What Makes a Leader?

IQ And Technical Skills Are Important, But Emotional Intelligence Is The Sine Qua Non Of Leadership

W AT !A"ES A LEA#E$%

Harvard Business Review, Nov-Dec 1998 pp 9!-1"# D$N%&L '(L&M$N )uper* +eaders have ver, di--erent wa,s o- directin. a tea/, a division, or a co/pan, )o/e are su*dued and ana+,tica+0 others are charis/atic and .o with their .ut $nd di--erent situations ca++ -or di--erent t,pes o- +eadership Most /er.ers need a sensitive ne.otiator at the he+/, whereas /an, turnarounds re1uire a /ore -orce-u+ kind oauthorit, 2s,cho+o.ist and noted author Danie+ 'o+e/an has -ound, however, that e--ective +eaders are a+ike in one crucia+ wa,3 the, a++ have a hi.h de.ree o- what has co/e to *e known as e/otiona+ inte++i.ence %n -act, 'o+e/an4s research at near+, #"" +ar.e, .+o*a+ co/panies revea+ed that e/otiona+ inte++i.ence- especia++, at the hi.hest +eve+s o- a co/pan,- is the sine 1ua non -or +eadership Without it, a person can have -irst-c+ass trainin., an incisive /ind, and an end+ess supp+, o- .ood ideas, *ut he sti++ won4t /ake a .reat +eader 5he co/ponents o- e/otiona+ inte++i.ence- se+--awareness, se+--re.u+ation, /otivation, e/path,, and socia+ ski++-can sound un-*usiness+ike But e6hi*itin. e/otiona+ inte++i.ence at the workp+ace does not /ean si/p+, contro++in. ,our an.er or .ettin. a+on. with peop+e Rather, it /eans understandin. ,our own and other peop+e4s e/otiona+ /akeup we++ enou.h to /ove peop+e in the direction o- acco/p+ishin. ,our co/pan,4s .oa+s %n this artic+e, the author discusses each co/ponent o- e/otiona+ inte++i.ence and shows throu.h e6a/p+es how to reco.ni7e it in potentia+ +eaders, how and wh, it +eads to /easura*+e *usiness resu+ts, and how it can *e +earned %t takes ti/e and, /ost o- a++, co//it/ent But the *ene-its that co/e -ro/ havin. a we++-deve+oped e/otiona+ inte++i.ence, *oth -or the individua+ and the or.ani7ation, /ake it worth the e--ort &8&R9 B:)%N&))2&R)(N knows a stor, a*out a hi.h+, inte++i.ent, hi.h+, ski++ed e6ecutive who was pro/oted into a +eadership position on+, to -ai+ at the ;o* $nd the, a+so know a stor, a*out so/eone with so+id-*ut not e6traordinar,-inte++ectua+ a*i+ities and technica+ ski++s who was pro/oted into a si/i+ar position and then soared

)uch anecdotes support the widespread *e+ie- that identi-,in. individua+s with the <ri.ht stu--< to *e +eaders is /ore art than science $-ter a++, the persona+ st,+es o- super* +eaders var,3 so/e +eaders are su*dued and ana+,tica+0 others shout their /ani-estos -ro/ the /ountaintops $nd ;ust as i/portant, di--erent situations ca++ -or di--erent t,pes o+eadership Most /er.ers need a sensitive ne.otiator at the he+/, whereas /an, turnarounds re1uire a /ore -orce-u+ authorit, % have -ound, however, that the /ost e--ective +eaders are a+ike in one crucia+ wa,3 the, a++ have a hi.h de.ree o- what has co/e to *e known as e/otiona+ inte++i.ence %t4s not that %= and technica+ ski++s are irre+evant 5he, do /atter, *ut /ain+, as <thresho+d capa*i+ities<0 that is, the, are the entr,-+eve+ re1uire/ents -or e6ecutive positions But /, research, a+on. with other recent studies, c+ear+, shows that e/otiona+ inte++i.ence is the sine 1ua non o- +eadership Without it, a person can have the *est trainin. in the wor+d, an incisive, ana+,tica+ /ind, and an end+ess supp+, o- s/art ideas, *ut he sti++ won4t /ake a .reat +eader %n the course o- the past ,ear, /, co++ea.ues and % have -ocused on how e/otiona+ inte++i.ence operates at work We have e6a/ined the re+ationship *etween e/otiona+ inte++i.ence and e--ective per-or/ance, especia++, in +eaders $nd we have o*served how e/otiona+ inte++i.ence shows itse+- on the ;o* How can ,ou te++ i- so/eone has hi.h e/otiona+ inte++i.ence, -or e6a/p+e, and how can ,ou reco.ni7e it in ,ourse+-? %n the -o++owin. pa.es, we4++ e6p+ore these 1uestions, takin. each o- the co/ponents oe/otiona+ inte++i.ence-se+--awareness, se+--re.u+ation, /otivation, e/path,, and socia+ ski++-in turn

E&aluating Emotional Intelligence

Most +ar.e co/panies toda, have e/p+o,ed trained ps,cho+o.ists to deve+op what are known as <co/petenc, /ode+s< to aid the/ in identi-,in., trainin., and pro/otin. +ike+, stars in the +eadership -ir/a/ent 5he ps,cho+o.ists have a+so deve+oped such /ode+s -or +ower-+eve+ positions $nd in recent ,ears, % have ana+,7ed co/petenc, /ode+s -ro/ 188 co/panies, /ost o- which were +ar.e and .+o*a+ and inc+uded the +ikes o- Lucent 5echno+o.ies, British $irwa,s, and >redit )uisse %n carr,in. out this work, /, o*;ective was to deter/ine which persona+ capa*i+ities drove outstandin. per-or/ance within these or.ani7ations, and to what de.ree the, did so % .rouped capa*i+ities into three cate.ories3 pure+, technica+ ski++s +ike accountin. and *usiness p+annin.0 co.nitive a*i+ities +ike ana+,tica+ reasonin.0 and co/petencies de/onstratin. e/otiona+ inte++i.ence such as the a*i+it, to work with others and e--ectiveness in +eadin. chan.e 5o create so/e o- the co/petenc, /ode+s, ps,cho+o.ists asked senior /ana.ers at the co/panies to identi-, the capa*i+ities that t,pi-ied the or.ani7ation4s /ost outstandin. +eaders 5o create other /ode+s, the ps,cho+o.ists used o*;ective criteria such as a division4s pro-ita*i+it, to di--erentiate the star per-or/ers at senior +eve+s within their or.ani7ations -ro/ the avera.e ones 5hose individua+s were then e6tensive+,

interviewed and tested, and their capa*i+ities were co/pared 5his process resu+ted in the creation o- +ists o- in.redients -or hi.h+, e--ective +eaders 5he +ists ran.ed in +en.th -ro/ ? to 1@ ite/s and inc+uded such in.redients as initiative and strate.ic vision When % ana+,7ed a++ this data, % -ound dra/atic resu+ts 5o *e sure, inte++ect was a driver o- outstandin. per-or/ance >o.nitive ski++s such as *i.-picture thinkin. and +on.-ter/ vision were particu+ar+, i/portant But when % ca+cu+ated the ratio o- technica+ ski++s, %=, and e/otiona+ inte++i.ence as in.redients o- e6ce++ent per-or/ance, e/otiona+ inte++i.ence proved to *e twice as i/portant as the others -or ;o*s at a++ +eve+s Moreover, /, ana+,sis showed that e/otiona+ inte++i.ence p+a,ed an increasin.+, i/portant ro+e at the hi.hest +eve+s o- the co/pan,, where di--erences in technica+ ski++s are o- ne.+i.i*+e i/portance %n other words, the hi.her the rank o- a person considered to *e a star per-or/er, the /ore e/otiona+ inte++i.ence capa*i+ities showed up as the reason -or his or her e--ectiveness When % co/pared star per-or/ers with avera.e ones in senior +eadership positions, near+, 9"A o- the di--erence in their pro-i+es was attri*uta*+e to e/otiona+ inte++i.ence -actors rather than co.nitive a*i+ities (ther researchers have con-ir/ed that e/otiona+ inte++i.ence not on+, distin.uishes outstandin. +eaders *ut can a+so *e +inked to stron. per-or/ance 5he -indin.s o- the +ate David Mc>+e++and, the renowned researcher in hu/an and or.ani7ationa+ *ehavior, are a .ood e6a/p+e %n a 199B stud, o- a .+o*a+ -ood and *evera.e co/pan,, Mc>+e++and -ound that when senior /ana.ers had a critica+ /ass o- e/otiona+ inte++i.ence capa*i+ities, their divisions outper-or/ed ,ear+, earnin.s .oa+s *, #"A Meanwhi+e, division +eaders without that critica+ /ass underper-or/ed *, a+/ost the sa/e a/ount Mc>+e++and4s -indin.s, interestin.+,, he+d as true in the co/pan,4s : ) divisions as in its divisions in $sia and &urope %n short, the nu/*ers are *e.innin. to te++ us a persuasive stor, a*out the +ink *etween a co/pan,4s success and the e/otiona+ inte++i.ence o- its +eaders $nd ;ust as i/portant, research is a+so de/onstratin. that peop+e can, i- the, take the ri.ht approach, deve+op their e/otiona+ inte++i.ence C)ee the insert <>an &/otiona+ %nte++i.ence Be Learned?<D

Self'A(areness
)e+--awareness is the -irst co/ponent o- e/otiona+ inte++i.ence-which /akes sense when one considers that the De+phic orac+e .ave the advice to <know th,se+-< thousands o,ears a.o )e+--awareness /eans havin. a deep understandin. o- one4s e/otions, stren.ths, weaknesses, needs, and drives 2eop+e with stron. se+--awareness are neither over+, critica+ nor unrea+istica++, hope-u+ Rather, the, are honest-with the/se+ves and with others 2eop+e who have a hi.h de.ree o- se+--awareness reco.ni7e how their -ee+in.s a--ect the/, other peop+e, and their ;o* per-or/ance 5hus a se+--aware person who knows that ti.ht dead+ines *rin. out the worst in hi/ p+ans his ti/e care-u++, and .ets his work done we++ in advance $nother person with hi.h se+--awareness wi++ *e a*+e to work with a

de/andin. c+ient )he wi++ understand the c+ient4s i/pact on her /oods and the deeper reasons -or her -rustration <5heir trivia+ de/ands take us awa, -ro/ the rea+ work that needs to *e done,< she /i.ht e6p+ain $nd she wi++ .o one step -urther and turn her an.er into so/ethin. constructive )e+--awareness e6tends to a person4s understandin. o- his or her va+ues and .oa+s )o/eone who is hi.h+, se+--aware knows where he is headed and wh,0 so, -or e6a/p+e, he wi++ *e a*+e to *e -ir/ in turnin. down a ;o* o--er that is te/ptin. -inancia++, *ut does not -it with his princip+es or +on.-ter/ .oa+s $ person who +acks se+--awareness is apt to /ake decisions that *rin. on inner tur/oi+ *, treadin. on *uried va+ues <5he /one, +ooked .ood so % si.ned on,< so/eone /i.ht sa, two ,ears into a ;o*, <*ut the work /eans so +itt+e to /e that %4/ constant+, *ored < 5he decisions o- se+--aware peop+e /esh with their va+ues0 conse1uent+,, the, o-ten -ind work to *e ener.i7in. How can one reco.ni7e se+--awareness? Eirst and -ore/ost, it shows itse+- as candor and an a*i+it, to assess onese+- rea+istica++, 2eop+e with hi.h se+--awareness are a*+e to speak accurate+, and open+,- a+thou.h not necessari+, e--usive+, or con-essiona++,-a*out their e/otions and the i/pact the, have on their work Eor instance, one /ana.er % know owas skeptica+ a*out a new persona+-shopper service that her co/pan,, a /a;or depart/ent-store chain, was a*out to introduce Without pro/ptin. -ro/ her tea/ or her *oss, she o--ered the/ an e6p+anation3 <%t4s hard -or /e to .et *ehind the ro++out o- this service,< she ad/itted, <*ecause % rea++, wanted to run the pro;ect, *ut % wasn4t se+ected Bear with /e whi+e % dea+ with that < 5he /ana.er did indeed e6a/ine her -ee+in.s0 a week +ater, she was supportin. the pro;ect -u++, )uch se+--know+ed.e o-ten shows itse+- in the hirin. process $sk a candidate to descri*e a ti/e he .ot carried awa, *, his -ee+in.s and did so/ethin. he +ater re.retted )e+-aware candidates wi++ *e -rank in ad/ittin. to -ai+ure- and wi++ o-ten te++ their ta+es with a s/i+e (ne o- the ha++/arks o- se+--awareness is a se+--deprecatin. sense o- hu/or )e+--awareness can a+so *e identi-ied durin. per-or/ance reviews )e+--aware peop+e know-and are co/-orta*+e ta+kin. a*out-their +i/itations and stren.ths, and the, o-ten de/onstrate a thirst -or constructive criticis/ B, contrast, peop+e with +ow se+-awareness interpret the /essa.e that the, need to i/prove as a threat or a si.n o- -ai+ure )e+--aware peop+e can a+so *e reco.ni7ed *, their se+--con-idence 5he, have a -ir/ .rasp o- their capa*i+ities and are +ess +ike+, to set the/se+ves up to -ai+ *,, -or e6a/p+e, overstretchin. on assi.n/ents 5he, know, too, when to ask -or he+p $nd the risks the, take on the ;o* are ca+cu+ated 5he, won4t ask -or a cha++en.e that the, know the, can4t hand+e a+one 5he,4++ p+a, to their stren.ths >onsider the actions o- a /id+eve+ e/p+o,ee who was invited to sit in on a strate., /eetin. with her co/pan,4s top e6ecutives $+thou.h she was the /ost ;unior person in the roo/, she did not sit there 1uiet+,, +istenin. in awestruck or -ear-u+ si+ence )he knew she had a head -or c+ear +o.ic and the ski++ to present ideas persuasive+,, and she o--ered

co.ent su..estions a*out the co/pan,4s strate., $t the sa/e ti/e, her se+--awareness stopped her -ro/ wanderin. into territor, where she knew she was weak Despite the va+ue o- havin. se+--aware peop+e in the workp+ace, /, research indicates that senior e6ecutives don4t o-ten .ive se+--awareness the credit it deserves when the, +ook -or potentia+ +eaders Man, e6ecutives /istake candor a*out -ee+in.s -or <wi/piness< and -ai+ to .ive due respect to e/p+o,ees who open+, acknow+ed.e their shortco/in.s )uch peop+e are too readi+, dis/issed as <not tou.h enou.h< to +ead others %n -act, the opposite is true %n the -irst p+ace, peop+e .enera++, ad/ire and respect candor Eurther, +eaders are constant+, re1uired to /ake ;ud./ent ca++s that re1uire a candid assess/ent o- capa*i+ities-their own and those o- others Do we have the /ana.e/ent e6pertise to ac1uire a co/petitor? >an we +aunch a new product within si6 /onths? 2eop+e who assess the/se+ves honest+,-that is, se+--aware peop+e-are we++ suited to do the sa/e -or the or.ani7ations the, run

Self'$egulation
Bio+o.ica+ i/pu+ses drive our e/otions We cannot do awa, with the/-*ut we can do /uch to /ana.e the/ )e+--re.u+ation, which is +ike an on.oin. inner conversation, is the co/ponent o- e/otiona+ inte++i.ence that -rees us -ro/ *ein. prisoners o- our -ee+in.s 2eop+e en.a.ed in such a conversation -ee+ *ad /oods and e/otiona+ i/pu+ses ;ust as ever,one e+se does, *ut the, -ind wa,s to contro+ the/ and even to channe+ the/ in use-u+ wa,s %/a.ine an e6ecutive who has ;ust watched a tea/ o- his e/p+o,ees present a *otched ana+,sis to the co/pan,4s *oard o- directors %n the .+oo/ that -o++ows, the e6ecutive /i.ht -ind hi/se+- te/pted to pound on the ta*+e in an.er or kick over a chair He cou+d +eap up and screa/ at the .roup (r he /i.ht /aintain a .ri/ si+ence, .+arin. at ever,one *e-ore sta+kin. o-But i- he had a .i-t -or se+--re.u+ation, he wou+d choose a di--erent approach He wou+d pick his words care-u++,, acknow+ed.in. the tea/4s poor per-or/ance without rushin. to an, hast, ;ud./ent He wou+d then step *ack to consider the reasons -or the -ai+ure $re the, persona+-a +ack o- e--ort? $re there an, /iti.atin. -actors? What was his ro+e in the de*ac+e? $-ter considerin. these 1uestions, he wou+d ca++ the tea/ to.ether, +a, out the incident4s conse1uences, and o--er his -ee+in.s a*out it He wou+d then present his ana+,sis o- the pro*+e/ and a we++ considered so+ution Wh, does se+--re.u+ation /atter so /uch -or +eaders? Eirst o- a++, peop+e who are in contro+ o- their -ee+in.s and i/pu+ses- that is, peop+e who are reasona*+e-are a*+e to create an environ/ent o- trust and -airness %n such an environ/ent, po+itics and in-i.htin. are sharp+, reduced and productivit, is hi.h 5a+ented peop+e -+ock to the or.ani7ation and aren4t te/pted to +eave $nd se+--re.u+ation has a trick+e-down e--ect

No one wants to *e known as a hothead when the *oss is known -or her ca+/ approach Eewer *ad /oods at the top /ean -ewer throu.hout the or.ani7ation )econd, se+--re.u+ation is i/portant -or co/petitive reasons &ver,one knows that *usiness toda, is ri-e with a/*i.uit, and chan.e >o/panies /er.e and *reak apart re.u+ar+, 5echno+o., trans-or/s work at a di77,in. pace 2eop+e who have /astered their e/otions are a*+e to ro++ with the chan.es When a new chan.e pro.ra/ is announced, the, don4t panic0 instead, the, are a*+e to suspend ;ud./ent, seek out in-or/ation, and +isten to e6ecutives e6p+ain the new pro.ra/ $s the initiative /oves -orward, the, a6e a*+e to /ove with it )o/eti/es the, even +ead the wa, >onsider the case o- a /ana.er at a +ar.e /anu-acturin. co/pan, Like her co++ea.ues, she had used a certain so-tware pro.ra/ -or -ive ,ears 5he pro.ra/ drove how she co++ected and reported data and how she thou.ht a*out the co/pan,4s strate., (ne da,, senior e6ecutives announced that a new pro.ra/ was to *e insta++ed that wou+d radica++, chan.e how in-or/ation was .athered and assessed within the or.ani7ation Whi+e /an, peop+e in the co/pan, co/p+ained *itter+, a*out how disruptive the chan.e wou+d *e, the /ana.er /u++ed over the reasons -or the new pro.ra/ and was convinced o- its potentia+ to i/prove per-or/ance )he ea.er+, attended trainin. sessions-so/e o- her co++ea.ues re-used to do so- and was eventua++, pro/oted to run severa+ divisions, in part *ecause she used the new techno+o., so e--ective+, % want to push the i/portance o- se+--re.u+ation to +eadership even -urther and /ake the case that it enhances inte.rit,, which is not on+, a persona+ virtue *ut a+so an or.ani7ationa+ stren.th Man, o- the *ad thin.s that happen in co/panies are a -unction o- i/pu+sive *ehavior 2eop+e rare+, p+an to e6a..erate pro-its, pad e6pense accounts, dip into the ti++, or a*use power -or se+-ish ends %nstead, an opportunit, presents itse+-, and peop+e with +ow i/pu+se contro+ ;ust sa, ,es B, contrast, consider the *ehavior o- the senior e6ecutive at a +ar.e -ood co/pan, 5he e6ecutive was scrupu+ous+, honest in his ne.otiations with +oca+ distri*utors He wou+d routine+, +a, out his cost structure in detai+, there*, .ivin. the distri*utors a rea+istic understandin. o- the co/pan,4s pricin. 5his approach /eant the e6ecutive cou+dn4t a+wa,s drive a hard *ar.ain Now, on occasion, he -e+t the ur.e to increase pro-its *, withho+din. in-or/ation a*out the co/pan,4s costs But he cha++en.ed that i/pu+se-he saw that it /ade /ore sense in the +on. run to counteract it His e/otiona+ se+- re.u+ation paid o-- in stron., +astin. re+ationships with distri*utors that *ene-ited the co/pan, /ore than an, short-ter/ -inancia+ .ains wou+d have 5he si.ns o- e/otiona+ se+--re.u+ation, there-ore, are not hard to /iss3 a propensit, -or re-+ection and thou.ht-u+ness0 co/-ort with a/*i.uit, and chan.e0 and inte.rit,-an a*i+it, to sa, no to i/pu+sive ur.es Like se+--awareness, se+--re.u+ation o-ten does not .et its due 2eop+e who can /aster their e/otions are so/eti/es seen as co+d -ish-their considered responses are taken as a

+ack o- passion 2eop+e with -ier, te/pera/ents are -re1uent+, thou.ht o- as <c+assic< +eaders-their out*ursts are considered ha++/arks o- charis/a and power But when such peop+e /ake it to the top, their i/pu+siveness o-ten works a.ainst the/ %n /, research, e6tre/e disp+a,s o- ne.ative e/otion have never e/er.ed as a driver o- .ood +eadership

!oti&ation
%- there is one trait that virtua++, a++ e--ective +eaders have, it is /otivation 5he, are driven to achieve *e,ond e6pectations-their own and ever,one e+se4s 5he ke, word here is achieve 2+ent, o- peop+e are /otivated *, e6terna+ -actors such as a *i. sa+ar, or the status that co/es -ro/ havin. an i/pressive tit+e or *ein. part o- a presti.ious co/pan, B, contrast, those with +eadership potentia+ are /otivated *, a deep+, e/*edded desire to achieve -or the sake o- achieve/ent %- ,ou are +ookin. -or +eaders, how can ,ou identi-, peop+e who are /otivated *, the drive to achieve rather than *, e6terna+ rewards? 5he -irst si.n is a passion -or the work itse+--such peop+e seek out creative cha++en.es, +ove to +earn, and take .reat pride in a ;o* we++ done 5he, a+so disp+a, an un-+a..in. ener., to do thin.s *etter 2eop+e with such ener., o-ten see/ rest+ess with the status 1uo 5he, are persistent with their 1uestions a*out wh, thin.s are done one wa, rather than another0 the, are ea.er to e6p+ore new approaches to their work $ cos/etics co/pan, /ana.er, -or e6a/p+e, was -rustrated that he had to wait two weeks to .et sa+es resu+ts -ro/ peop+e in the -ie+d He -ina++, tracked down an auto/ated phone s,ste/ that wou+d *eep each o- his sa+espeop+e at @ 2 M ever, da, $n auto/ated /essa.e then pro/pted the/ to punch in their nu/*ers-how /an, ca++s and sa+es the, had /ade that da, 5he s,ste/ shortened the -eed*ack ti/e on sa+es resu+ts -ro/ weeks to hours 5hat stor, i++ustrates two other co//on traits o- peop+e who are driven to achieve 5he, are -orever raisin. the per-or/ance *ar, and the, +ike to keep score 5ake the per-or/ance *ar -irst Durin. per-or/ance reviews, peop+e with hi.h +eve+s o- /otivation /i.ht ask to *e <stretched< *, their superiors (- course, an e/p+o,ee who co/*ines se+--awareness with interna+ /otivation wi++ reco.ni7e her +i/its-*ut she won4t sett+e -or o*;ectives that see/ too eas, to -u+-i++ $nd it -o++ows natura++, that peop+e who are driven to do *etter a+so want a wa, otrackin. pro.ress-their own, their tea/4s, and their co/pan,4s Whereas peop+e with +ow achieve/ent /otivation are o-ten -u77, a*out resu+ts, those with hi.h achieve/ent /otivation o-ten keep score *, trackin. such hard /easures as pro-ita*i+it, or /arket share % know o- a /one, /ana.er who starts and ends his da, on the %nternet, .au.in. the per-or/ance o- his stock hand a.ainst -our industr,-set *ench/arks %nterestin.+,, peop+e with hi.h /otivation re/ain opti/istic even when the score is a.ainst the/ %n such cases, se+--re.u+ation co/*ines with achieve/ent /otivation to overco/e the -rustration and depression that co/e a-ter a set*ack or -ai+ure 5ake the

case o- an another port-o+io /ana.er at a +ar.e invest/ent co/pan, $-ter severa+ success-u+ ,ears, her -und tu/*+ed -or three consecutive 1uarters, +eadin. three +ar.e institutiona+ c+ients to shi-t their *usiness e+sewhere )o/e e6ecutives wou+d have *+a/ed the nosedive on circu/stances outside their contro+0 others /i.ht have seen the set*ack as evidence o- persona+ -ai+ure 5his port-o+io /ana.er, however, saw an opportunit, to prove she cou+d +ead a turnaround 5wo ,ears +ater, when she was pro/oted to a ver, senior +eve+ in the co/pan,, she descri*ed the e6perience as <the *est thin. that ever happened to /e0 % +earned so /uch -ro/ it < &6ecutives tr,in. to reco.ni7e hi.h +eve+s o- achieve/ent /otivation in their peop+e can +ook -or one +ast piece o- evidence3 co//it/ent to the or.ani7ation When peop+e +ove their ;o* -or the work itse+-, the, o-ten -ee+ co//itted to the or.ani7ations that /ake that work possi*+e >o//itted e/p+o,ees are +ike+, to sta, with an or.ani7ation even when the, are pursued *, headhunters wavin. /one, %t4s not di--icu+t to understand how and wh, a /otivation to achieve trans+ates into stron. +eadership %- ,ou set the per-or/ance *ar hi.h -or ,ourse+-, ,ou wi++ do the sa/e -or the or.ani7ation when ,ou are in a position to do so Likewise, a drive to surpass .oa+s and an interest in keepin. score can *e conta.ious Leaders with these traits can o-ten *ui+d a tea/ o- /ana.ers around the/ with the sa/e traits $nd o- course, opti/is/ and or.ani7ationa+ co//it/ent are -unda/enta+ to +eadership-;ust tr, to i/a.ine runnin. a co/pan, without the/

Empath)
(- a++ the di/ensions o- e/otiona+ inte++i.ence, e/path, is the /ost easi+, reco.ni7ed We have a++ -e+t the e/path, o- a sensitive teacher or -riend0 we have a++ *een struck *, its a*sence in an un-ee+in. coach or *oss But when it co/es to *usiness, we rare+, hear peop+e praised, +et a+one rewarded, -or their e/path, 5he ver, word see/s un*usiness+ike, out o- p+ace a/id the tou.h rea+ities o- the /arketp+ace But e/path, doesn4t /ean a kind o- <%4/ oka,, ,ou4re oka,< /ushiness Eor a +eader, that is, it doesn4t /ean adoptin. other peop+e4s e/otions as one4s own and tr,in. to p+ease ever,*od, 5hat wou+d *e a ni.ht/are-it wou+d /ake action i/possi*+e Rather, e/path, /eans thou.ht-u++, considerin. e/p+o,ees4 -ee+in.s- a+on. with other -actors-in the process o- /akin. inte++i.ent decisions Eor an e6a/p+e o- e/path, in action, consider what happened when two .iant *rokera.e co/panies /er.ed, creatin. redundant ;o*s in a++ their divisions (ne division /ana.er ca++ed his peop+e to.ether and .ave a .+oo/, speech that e/phasi7ed the nu/*er opeop+e who wou+d soon *e -ired 5he /ana.er o- another division .ave his peop+e a di--erent kind o- speech He was up-ront a*out his own worr, and con-usion, and he pro/ised to keep peop+e in-or/ed and to treat ever,one -air+,

5he di--erence *etween these two /ana.ers was e/path, 5he -irst /ana.er was too worried a*out his own -ate to consider the -ee+in.s o- his an6iet, stricken co++ea.ues 5he second knew intuitive+, what his peop+e were -ee+in., and he acknow+ed.ed their -ears with his words %s it an, surprise that the -irst /ana.er saw his division sink as /an, de/ora+i7ed peop+e, especia++, the /ost ta+ented, departed? B, contrast, the second /ana.er continued to *e a stron. +eader, his *est peop+e sta,ed, and his division re/ained as productive as ever &/path, is particu+ar+, i/portant toda, as a co/ponent o- +eadership -or at +east three reasons3 the increasin. use o- tea/s0 the rapid pace o- .+o*a+i7ation0 and the .rowin. need to retain ta+ent >onsider the cha++en.e o- +eadin. a tea/ $s an,one who has ever *een a part o- one can attest, tea/s are cau+drons o- *u**+in. e/otions 5he, are o-ten char.ed with reachin. a consensus-hard enou.h with two peop+e and /uch /ore di--icu+t as the nu/*ers increase &ven in .roups with as -ew as -our or -ive /e/*ers, a++iances -or/ and c+ashin. a.endas .et set $ tea/4s +eader /ust *e a*+e to sense and understand the viewpoints oever,one around the ta*+e 5hat4s e6act+, what a /arketin. /ana.er at a +ar.e in-or/ation techno+o., co/pan, was a*+e to do when she was appointed to +ead a trou*+ed tea/ 5he .roup was in tur/oi+, over+oaded *, work and /issin. dead+ines 5ensions were hi.h a/on. the /e/*ers 5inkerin. with procedures was not enou.h to *rin. the .roup to.ether and /ake it an e--ective part o- the co/pan, )o the /ana.er took severa+ steps %n a series o- one-on-one sessions, she took the ti/e to +isten to ever,one in the .roup sa, what was -rustratin. the/, how the, rated their co++ea.ues, whether the, -e+t the, had *een i.nored $nd then she directed the tea/ in a wa, that *rou.ht it to.ether3 she encoura.ed peop+e to speak /ore open+, a*out their -rustrations, and she he+ped peop+e raise constructive co/p+aints durin. /eetin.s %n short, her e/path, a++owed her to understand her tea/4s e/otiona+ /akeup 5he resu+t was not ;ust hei.htened co++a*oration a/on. /e/*ers *ut a+so added *usiness, as the tea/ was ca++ed on -or he+p *, a wider ran.e o- interna+ c+ients '+o*a+i7ation is another reason -or the risin. i/portance o- e/path, -or *usiness +eaders >ross-cu+tura+ dia+o.ue can easi+, +ead to /iscues and /isunderstandin.s &/path, is an antidote 2eop+e who have it are attuned to su*t+eties in *od, +an.ua.e0 the, can hear the /essa.e *eneath the words *ein. spoken Be,ond that, the, have a deep understandin. o- the e6istence and i/portance o- cu+tura+ and ethnic di--erences >onsider the case o- an $/erican consu+tant whose tea/ had ;ust pitched a pro;ect to a potentia+ Fapanese c+ient %n its dea+in.s with $/ericans, the tea/ was accusto/ed to *ein. *o/*arded with 1uestions a-ter such a proposa+, *ut this ti/e it was .reeted with a +on. si+ence (ther /e/*ers o- the tea/, takin. the si+ence as disapprova+, were read, to pack and +eave 5he +ead consu+tant .estured the/ to stop $+thou.h he was not particu+ar+, -a/i+iar with Fapanese cu+ture, he read the c+ient4s -ace and posture and

sensed not re;ection *ut interest-even deep consideration He was ri.ht3 when the c+ient -ina++, spoke, it was to .ive the consu+tin. -ir/ the ;o* Eina++,, e/path, p+a,s a ke, ro+e in the retention o- ta+ent, particu+ar+, in toda,4s in-or/ation econo/, Leaders have a+wa,s needed e/path, to deve+op and keep .ood peop+e, *ut toda, the stakes are hi.her When .ood peop+e +eave, the, take the co/pan,4s know+ed.e with the/ 5hat4s where coachin. and /entorin. co/e in %t has repeated+, *een shown that coachin. and /entorin. pa, o-- not ;ust in *etter per-or/ance *ut a+so in increased ;o* satis-action and decreased turnover But what /akes coachin. and /entorin. work *est is the nature o- the re+ationship (utstandin. coaches and /entors .et inside the heads othe peop+e the, are he+pin. 5he, sense how to .ive e--ective -eed*ack 5he, know when to push -or *etter per-or/ance and when to ho+d *ack %n the wa, the, /otivate their prote.es, the, de/onstrate e/path, in action %n what is pro*a*+, soundin. +ike a re-rain, +et /e repeat that e/path, doesn4t .et /uch respect in *usiness 2eop+e wonder how +eaders can /ake hard decisions i- the, are <-ee+in.< -or a++ the peop+e who wi++ *e a--ected But +eaders with e/path, do /ore than s,/pathi7e with peop+e around the/3 the, use their know+ed.e to i/prove their co/panies in su*t+e *ut i/portant wa,s

Social Skill
5he -irst three co/ponents o- e/otiona+ inte++i.ence are a++ se+--/ana.e/ent ski++s 5he +ast two, e/path, and socia+ ski++, concern a person4s a*i+it, to /ana.e re+ationships with others $s a co/ponent o- e/otiona+ inte++i.ence, socia+ ski++ is not as si/p+e as it sounds %t4s not ;ust a /atter o- -riend+iness, a+thou.h peop+e with hi.h +eve+s o- socia+ ski++ are rare+, /ean-spirited )ocia+ ski++, rather, is -riend+iness with a purpose3 /ovin. peop+e in the direction ,ou desire, whether that4s a.ree/ent on a new /arketin. strate., or enthusias/ a*out a new product )ocia++, ski++ed peop+e tend to have a wide circ+e o- ac1uaintances, and the, have a knack -or -indin. co//on .round with peop+e o- a++ kinds-a knack -or *ui+din. rapport 5hat doesn4t /ean the, socia+i7e continua++,0 it /eans the, work accordin. to the assu/ption that nothin. i/portant .ets done a+one )uch peop+e have a network in p+ace when the ti/e -or action co/es )ocia+ ski++ is the cu+/ination o- the other di/ensions o- e/otiona+ inte++i.ence 2eop+e tend to *e ver, e--ective at /ana.in. re+ationships when the, can understand and contro+ their own e/otions and can e/pathi7e with the -ee+in.s o- others &ven /otivation contri*utes to socia+ ski++ Re/e/*er that peop+e who are driven to achieve tend to *e opti/istic, even in the -ace o- set*acks or -ai+ure When peop+e are up*eat, their <.+ow< is cast upon conversations and other socia+ encounters 5he, are popu+ar, and -or .ood reason

Because it is the outco/e o- the other di/ensions o- e/otiona+ inte++i.ence, socia+ ski++ is reco.ni7a*+e on the ;o* in /an, wa,s that wi++ *, now sound -a/i+iar )ocia++, ski++ed peop+e, -or instance, are adept at /ana.in. tea/s-that4s their e/path, at work Likewise, the, are e6pert persuaders-a /ani-estation o- se+--awareness, se+--re.u+ation, and e/path, co/*ined 'iven those ski++s, .ood persuaders know when to /ake an e/otiona+ p+ea, -or instance, and when an appea+ to reason wi++ work *etter $nd /otivation, when pu*+ic+, visi*+e, /akes such peop+e e6ce++ent co++a*orators0 their passion -or the work spreads to others, and the, are driven to -ind so+utions But so/eti/es socia+ ski++ shows itse+- in wa,s the other e/otiona+ inte++i.ence co/ponents do not Eor instance, socia++, ski++ed peop+e /a, at ti/es appear not to *e workin. whi+e at work 5he, see/ to *e id+, sch/oo7in.-chattin. in the ha++wa,s with co++ea.ues or ;okin. around with peop+e who are not even connected to their <rea+< ;o*s )ocia++, ski++ed peop+e, however, don4t think it /akes sense to ar*itrari+, +i/it the scope o- their re+ationships 5he, *ui+d *onds wide+, *ecause the, know that in these -+uid ti/es, the, /a, need he+p so/eda, -ro/ peop+e the, are ;ust .ettin. to know toda, Eor e6a/p+e, consider the case o- an e6ecutive in the strate., depart/ent o- a .+o*a+ co/puter /anu-acturer B, 199!, he was convinced that the co/pan,4s -uture +a, with the %nternet (ver the course o- the ne6t ,ear, he -ound kindred spirits and used his socia+ ski++ to stitch to.ether a virtua+ co//unit, that cut across +eve+s, divisions, and nations He then used this de -acto tea/ to put up a corporate We* site, a/on. the -irst *, a /a;or co/pan, $nd, on his own initiative, with no *ud.et or -or rea+ status, he si.ned up the co/pan, to participate in an annua+ %nternet industr, convention >a++in. on his a++ies and persuadin. various divisions tC donate -unds, he recruited /ore than @" peop+e -ro/ a do7en di--erent units to represent the co/pan, at the convention Mana.e/ent took notice3 within a ,ear o- the con-erence, the e6ecutive4s tea/ -or/ed the *asis, -or the co/pan,4s -irst %nternet division, and he was -or/a++, put in char.e oit 5o .et there, the e6ecutive had i.nored conventiona+ *oundaries, -or.in. and /aintainin. connections with peop+e in ever, corner o- the or.ani7ation %s socia+ ski++ considered a ke, +eadership capa*i+it, in /ost co/panies? 5he answer is ,es, especia++, when co/pared with the other co/ponents o- e/otiona+ inte++i.ence 2eop+e see/ to know intuitive+, that +eaders need to /ana.e re+ationships e--ective+,0 no +eader is an is+and $-ter a++, the +eader4s task is to .et work done throu.h other peop+e, and socia+ ski++ /akes that possi*+e $ +eader who cannot e6press her e/path, /a, as we++ not have it at a++ $nd a +eader4s /otivation wi++ *e use+ess it he cannot co//unicate his passion to the or.ani7ation )ocia+ ski++ a++ows +eaders to put their e/otiona+ inte++i.ence to work %t wou+d *e -oo+ish to assert that .ood-o+d--ashioned %= and technica+ a*i+it, are not i/portant in.redients in stron. +eadership But the recipe wou+d not *e co/p+ete without e/otiona+ inte++i.ence %t was once thou.ht that the co/ponents o- e/otiona+ inte++i.ence were <nice to have< in *usiness +eaders But now we know that, -or the sake oper-or/ance, these are in.redients that +eaders <need to have <

%t is -ortunate, then, that e/otiona+ inte++i.ence can *e +earned 5he process is not eas, %t takes ti/e and, /ost o- a++, co//it/ent But the *ene-its that co/e -ro/ havin. a we++deve+oped e/otiona+ inte++i.ence, *oth -or the individua+ and -or the or.ani7ation, /ake it worth the e--ort

The *i&e +omponents Of Emotional Intelligence At Work

Definition Self-Awareness the ability to recognize and understand your moods, emotions, and drives, as well as their effect on others the ability to control or redirect disruptive impulses and moods the propensity to suspend judgment to think before acting otivation a passion to work for reasons that go beyond money or status a propensity to pursue goals with energy and persistence !mpathy the ability to understand the emotional makeup of other people skill in treating people according to their emotional reactions Social Skills proficiency in managing relationships and building networks an ability to find common ground and build rapport "allmarks Self-Awareness self-confidence realistic self-assessment self-deprecating sense of humor

Self-Regulation

Self-Regulation

trustworthiness and integrity comfort with ambiguity openness to change

otivation

strong drive to achieve optimism, even in the face of failure organizational commitment

!mpathy

e#pertise in building and retaining talent cross-cultural sensitivity service to clients and customers

Social Skill

effectiveness in leading change persuasiveness e#pertise in building and leading teams

%LL:)5R$5%(N 2H(5( C>(L(RD3 2eop+e who are in contro+ o- their -ee+in.s can ta/e their e/otiona+ i/pu+ses and redirect the/ in use-u+ wa,s GGGGGGGG B, D$N%&L '(L&M$N Danie+ 'o+e/an is the author o- &/otiona+ %nte++i.ence CBanta/, 199@D and Workin. with &/otiona+ %nte++i.ence CBanta/, 1998D He is cochair/an o- the >onsortiu/ -or Research on &/otiona+ %nte++i.ence in (r.ani7ations, which is *ased at Rut.ers :niversit,4s 'raduate )choo+ o- $pp+ied and 2ro-essiona+ 2s,cho+o., in 2iscatawa,, New Ferse, He can *e reached at 'o+e/anH;avanet co/

+an Emotional Intelligence Be Learned%

Eor a.es, peop+e have de*ated i- +eaders are *orn or /ade )o too .oes the de*ate a*out e/otiona+ inte++i.ence $re peop+e *orn with certain +eve+s o- e/path,, -or e6a/p+e, or do the, ac1uire e/path, as a resu+t o- +i-e4s e6periences? 5he answer is *oth )cienti-ic in1uir, stron.+, su..ests that there is a .enetic co/ponent to e/otiona+ inte++i.ence

2s,cho+o.ica+ and deve+op/enta+ research indicates that nurture p+a,s a ro+e as we++ How /uch o- each perhaps wi++ never *e known, *ut research and practice c+ear+, de/onstrate that e/otiona+ inte++i.ence can *e +earned (ne thin. is certain3 e/otiona+ inte++i.ence increases with a.e 5here is an o+d--ashioned word -or the pheno/enon3 /aturit, 9et even with /aturit,, so/e peop+e sti++ need trainin. to enhance their e/otiona+ inte++i.ence :n-ortunate+,, -ar too /an, trainin. pro.ra/s that intend to *ui+d +eadership ski++s- inc+udin. e/otiona+ inte++i.ence- are a waste o- ti/e and /one, 5he pro*+e/ is si/p+e3 the, -ocus on the wron. part o- the *rain &/otiona+ inte++i.ence is *orn +ar.e+, in the neurotrans/itters o- the *rain4s +i/*ic s,ste/, which .overns -ee+in.s, i/pu+ses, and drives Research indicates that the +i/*ic s,ste/ +earns *est throu.h /otivation, e6tended practice,- and -eed*ack >o/pare this with the kind o- +earnin. that .oes on in the neocorte6, which .overns ana+,tica+ and technica+ a*i+it, 5he neocorte6 .rasps concepts and +o.ic %t is the part o- the *rain that -i.ures out how to use a co/puter or /ake a sa+es ca++ *, readin. a *ook Not surprisin.+,-*ut /istaken+,-it is a+so the part o- the *rain tar.eted *, /ost trainin. pro.ra/s ai/ed at enhancin. e/otiona+ inte++i.ence When such pro.ra/s take, in e--ect, a neocortica+ approach, /, research with the >onsortiu/ -or Research on &/otiona+ %nte++i.ence in (r.ani7ations has shown the, can even have a ne.ative i/pact on peop+e4s ;o* per-or/ance 5o enhance e/otiona+ inte++i.ence, or.ani7ations /ust re-ocus their trainin. to inc+ude the +i/*ic s,ste/ 5he, /ust he+p peop+e *reak o+d *ehaviora+ ha*its and esta*+ish new ones 5hat not on+, takes /uch /ore ti/e than conventiona+ trainin. pro.ra/s, it a+so re1uires an individua+i7ed approach %/a.ine an e6ecutive who is thou.ht to *e +ow on e/path, *, her co++ea.ues 2art o- that de-icit shows itse+- as an ina*i+it, to +isten0 she interrupts peop+e and doesn4t pa, c+ose attention to what the,4re sa,in. 5o -i6 the pro*+e/, the e6ecutive needs to *e /otivated to chan.e, and then she needs practice and -eed*ack -ro/ others in the co/pan, $ co++ea.ue or coach cou+d *e tapped to +et the e6ecutive know when she has *een o*served -ai+in. to +isten )he wou+d then have to rep+a, the incident and .ive a *etter response0 that is, de/onstrate her a*i+it, to a*sor* what others are sa,in. $nd the e6ecutive cou+d *e directed to o*serve certain e6ecutives who +isten we++ and to /i/ic their *ehavior With persistence and practice, such a process can +ead to +astin. resu+ts % know one Wa++ )treet e6ecutive who sou.ht to i/prove his e/path,- speci-ica++, his a*i+it, to read peop+e4s reactions and see their perspectives Be-ore *e.innin. his 1uest, the e6ecutive4s su*ordinates were terri-ied o- workin. with hi/ 2eop+e even went so -ar as to hide *ad news -ro/ hi/ Natura++,, he was shocked when -ina++, con-ronted with these -acts He went ho/e and to+d his -a/i+,, *ut the, on+, con-ir/ed what he had heard at work When their opinions on an, .iven su*;ect did not /esh with his, the,, too, were -ri.htened o- hi/

&n+istin. the he+p o- a coach, the e6ecutive went to work to hei.hten his e/path, throu.h practice and -eed*ack His -irst step was to take a vacation to a -orei.n countr, where he did not speak the +an.ua.e Whi+e there, he /onitored his reactions to the un-a/i+iar and his openness to peop+e who were di--erent -ro/ hi/ When he returned ho/e, hu/*+ed *, his week a*road, the e6ecutive asked his coach to shadow hi/ -or parts o- the da,, severa+ ti/es a week, in order to criti1ue how he treated peop+e with new or di--erent perspectives $t the sa/e ti/e, he conscious+, used on-the-;o* interactions as opportunities to practice <hearin.< ideas that di--ered -ro/ his Eina++,, the e6ecutive had hi/se+- videotaped in /eetin.s and asked those who worked -or and with hi/ to criti1ue his a*i+it, to acknow+ed.e and understand the -ee+in.s o- others %t took severa+ /onths, *ut the e6ecutive4s e/otiona+ inte++i.ence did u+ti/ate+, rise0 and the i/prove/ent was re-+ected in his overa++ per-or/ance on the ;o* %t4s i/portant to e/phasi7e that *ui+din. one4s e/otiona+ inte++i.ence cannot-wi++ nothappen without sincere desire and concerted e--ort $ *rie- se/inar won4t he+p0 nor can one *u, a how-to /anua+ %t is /uch harder to +earn to e/pathi7e-to interna+i7e e/path, as a natura+ response to peop+e- than it is to *eco/e adept at re.ression ana+,sis But it can *e done <Nothin. .reat was ever achieved without enthusias/,< wrote Ra+ph Wa+do &/erson %- ,our .oa+ is to *eco/e a rea+ +eader, these words can serve as a .uidepost in ,our e--orts to deve+op hi.h e/otiona+ inte++i.ence