Our previous post focused on the important role played by “leadership” when striving to develop a high-performance culture. An important element of the necessary leadership is emotional intelligence (EQ).
As you may well be aware, emotional intelligence or EQ is the phrase used to describe a person’s ability to identify, use, understand, and manage emotions in positive ways. It has been identified as a means to relieve stress, communicate effectively, empathize with others, overcome challenges, and defuse conflict.
There are several competencies that are sometimes grouped into four major components:
- Social awareness
- Relationship management
Research shows that organizations led by people with high emotional intelligence tend to have climates in which information sharing, trust, healthy risk-taking, and learning flourish. Conversely, organizations led by people with low levels of EQ create climates rife with fear and anxiety. While fearful employees may produce well in the short term, over the long run quality and productivity suffer.
The same principles hold true for Continuous Improvement (CI) teams. The level of EQ on a process improvement team affects how much information sharing, how much inquiry, and even how creatively the team will exercise.
A low level of EQ on an improvement team causes operational problems. Silo mentality and lack of inquiry and listening create sub-optimal processes and impaired results.
On the other hand, a team that is emotionally in step has more drive, more commitment, and tends to achieve greater things. High EQ leads to better listening, and thus to better learning, to new insights and better solutions as well.
We will look more closely at the concept of emotional intelligence over the next few posts, and will share ways to increase one’s EQ level and also how to leverage higher levels of EQ in our continuous improvement efforts.