In this episode of The Workplace podcast, CalChamber Associate General Counsel Matthew Roberts and emotional intelligence expert and keynote speaker Jen Shirkani discuss how successful managers and leaders leverage the power of emotional intelligence to engage and motivate their employees and associates.
What Is Emotional Intelligence?
Emotional intelligence, or emotional quotient (EQ), is the ability to recognize and manage one’s own emotions, understand others’ emotions, and respond appropriately in different situations, Shirkani says. It is an essential skill for leadership success, as it fosters self-awareness, empathy, and self-control.
She explains that while some aspects of EQ are inherent, it is also a learnable skill. This is good news for managers, as research shows that emotional intelligence can be developed over time, especially in professional settings. Unlike IQ (intelligence quotient), which peaks around age 20, EQ can continue to grow, offering a long-term advantage for those looking to improve their leadership skills.
So how does EQ differ from IQ, Roberts asks?
Shirkani answers that while IQ measures specific cognitive abilities like spatial reasoning, math and number skills, EQ is more closely tied to a person’s ability to navigate interpersonal relationships, manage stress, and engage with others in emotionally intelligent ways.
Ego: Barrier to EQ
Shirkani highlights that leaders often struggle with an inflated sense of self due to limited feedback, which can hinder their ability to connect with their team. By managing their ego and cultivating emotional intelligence, leaders can better understand how their behavior affects others and adjust accordingly.
Benefits of EQ
Shirkani explains the tangible benefits of EQ, noting that emotionally intelligent leaders are more resilient, adaptable, and better equipped to handle stress. She points to several studies showing that high EQ is linked to better performance, higher employee engagement, and improved retention rates.
EQ in the Workplace
For managers seeking to leverage EQ in their organizations, Shirkani suggests incorporating EQ assessments during hiring processes. Interview questions can reveal the presence or absence of emotional intelligence.
“I can coach it, I can teach it. But if I can hire somebody with emotional intelligence, you can see how ahead of the game you are, right there,” she says.
Another way to leverage EQ is with employee engagement. Leaders should pay attention to how well employees accomplish their tasks and how they like to be rewarded or recognized. These are the little things that drive loyalty and typically higher retention, she tells Roberts.
Shirkani gives an example of a leader who wanted to give company employees a gift card, and gave everyone the same $10 Starbucks gift card, not realizing that not all of the employees drink coffee.
It was a “missed opportunity there, because it really sent a message to everybody, like, ‘I don’t really know you that well,’ or ‘I really don’t care where you like to go; this was easiest for me to just give you all the same,’” Shirkani says.
Employees, she stressed, like individuality and tailored rewards show employees their leaders see them and value them.
Investing in EQ
Shirkani encourages company leaders interested in investing in emotional intelligence to create a business case for its development. This can be done by analyzing performance reviews, observing high performers to identify key EQ traits that contribute to success, and reviewing turnover rates.
