Here's how you can use your emotional intelligence to drive positive change within organizations.

Aplicar la inteligencia a las emociones, o permitir que las emociones entren en el mundo de la inteligencia, significa acercarse mejor a la realidad de las personas como tales. Es decir, no solamente en tanto que compa?eros, subordinados o jefes, proveedores o clientes. De esta forma se activa una conexión especial verdaderamente eficaz a la hora de transformar equipos y organizaciones.

Emotional intelligence in management consulting is like being a social detective. You've got to tune into your own feelings and read the room like a pro. Say you're leading a team, and you sense some unspoken tension. That's your cue to dig deeper. Maybe it's stress about deadlines or clashing personalities. By picking up on these vibes, you can smooth things out before they boil over. It's about spotting the emotional icebergs before they hit your project Titanic. With EI, you're not just managing tasks; you're managing moods, and that's a game-changer.

By using emotional intelligence, you can bring about positive changes in organizations by being aware of your own emotions and managing them, which is important for maintaining professionalism and establishing trust. Being able to understand and empathize with others helps to create a supportive atmosphere, while having strong social skills and being a good communicator encourages collaboration and helps to resolve conflicts. Motivating and inspiring your team with clear goals and a positive outlook fosters innovation and productivity, ultimately leading to a workplace culture that values and supports its employees.

I suggest you actively practice empathetic listening to understand and address the concerns of team members. By truly listening to and empathizing with your colleagues' perspectives, you can identify underlying issues, build trust, and foster a supportive environment. This approach enables you to tailor your change initiatives to meet the real needs and motivations of your team, making them more likely to embrace and champion the changes. Leveraging empathy in this way not only enhances collaboration and morale but also ensures that the changes implemented are effective and sustainable.

My emotional intelligence (EQ) fuels positive organisational change. I actively listen to understand employee concerns and gauge resistance. I acknowledge their feelings and tailor my approach accordingly. I explain the change rationale using language that resonates. Collaboration is my superpower – I involve employees in the process, fostering a sense of ownership. By celebrating wins (big or small), I keep morale high. I leverage emotional intelligence to navigate resistance – addressing concerns head-on and finding common ground. By prioritizing empathy, clear communication, collaboration, and recognizing progress, I use my EQ to guide positive change that benefits both the organization and its people.

Cultivating empathy is a vital aspect of emotional intelligence for a Business Architect, who acts as an internal management consultant. Empathy builds strong trust among stakeholders, fostering an empowering environment. By understanding and valuing complex emotions influenced by professional and personal dynamics, one can foster inclusion and collaboration. True empowerment comes from recognizing and validating stakeholders' feelings of frustration or powerlessness, even if their desired outcome isn't achieved. It's not just about winning; it's about ensuring everyone feels heard and respected. The journey to an outcome, shaped by empathetic leadership, defines the true experience and success for leaders and teams alike.

Emotional Intelligence is critical component for everyone, be at work or in your personal life. One need to understand the basics how she/he can unleash her/his potential by encouraging someone, deeply understanding the situation and sustainable implementation. Unless one is compassionate enough to derive the true meaning of strategy with the help of EI, it is really difficult to get the right derivation, which ultimately bring chaotic situation. Therefore, it is required to be emphatic, sensible, recognize people and help them to nudge their emotional quotients.

Para fomentar la empatía y vivirla, considero que debemos trabajar en dos factores: un alto nivel de "disposición a ayudar"más un alto nivel de "entender la experiencia de la otra persona"; esto sin duda apalanca mantener un liderazgo empático, genera más confianza y sobre todo nos muestra más humanizados.

Yes, but... (there always has to be a but). I don't always encounter empathy from the other side, both in business and private situations. Many people, for various reasons - different upbringing, different values, or neurodiversity - have problems with adopting an empathetic attitude. It is worth remembering this when building expectations towards the other party - it may even be better not to set these expectations. Nevertheless, there are many ways of empathetic communication and I am glad that I see an increasing interest in, for example, Nonviolent Communication, also in business.

Aprender a agir com solidariedade e cultivar a empatia é algo que deve come?ar ainda na infancia. Afinal, crian?as que s?o capazes de agir com compaix?o podem causar um grande impacto na sociedade. Seja observando o exemplo dos pais, conversando sobre o assunto ou se envolvendo em a??es de voluntariado, existem muitas formas de trazer o tema para o cotidiano.

un bon Manager ne peut pas prendre de bonnes décisions sans les bonnes datas, le seul moyen de les récupérer est de s'intéresser sincèrement à ses collaborateurs, la base de la communication et de l'empathie démarre par l'intérêt que vous portez réellement à vos équipes et elles le ressentent. Intéressez vous à ce qu'ils disent et à ce qu'ils font et vous verrez clairement ce que vous pouvez obtenir d'eux. Vous vérifierez très vite le degré d'autonomie de toutes et tous et vous pourrez mettre en place un management sur mesure et obtiendrez l'adhésion à votre stratégie et un déploiement efficace et durable de votre plan, qu'il s'agisse d'un plan de restructuration ou d'un plan de croissance.

often in the middle of a crucial conversation, we become impatient and over-bearing on our points, logic and conviction.. we must create space in a conversation and give enough quality listening to colleagues irrespective of other aspects.. hearing out multiple points of view, active listening creates empathy and alignment and most solutions come out of good listening..

It is a fundamental human truth that we all want to be understood and appreciated for who we are. Listening and I mean "active listening" is one secret of communication. We all know what active listening is and yet most do not practice it. We are all too intent on what we are going to say next to actually connect to the individual who is speaking. As a listener, you have the power in the conversation. You will see and hear the speaker accept your connection. You will know when their voice rises and their pitch changes or they go silent that you are no longer being seen as one who appreciates them. They can no longer hear what you have to say. If you want to be heard, listen.

Lograr identificar peque?as se?ales en los cambios de comportamiento del equipo, detectar el cambio en la comunicación no verbal de las personas y equipo es vital para mantener la armonía, ánimo y motivación de las personas y equipo. La transparencia en todos los sentidos es vital, dar un mensaje claro de la estrategia, siguientes pasos y acciones a tomar con el equipo es algo que en la teoría esta bien, pero en la ejecución toma tiempo el desarrollar estas habilidades,

Keep the problem the problem. Use your language and listening skills to direct any negative energy back toward addressing the situation. In many cases of interpersonal conflict it is a matter of being heard or not heard, being understood or misunderstood. Your EI can, in most cases, help you to provide focus, clarity, and understanding while appreciating the individuals for who they are. This can defuse conflict. In challenging and refractory cases you may need a third party voice or to use facilitated process to identify and solve problems.

With high EI, consultants can mediate conflicts more effectively by understanding the emotional roots of disagreements and facilitating resolutions that consider all perspectives.

Ante conflictos la IE ayuda en la toma de decisiones más coherentes, se ha visto casos que al momento del caos e incertidumbre las personas tomas un comportamiento a la defensiva, se dicen palabras y hay acciones que por lo general marca al equipo (por lo general en una connotación negativa) afectando la comunicación efectiva-emocional afectando el comportamiento y rendimiento del equipo. Contar con un alto valor en IE orienta toda situación en oportunidades.

Working with the team, understanding their point of view & addressing their opinions assertively in a conducive way can help to maintain a healthy relationship amongst the team.

Em Rotary aprendemos uma ferramenta simples para Gerenciar Conflitos, ela é profunda e fácil de ser aplicada, porém difícil de ser respondida!! Trata-se da PROVA QUADRUPLA Do que nós pensamos, dizemos e fazemos 1) é VERDADE? 2) é JUSTO para todos os interessados? 3) Criatá BOA VONTADE e MELHORES AMIZADES? 4) Será BENEFICO para todos os interessados? Ao conseguir resposta para cada pergunta sua decis?o será mais assertiva e o conflito será dissipado antes de ocorrer!!!

Human beings, like most animals, have a natural tendency to conform and follow the leader. If you have established yourself as a leader and a change agent, there will be a natural tendency to follow you. However, if you act in contradiction to what you preach, you would throw your team into cognitive dissonance and confuse the team.

In my opinion, emotional intelligence is best demonstrated through action. When leaders embody EI, they foster an environment where it is valued and practiced by everyone. This can inspire the employees to develop their own EI and use it to drive positive change. I've often witnessed how leading by example can create a ripple effect across the organization, influencing the organizational culture and effectiveness.

Using your emotional intelligence to drive positive change within organizations means leading by example in a genuine and relatable way. Start with self-awareness, recognizing your emotions and how they affect your actions. Show empathy by truly listening to your team's concerns and valuing their viewpoints. Manage your emotions, especially during stress, to remain calm and composed, setting a tone of stability. Foster open communication and build trust by being transparent and resolving conflicts with understanding and respect. Inspire your team with a positive attitude and unwavering commitment to shared goals.

Sin duda, la aplicación de IE en los equipo y grupos de personas es dar un estilo propio, es decir vamos fortaleciendo o debilitando la cultura organizacional o de equipo. Ser coherente con la filosofía y acciones que se toman es la clave.

??L’exemplarité n’est pas la meilleure manière d’influencer les autres. C’est la seule.??, disait Albert Schweitzer. En tant que consultant en management, je m'applique cette maxime dans mes relations avec les personnes que j'accompagne. L'exemplarité en tant que tel est la traduction concrète de l'intelligence émotionnelle. On copie un comportement, une manière de faire parce que nous donnons crédit à la personne qui sert d'exemple. Ce crédit vient bien s?r de l'expérience et de l'expertise du consultant, mais surtout de la qualité de la relation qu'il met en place avec les personnes qu'il accompagne. Personnellement, je donne beaucoup d'énergie et de dynamisme pour donner envie et donner du mouvement. Et vous ?

Il est à mon sens impossible de contribuer au changement si l'on ne prend pas en compte les émotions des gens. Aucun changement, même celui qui vous mènerait vers des cieux lumineux, ne peut se faire si les émotions du groupe ne sont pas prises en compte. La peur d'être dépassé dans ses compétences. La colère de ne pas avoir été écouté dans ses demandes, ou de se voir imposer un chemin sans concertation. La nostalgie des anciennes méthodes de travail. Tout cela ne peut être écarté. Vous aurez noté que je n'ai pas mentionné la joie. La joie est l'émotion qui motive le groupe qui conduit le changement. Et elle est nocive parfois. Car par excès d'enthousiasme (c'est notre projet!) elle conduit à négliger les émotions des autres...

Change, even good change, comes at a price. We each have an emotional bank account that sees a withdrawal every time we experience change. Taking an average pulse or mood will leave a real percentage of your team behind. They are the ones whose bank accounts have hit a critical low level for whatever is going on in their lives. It is important that you look at individuals for who they are and see them for where they are in the change cycle. Celebrate those who are at the forefront and tap their energy to move forward. Seek out those who are lagging and help them to process and find their way through the change.

This is an ongoing exercise. Nothing is permanent and change is ever the constant evolving endeavor to make us more lively & relevant to the environment today. Being open to the change & adding flexibility to our roles / contribution expected will add demeanor

Sei que serei criticado, mas uma empresa ou equipe com diretrizes claras e objetivos alcan?áveis n?o terá tempo para chiliques o nh? nh? nh?. Metas e reconhecimento podem fazer um cavalo atravessar o deserto!

The integration of EI into change management strategies ensures that transformations are not only implemented successfully but are also sustainable in the long term.

To me emotional intelligence gets down to authentic listening, to understand colleagues and share my view transparently and constructively. Be authentic and loving is a good way inspire other to do the same. Together we build a great environment. Does that sound naiive? We all wish to work in such an environment, don't we? If you and I don't start to build it, who will?

In my experience, Influence is one of the most important competencies of the 4th quadrant of Goleman′s model, describing Relationship with others! This competence refers to achieving your own Goals, while improving the relationship with your influence target :)

What I have learnt is that people and staff want to be understood. They want to be accepted, recognised, respected and treated as an individual albeit within the context of the team / group / company. They want and need to heard. And this i where emotional empathy plays such an important role in modern-day management and leadership. It will eat into your time and sometimes, test your patience, but nurturing an internal culture that treats people as people has an immense value and the company (you) will be repaid tenfold(loyalty; commitment, performance, acting as your ambassadors etc.) They

L'intelligence émotionnelle, c'est être capable de prendre en compte la dimension émotionnelle, et donc relationnelle, pour accompagner une équipe ou une entreprise. Ce n'est pas éviter les débordements émotionnels pour maintenir une paix sociale ou plaire à mon commanditaire. C'est éviter les conflits, mais pas les confrontations. Je considère qu'il est également de mon devoir de faire des feedbacks sincères et de ne pas minimiser les constats que je fais. La condition est qu'ils soient faits avec exigence et bienveillance.