As a leader, information comes at you from many directions, for example: conversations with others, reports, phone calls, texts, and emails. A less obvious source of data includes what you see, sense and feel.
Dr. Goleman in his book, EMOTIONAL INTELLIGENCE (EQ), wrote that EQ is the ability to perceive and regulate your own emotions and to understand others’ emotions. Below are staff members’ comments about their boss who was known to have a high EQ.
“When the (bleep) hits the fan, she is the calmest person in the room.”
“She can sense when you are worried and empathize with what you are going through.”
“She is not a poker player. You can tell immediately if she is pleased, puzzled, or upset.”
“She is a good listener and she gives meaningful feedback.”
“She just seems to know what is needed and how to gain the confidence of others.”
Individuals who register low EQ may act erratically, hide their emotions, fail to see the stress in others, are paralyzed by decision making, have wide mood shifts, and recoil from the slightest set back.
Many, including myself, believe that a high EQ dramatically increases the odds of leader success.