Introducing the new identity of NSS.
Everyone knows the story of a highly intelligent person, with many abilities, who was promoted to a leadership position only to fail. We also know someone who doesn't have the best technical skills but who was promoted to a similar position where he literally broke with his leadership. So let's see, what makes a leader according to this renowned author.
Goleman proposes in this essay that the most effective leaders are similar in one crucial way: they all have a high component of emotional intelligence. It's not your IQ, not your technical knowledge, more than that, this new concept of intelligence is a skill Sine qua non among successful leaders of all types of organizations.
Goleman, interviewing different individuals who work in different companies, demonstrated that emotional intelligence is twice as important as IQ and technical skills, for jobs of any level, taking on more importance as you become more important in the company.
Goleman distinguishes 5 characteristics that leaders with a high level of emotional intelligence possess:
Goleman characterizes this as knowing one's emotional reactions, abilities and weaknesses as well as how they affect those around me. People with high self-awareness know what motivates them, what their values and goals in life are, they can also talk about them openly, their fears and what they are strong about.
They constantly seek constructive criticism from their peers and subordinates in search of doing things better, they have the ability to laugh and take advantage of their own flaws. They are honest people with themselves and with other people.
Leaders control and redirect their strong emotions and impulses and channel them as work energy. Biological impulses carry our emotions, leaders are masters at managing their emotions. They are not prisoners of their emotions. They are not impulsive in their decisions, they take time to think carefully. They are whole people.
They know how to control their anger and create an environment of people who control their emotions around them, because they don't seem to get angry at anything. This increases your productivity. They calmly approach their subordinates, offering constructive criticism in the face of any failure, in a friendly manner, clearly explaining their point of view, rather than shouting.
They adapt easily to changes and are not altered by them. They work to adapt to the new technologies that emerge with the advancement of society.
They are people who want to achieve things just to achieve them. They have a passion for the work they do and for new challenges in it, they seek to achieve their goals and go beyond what is expected of them. They are always looking for ways to do things better. They constantly track their personal progress and that of their work team.
They are passionate about work, they seek creative challenges, they love to learn new things, they don't seek awards (better pay, promotion, status) but rather seek to achieve their goals. They are proud of a job well done.
They remain optimistic even when things go against them. Combined with self-regulation, it allows them to overcome frustration and overcome adverse situations. They are highly committed to their organization. They set high performance standards for themselves and the result is that their equipment also works to high standards. They lead through action rather than through words. They infect their team with their desire to exceed their goals and to do excellent work.
Of all the leadership skills, empathy is the easiest to recognize. However, the word empathy doesn't seem to have much to do with business. But you don't have to take empathy in the sense that “I'm fine, you're fine”. For a leader, this trait does not mean adopting other people's emotions as their own, but rather it involves consider the emotions of the people you are responsible for making intelligent decisions.
Goleman considers empathy important for three reasons. First of all, more and more teamwork is being done. This leads to the need of the team leader to take into account the emotional stability of his employees and subordinates in his decision-making. Secondly, because of the rapid advance of international commercial relations, increasing multicultural relations, where empathy is a key skill for correct communication between two totally different people, by virtue of the phenomenon of globalization. Thirdly, because of the need for companies to retain talented people, when those people leave them, they take the company's knowledge with them.
Along with empathy are the abilities to manage relationships with others of emotional intelligence, while the first three are skills to manage oneself. Social skills aren't as simple as they sound. Not only does it mean being friendly, but it means being friendly for a purpose: to move people in the direction you want, to be persuasive, to spread enthusiasm for a new project or to achieve a cross-cutting agreement on a marketing strategy.
People with good social skills have an easy time finding common ground with others from everywhere, they know they can't do important work alone, so they have a network of contacts ready when they need to take action.
Social skills are often the maelstrom of other emotional intelligence skills. It usually occurs when the person is already aware of themselves, they self-regulate, are motivated and can empathize with other individuals.
Those with developed social skills are generally the ones who manage teams, they are excellent at persuading other people, with good reason why the way they propose to work is better. Their passion for work is contagious and they are focused on finding solutions. They generally get along well with people from all over the company regardless of their section, so in the face of any adversity they can turn to any of these people for help. Ultimately, they manage their relationships effectively, don't speak ill of other people, and constantly motivate others to do better work.
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