How do you develop your emotional intelligence and leadership style as a program manager?

Emotional intelligence is the ability to recognize, understand, and manage our own emotions and those of others. In program management, leadership styles that prioritize emotional intelligence foster collaboration, trust, and adaptability. Program managers with high emotional intelligence navigate interdependencies, risks, and resources while maintaining stakeholder relationships and driving value. By empathizing with team members, understanding diverse perspectives, and communicating effectively, emotionally intelligent program managers inspire and empower their teams to achieve common goals. Thus, emotional intelligence is a cornerstone of successful program management and transformative leadership.

This is a great explanation of what a program manager is, but this isn’t really in line with the title of the article. Program and project management can be aligned, but they are two different jobs.

- An example of this is not taking things personal. Customers can be irate or as nice as a dear grandmother, but the reality is, they have priorities of their own, a tough day at home or maybe they received bad personal news of some sort, just like you. Therefore, its critical to accept this fact and focus on deciphering what their requirements and delivering instead of asking "why me?" or "what did I do"?

Great input everyone. I would add it all begins with patience and engaging active listening. In leadership particularly program management we have to listen, pause to process, and adjust our response based on the audience and the information we have at that time. Many folks in the industry taught EI with fancy words and explanations but in my experience EI is an action a process not linked to a single approach or situation. For me it has always been actively listening, being patient, having empathy and common courtesy.

Emotional intelligence increases our ability to empathize. As we lean into an intersectional future, this will become more important.

Its impossible for you to have experienced all activities your clients, employees, managers, leaders, mentors, coachees, coaches and stakeholders will face. Empathy is the key to this. Moving an organization to an agile mindset, how would you feel if the future seemed uncertain? If the project is delayed and could lead to organizational impacts, how would you feel? Lean into that feeling while guiding, coaching and leading the organization. Be honest, be transparent, and communicate you have trust in the folks you are working with. Be relatable by understanding their fears. Be optimistic, those willing to come on the journey will turn out alright.

Emotional intelligence is understanding that there are countless opinions, ideologies and beliefs among humans, and having the ability to discern their intentions and react appropriately when necessary.

While tools and frameworks can be helpful, they do not provide the personalized and specific feedback that comes from hearing directly from your peers and subordinates. Asking for feedback on your management and leadership style is an important aspect of self-awareness and professional development.

Tools are a great starting point, but in order to truly gauge your EI, you need honest input from your team, leadership and individuals who are actively involved in the situations that require you to use EI.

To develop emotional intelligence and leadership style, start by assessing your current strengths and areas for improvement. Tools like the Emotional and Social Competency Inventory (ESCI), Emotional Quotient Inventory (EQ-i), or Leadership Practices Inventory (LPI) can provide valuable insights into your self-awareness, self-management, social awareness, and relationship management. These assessments also reveal leadership practices, including modeling the way, inspiring a shared vision, challenging the process, enabling others to act, and encouraging the heart. Armed with this knowledge, you can create targeted strategies to elevate your EI and leadership style, ultimately driving greater success in your personal and professional life.

Decades ago we talked about a management technique called "MBWA": Management By Walking Around. Of course, in a virtual world, we can't exactly stop by the cubicle to chat, but there are so many ways to engage with associates - the concept is still valid. Empathy is at the core of MBWA. Leaders who practice MBWA show their team members that they care about them and their work. By listening to their team's concerns and showing genuine interest in their work, leaders can build trust and foster a positive work environment. To develop & improve leadership skills and emotional intelligence through empathy using MBWA, leaders should focuson actively listening to their team members, asking open-ended questions, and practicing self-awareness.

???? Seek feedback from peers, mentors, coaches, to identify areas for improvement and create a personal development plan. ???? Practice mindfulness, meditation, or other techniques to reduce stress, increase focus, and enhance self-awareness and self-regulation. ???? Learn from books, articles, podcasts, or blogs on EI and leadership to expand your knowledge. ???? Join communities, networks, or forums to share experiences, challenges, and best practices with program managers, benefiting from their insights and perspectives. ???? Consider enrolling in training courses, workshops, or certification programs to develop your EI and leadership competencies, equipping you with tools and frameworks for effective program management.

I agree but one glaring missing element not discussed is the importance of effective listening. A program or project manager must especially know when to listen and how to frame a question to get the right details to gain a real understanding of the environment, impact to teams and stakeholders, and what can be done to solve problems and align efforts towards strategic goals.

???? Using self-awareness and self-management skills to set realistic goals, prioritize tasks, manage time, and cope with stress and uncertainty. ???? Employing social awareness and relationship management skills to understand team and needs, expectations, and emotions, communicating effectively, respectfully, and empathetically. ???? Aligning program vision and strategy with organizational goals and values, inspiring and motivating teams and stakeholders towards a common outcome. ???? Modeling expected behavior and values, challenging the status quo, seeking innovative solutions, empowering teams and stakeholders to take ownership and responsibility. ???? Recognizing and celebrating team and stakeholder achievements and contributions.