What do you do if your team lacks emotional intelligence for effective collaboration?

It is interesting how we immediately revert to assessment tools when their is a lack of collaboration. I think these tools are necessary, but they remain a means to an end. You need to understand and know your team. You need to understand your team culture and climate. And you need to understand the underlying dynamics. These three dimensions can help you diffuse negative emotions that lead to ineffective collaboration, and foster internal incentive to work well together.

As Drucker said "Only what is measured, gets managed." EI Assessment is a good place to start, for teams in building collaboration because: a) it brings awareness of 'what is' versus the expectations or 'what can be' b) it drives a common framework and language for the organisation and the teams in question c) It clarifies and makes objective (well as objective as possible anyway!) subjective constructs such as behaviour, and lends itself well to measurement. Tools like EQi 2.0 framework, SEI (Six Second EI assessment, Genos EI, Hays groups ESCI are well-researched and scientifically validated assessments that can be very insightful for teams at the start of a EI journey.

Make sure that the training and coaching are part of a tailored learning path to your organisation, and to your business performance challenges. A general learning path you can start with is: 1. Build awareness on the challenges. Not everyone will perceive the challenges through the same lens. 2. Build Understanding: Make people understand the need for change for a better outcome, in their map of the world. 3. New Habits: Help people develop new habits so they can do things differently at work, and achieve the desired outcome.

EQ training cannot be about off-the-shelf courses or webinars, especially when it comes to team collaboration What is instead effective is customizing the program to the specific team's goals and challenges as it emerges from the team. Here's what I find works best: a. taking a team coaching approach, allowing the team's agenda to emerge in a psychologically safe space b. bringing in different stakeholder voices into the room for the team to appreciate complexity and multiple points of view c. viewing it as a growth journey of at least 6-9 months, with the team going through multiple learning cycles of insight, action and reflection. Done right, this guarantees increased trust, buy-in, collaboration and engagement from the team.

A culture of high EI and high collaboration comes directly from the very top of the organisation. As a leader, here are some ways you can role-model this: a. Use "emotion words" to share how you're feeling so the team gets a glimpse into your 'human-ess'. Check out the Feelings Wheel for inspiration b. Ask others how they are feeling where appropriate "What do you feel about the recent org restructuring?" c. 'Assume Positive Intent' especially in high stakes conversations and conflicts. d. Be vulnerable: The leader admitting mistakes, apologizing when wrong or asking for help gives permission for others to do it e. Seek feedback and self-reflect: Leaders who regularly commit to their growth inspire others to do the same

Fortunately, Emotional Intelligence is a virtue/ability that can be cultivated. People who lack emotional intelligence more often than is not because of a lack of ability but rather they are a product of their unique upbringing, history, and may not have the right nurturing in their emotional development. However, with the assurance of emotional safety in a secure environment to be listened to and to share with, people tend to lower their emotional guards and are receptive to listening to advice, more receptive to going into self- introspection and understanding their dispositions from another's point of view. Ultimately, a safe environment is crucial for any team member to develop a desire to learn, grow and be better!

Fostering a psychologically safe environment is key to building trust and helping people open up about their struggles. You can do that by allowing mistakes, by discussing challenges, learning from failures, being vulnerable and focusing on growth, not on placing the blame. Be genuine and human and you will encourage your team to follow your example.

Fostering an emotionally safe environment for people to express and manage their emotions without feeling judged is critical for a workplace of well-being. When people feel supported, when they are experiencing a higher quality of life at work - trust me, their performance will increase.

In my experience, monitoring and evaluating progress of any program comes down to how well we do the 3Cs: * Calibrate: Assessing the program and it's impact through dipsticks, EQ assessments, engagement surveys, team trust scores, attrition rate etc. "How have we done as a team?" * Celebrate Taking a positive psychology approach to celebrating small wins, achievements and positive shifts. "What has changed for the better?" * Course-correct Identifying and reflecting on gaps in order to plug them for the future "What do we need to differently going forward?" This will ensure that the team stays on-point on their growth journey.

When you are in the middle of conflict or a challenging situation, it is difficult to find new perspectives and solutions. Outside facilitators and trainers with relevant practical experience who understand your pain points, can help you gain fresh insights and practical strategies to mange your team's collaboration dynamics.

Un aspecto importante para desarrollar la I.E es fomentar la autorreflexión a través de preguntas que nos haga recapacitar para gestionar nuestras emociones. Preguntas como ?Cuáles son mis puntos fuertes y débiles desde el punto de vista emocional? ?Cómo me influye las opiniones de los demás en la toma de decisiones? Estas reflexiones nos hará poder aumentar la capacidad para gestionar las emociones propias y la de los demás. Sobre todo cuando nos enfrentamos a situaciones complejas. Practicar la escucha activa para saber interpretar las emociones de los demás nos hará crecer como persona y profesional. Asumir las críticas como parte del aprendizaje y no como algo negativo o personal. El camino no es fácil pero no es imposible.

As much as we speak about EI assessment and measurement, I was coaching a senior leader who realised that his behaviour with his team had been fairly pushy and aggressive, and his relationship with his peers non-trusting. He mused "I think I need to be more supportive and collaborative with the people who work with me" How does one measure that impact? Or assign a dollar value to that insight? :)