  It will be easy for the supervisor to focus on how much he does not get along with his boss.  He must shift his focus on to his customers and whenever speaking to his supervisor communicate from the perspective of the betterment of customer experience.  This will help him take the draining emotions out of his interactions.

2. Self-assessment: No one is without fault.  Self-aware people undertstand their strengths and weaknesses.  It is very important that the supervisor admit to his weaknesses.  The best way to do this is to tell the boss what he is very good at and what he is not as effective in.  This sign of humility will help open the lines of honest communication with his boss.

3. Transparency: An increasingly intensifying grudge is the result of resentment.  The only way to get rid of resentment is to make amends with the other person.  This takes a lot of courage.  If the supervisor were to approach his boss and address the tension between the two of them it would break the ice for the boss to speak.  At first, it will be uncomfortable for both parties but would have significant long term benefits.

4. Self-confidence: If the supervisor is a people pleaser he will feel more and more resistant to communicating openly, which will only further damage the relationship.  The supervisor must remind himself what he does well in his job and remember that an argument is about a situation and not his worth as an employee.

5. Empathy: Listen.  Pay attention.  Observe.  The supervisor must direct less of his attention on himself and more on his boss.  Answers to his frustrations lie here.

Author of ‘99 Things You Wish You Knew Before…Giving Up On Your Dream Job’. Lecturer on Career Management at the Sauder School of Business.  Email your question to: info@Dr-Career.com. Visit www.Dr-Career.com for a free download.

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