Intelligence Quotient (IQ) has been a measure of cognitive function for over a century. Many organizations assess IQ as one component of their selection process to predict future success in leadership roles, scholastic programs and/or occupational training initiatives. Several gold standard assessments used for measuring IQ dimensions include the Watson Glaser Critical Thinking Appraisal (deductive reasoning), Raven’s Progressive Matrices (inductive reasoning) and Athena Numeric Reasoning Assessment (numeric reasoning).
Recent studies suggest that in addition to IQ, Emotional Quotient (EQ) or Emotional Intelligence (EI) is also a key indicator to predict future job performance. Employees who exhibit emotionally intelligent behaviors, tend to motivate and encourage others and thrive in leadership roles. Advance Systems posted an interesting article on EQ and the Future of Work.
Organizations (especially in High Tech) find that ideal workers have a highly analytical brain but also carry the attributes of an emotionally intelligent person. They are skilled at managing their emotions in stressful situations and can also assess and react to the emotions of others.
So why are so few giving it to them?
The future is here and the world is desperate for a new kind of leadership. Companies need to be increasingly adaptive and nimble to stay relevant in today’s market. The demands of an increasingly younger workforce are requiring massive shifts in the way we think about everything in business. Leaders today can’t just focus on the ‘what’ of business and succeed with traditional strategies and business know-how of the past.
Traditional hierarchical organizational structures have been replaced with matrix-like structures. This requires leaders to be skilled at communicating and adept at influencing others who may not directly report to them. Leaders are confronted with the necessity of building a collaborative, diverse work culture that empowers and engages employees. Their prior leadership approach of directing and telling doesn’t work well in this new environment. The workplace reality becomes ever more emergent, ever less static. And the leaders that are increasingly taking the helm – Millennials – simply aren’t getting the development that they want – and need.
The leadership gap and shortage crisis is real. Several studies have found that crucial leadership skills in organizations are insufficient for meeting current and future needs. Fortunately, millennial leaders are hungry for the learning and development opportunities that will prepare them to lead tomorrow’s businesses. Gallup has reported that Millennials value development more than other generations do, and Bersin by Deloitte found that Millennials rate L&D as the #1 job benefit, more important than healthcare, cash bonuses and even flexible working hours!
Unfortunately, supply is not meeting demand. Seventy percent (70%) of millennials report that they are receiving no leadership development whatsoever. None. A study conducted by Brandon Hall Group in 2015 found that only 20% of organizations identified the Millennial leader group as critical for development over the next 24 months. This has created a significant leadership gap.
Most companies simply aren’t prioritizing the leadership development of Millennials. They are the leaders who will make or break not only the future of individual companies that they lead, but also our collective future. It seems to me like they are worth investing in.
Enact offers a variety of programs focused on developing Next Generation Leaders. Contact us at firstname.lastname@example.org for further information.
Pausing for a moment when difficult situations arise may seem easy but, can be difficult depending on the situation.
Here are a few thoughts on practicing this:
The first way to pause is to Reflect. In our leadership workshops, we build in multiple reflection times and we design questions to guide the reflection, but you can generally use something like this:
- What just happened?
- How did it go?
- What was my reaction to what happened?
- What can I do next time to be better?
Another way to practice pausing is to stop and think in tense situations or to help figure out what to say next. My mom use to tell me to count to 10 if I’m feeling angry. Turns out that this works in most situations. It allows you to think about what is going on, assess how the other person is feeling, and decide how you want to respond. Stop and think is a great technique to help identify the urgency and importance of the decision. Sometimes, the “very important” decisions aren’t as urgent as we may think they are. Ask yourself if you can defer the decision until you have a moment to think it through?
The last way to pause is to practice meditation. People who meditate have increased self-awareness, better health, and improved EI. A 2011 study at Harvard showed that meditation “increased brain matter in the area of the brain associated with self-awareness, compassion and introspection” and decreased it in the area responsible for stress and anxiety.
Pausing is a powerful way to develop your self-awareness as well as to help you regulate your emotions and behaviors.
Did you know that:
Emotional intelligence (EI) has twice the power of IQ to predict performance?
EI is a better predictor than employee skill, knowledge or expertise.
Research that evaluates organizations that apply EI applications when hiring and developing employees found the following results:
- Increased sales performance
- Better leadership performance
- Improved customer service.
The whitepaper, “The Business Case for Emotional Intelligence” by Joshua Freedman (2010) is available here.
Interested in developing the emotional intelligence of your leaders? Check out our emotional intelligent leader program.
Emotional intelligence (EI) or (EQ) is the ability to recognize and manage your personal emotions and the emotions of others. It tends to include 4 key components:
- Self-awareness – Can you recognize, identify and describe your personal emotion in a situation? Can you recognize, identify and describe others’ emotions in a situation?
- Self-regulation – Can you harness and regulate your personal emotions and leverage them to improve your critical thinking and problem solving without allowing your emotions to hijack your thinking?
- Social-skill – Can you recognize the emotions of others? Can you manage your personal emotions in order to help calm down another person?
- Empathy – Can you put yourself in the shoes of others to try to understand the emotions that they may be feeling?