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How can you use EI to prioritize problems and determine which ones to tackle first?

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Problems are inevitable in life and work, but how you deal with them can make a big difference. Emotional intelligence (EI) is the ability to understand and manage your own and others' emotions, and it can help you prioritize problems and determine which ones to tackle first. In this article, you will learn how to use EI to evaluate the urgency, impact, and complexity of problems, and how to balance your rational and emotional responses to them.

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Mark Stirton

Group CFO and CIO CA(SA) | MBA (Cum Laude) | FCMA | CGMA | Driving Commercial Excellence
Simone T.

CEO @ proFound Consulting | Global Talent Acquisition Expert

1 Assess the urgency

The first step to prioritize problems is to assess how urgent they are. Urgency refers to how much time you have to solve a problem before it causes serious consequences. Some problems are more time-sensitive than others, and require immediate attention. To use EI to assess urgency, you need to be aware of your own and others' emotional reactions to the problem, and how they affect your perception of time. For example, if you feel anxious or stressed about a problem, you might overestimate its urgency and act impulsively, or underestimate it and procrastinate. To avoid these biases, you need to calm yourself down, and ask yourself and others how much time you realistically have to solve the problem, and what would happen if you delay or ignore it.

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Mark Stirton

Group CFO and CIO CA(SA) | MBA (Cum Laude) | FCMA | CGMA | Driving Commercial Excellence
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EI is first a self mastery issue particularly at the leadership level. The leaders job is to always evaluate the atmosphere in the organization and the climatic conditions it is producing and how it’s impacting staff . The leader needs to evaluate how he/she is pitching up first! If the atmosphere is charged with fear and doubt , that is what will reign and destroy outcomes - the leader is to blame. Leaders hold people to the course using values and behaviors which the company’s mission is founded on - that’s their primary role and that will help spread a growing EI culture within their team mates which in my experience is self healing!

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Simone T.

CEO @ proFound Consulting | Global Talent Acquisition Expert
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Using EI to prioritize problems involves understanding the emotional dynamics of each problem and making decisions based on this understanding.

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2 Evaluate the impact

The second step to prioritize problems is to evaluate how much impact they have. Impact refers to how much a problem affects your or others' goals, values, or well-being. Some problems are more significant than others, and require more resources and effort. To use EI to evaluate impact, you need to empathize with yourself and others, and understand how the problem affects their feelings, needs, and expectations. For example, if you feel frustrated or angry about a problem, you might overestimate its impact and waste energy, or underestimate it and miss opportunities. To avoid these biases, you need to acknowledge your own and others' emotions, and ask yourself and others how much the problem matters to you or them, and what would be the benefits or costs of solving or not solving it.

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Mark Stirton

Group CFO and CIO CA(SA) | MBA (Cum Laude) | FCMA | CGMA | Driving Commercial Excellence
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Problems can either be a fun puzzle to be solved or a energy drain - it’s how they framed . If the problem is seen as a waste of everyone’s time and resources then people’s energy and commitment will follow . People are normally good at crisis problem solving ;-it’s the longer time frame problems that can pose a more difficult challenge . The leaders job is to get the team back to their collective WHY (purpose); they must reestablish how solving this problem despite all the challenges that may need to be overcome , gets them closer to realizing and enhancing that WHY. This is the discretionary energy that good leaders can tap into to transcend and navigate tough moments- It’s the resilience in an organizations DNA carried by its people.

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3 Consider the complexity

The third step to prioritize problems is to consider how complex they are. Complexity refers to how many factors, variables, or uncertainties are involved in a problem, and how difficult it is to find a solution. Some problems are more complicated than others, and require more creativity and analysis. To use EI to consider complexity, you need to be curious and open-minded, and explore the problem from different perspectives and sources of information. For example, if you feel confident or optimistic about a problem, you might underestimate its complexity and oversimplify it, or overestimate it and overcomplicate it. To avoid these biases, you need to challenge your own and others' assumptions, and ask yourself and others what are the causes, effects, and alternatives of the problem, and what are the risks and uncertainties of each option.

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4 Balance your rationality and emotionality

The final step to prioritize problems is to balance your rationality and emotionality. Rationality refers to your ability to use logic, facts, and evidence to solve problems. Emotionality refers to your ability to use intuition, feelings, and values to solve problems. Both are important and useful, but they can also conflict or interfere with each other. To use EI to balance your rationality and emotionality, you need to be flexible and adaptable, and adjust your approach according to the situation and the problem. For example, if you face a problem that is urgent, high-impact, and simple, you might use more rationality and act quickly and decisively. If you face a problem that is not urgent, low-impact, and complex, you might use more emotionality and take your time and experiment with different solutions.

By using EI to prioritize problems, you can improve your decision making and problem solving skills, and achieve better outcomes for yourself and others. EI can help you assess the urgency, impact, and complexity of problems, and balance your rationality and emotionality to choose the best course of action. Remember, problems are not always bad, they can also be opportunities to learn, grow, and innovate.

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Mark Stirton

Group CFO and CIO CA(SA) | MBA (Cum Laude) | FCMA | CGMA | Driving Commercial Excellence
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In my experience problem solving is based on the collective buy in you have with each other as a team. Senior leaders who have a very rational problem solving approach need to “buddy” with another team member who indexes higher on EI so that the problem is tackled from both a rational and emotional stance. Problems are complex multi dimensional organisms at times. The neuroscience model SCARF is a brilliant tool to evaluate your team members through to ensure you are able to get all players to “level up” and not be shut down by how their emotional position is impacting their performance .

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5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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How can you use EI to prioritize problems and determine which ones to tackle first?

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3

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5

1 Assess the urgency

2 Evaluate the impact

3 Consider the complexity

4 Balance your rationality and emotionality

5 Here’s what else to consider

Emotional Intelligence

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How can you use EI to prioritize problems and determine which ones to tackle first?

1

2

3

4

5

1 Assess the urgency

2 Evaluate the impact

3 Consider the complexity

4 Balance your rationality and emotionality

5 Here’s what else to consider

Emotional Intelligence

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