How can you develop emotional intelligence in your team?

Most people don't understand what EI means and more importantly how it connects to your workplace and what impact it's presence or absence creates. Starting directly with a team or self assessment creates a sense of fear of what is being done and how it will be judged. The first step I would do it to buy everyone in the team an EI book. Either the Travis Bradbury one or "Working with Emotional Intelligence" by Goleman. Make sure they read the book. Then have the team do group discussion sessions in understanding what it is and ask questions to clarify etc. When you do an assessment now, it will be much more meaningful and real to the team. And chances of you getting real vs fake answers is high.

In addition to the current state of the team, it is useful to measure the level of engagement and loyalty of the team at the moment. It is also useful to conduct research to identify demotivators, it will also help you understand the level of emotional intelligence and the state of the team.

We've developed a tool that assesses personality traits and EQ which contribute to identifying strengths and areas of development, combining neuroscience and talent advisory strategies.

Provide opportunities for team-building activities that allow individuals to connect on a personal level, strengthening emotional bonds. Recognize and celebrate achievements, fostering a culture of appreciation. As a leader, lead by example, showcasing emotional intelligence in your interactions. Ultimately, investing in your team's emotional intelligence pays off in enhanced collaboration, job satisfaction, and overall team success.

Assessing your team's Emotional Intelligence (EI) can be a valuable step in understanding their collective emotional abilities. Here are some tips and methods to assess your team's EI: Use Established EI Assessments: Utilize established tools like the Emotional and Social Competency Inventory (ESCI), Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT), or Emotional Intelligence Appraisal (EQ-i 2.0) to evaluate individual and team EI levels. 360-Degree Feedback: Gather feedback from various sources—peers, managers, and direct reports—regarding team members' emotional behaviors, empathy, communication, and handling of conflicts. This comprehensive feedback gives a broader perspective.

I have always struggled with feedback. The problem with feedback is that it is usually communicated in the past tense. This can make people get stuck in a cycle of constantly looking back, unable to move forward. As a leader, your goal should be to guide your team towards the future. Show them what it looks like, where they fit, and how they can plan and respond. While learning from the past is essential, balancing that with a vision of what "good" looks like in the future is crucial. Otherwise, you may find yourself constantly providing feedback instead of praise.

A simple and effective way is to have more informal and relaxed team catch-ups. During these, provide industry examples in practice and demonstrate via Kanban techniques so they could organically develop traits that lead to sustainable EI. This way, the focus would be on results driven and goal oriented process and actions, and not simply putting pressure by forcing EI.

Coaching and feedback are must haves whether in-person, remote or hybrid. You must facilitate the conditions for people to thrive by focusing on four things: L - learning mindset - work on yourself first then lead others. E - empower others to be their best each and every moment of each and every day through a coaching style of leadership. A - adaptive leadership is the skill of getting your team to mobilise and focus on their most important, value-adding work. D - develop people for today and their next career jump. While there are dozens of espoused ‘leadership styles’, there is one that is consistently effective across industries and management levels, and that is to empower people through coaching, trust and accountability.

Para dar un feedback correcto ante una situación de crisis se debe de adoptar un doble enfoque: Primero reconociendo el estrés y la ansiedad que los empleados pueden sentir en circunstancias difíciles, no reconocer la naturaleza del estrés aumenta la ansiedad y el miedo. Pero ante una situación complicada el segundo enfoque es el propositivo, afianzando la confianza de los miembros del equipo, usando frases como "podemos enfrentar esta situación por" o "la situación es complicada pero podemos hacer esto" el papel de un líder más que resolver la crisis se vuelve una figura que inspira confianza. Con este apoyo, es más probable que los empleados asuman el desafío con un sentido de propósito y encuentren las soluciones adecuadas.

Feedback can begin by holding 1-on-1 time and space with a colleague, and treating it as confidential. Listen to the colleague without interruptions then repeating back key points back to confirm an accurate understanding. Pause on the impulse to offer a solution before you are genuinely clear on the point your colleague is seeking to make. Give feedback that is constructive and not emotionally triggered or triggering, where possible. Encourage and set regular feedback sessions e.g. monthly or even more frequently. Re-address the target performance or KPI with subtle nudges or feedback in documents, emails, discussions in between formal feedback sessions - and definitely practice demonstrating the target performance that is the goal.

Creating learning opportunities for your team (and yourself) is a critical step in continuous improvement. EI is not a one and done. You don't just read a book or take a class and now you are emotionally intelligent. It's about the journey. By offering resources and creating ongoing opportunities to practice aspects of EI "in the wild" through purposeful experiments that support learning and growth, team members (and you) will better be able to pivot, adjust and learn on the fly in a more comfortable manner -- with better outcomes. EI takes practice, is an ongoing endeavor, and is worth every moment you devote conscious development to this skill. EI will support your career and personal life more than any other skill.

Creating learning opportunities for your team to enhance their Emotional Intelligence (EI) involves providing diverse and engaging experiences. Identify Relevant Resources: Curate a list of books, articles, and research papers focusing on EI. Share these resources with your team, suggesting specific readings that align with their developmental needs. Offer Courses or Workshops: Organize or sponsor formal courses or workshops on EI. These could be conducted internally by experts or externally through reputable training providers. Utilize Online Platforms and Videos: Leverage online platforms that offer courses, videos, or podcasts dedicated to EI. Encourage team members to explore these resources at their own pace.

Organize workshops or training sessions focused on emotional intelligence. Offer resources to enhance skills like active listening, conflict resolution, and self-regulation.

Besides providing the learning opportunities, whether internal, self-paced, or formal training, one must put it to practice daily. You will make mistakes. My husband developed an EI training program and taught classes. Even so, he still continues to grow and learn more. The point, do not hang your hat once you feel that you have achieved a high level of EI. EI is a lifelong journey. So, keep reading, take refresher courses, attend workshops, and get feedback from others.

I recommend engaging people in creating their own learning journey. Working with adults is different than children. And while that seems like an obvious statement, we default to pedagogical practices with adults. For a company, create resources like book clubs, self-directed learning options (books, videos, assessments), affinity groups for specific topics, etc. Curate a menu of options and allow people to explore and dive into what intrigues them. You've activated their intrinsic motivation, rather than direct them what to do.

In my dynamic world, developing Emotional Intelligence isn't just a checkbox—it's the winning strategy. As team players and often times leaders, we're the mediators of our team's ability to reach zenith. Picture this: in the midst of a project's final stages, modeling EI becomes the game-changer. Managing emotions? It's our version of scoring the winning goal in the consulting arena. Conflict resolution? Think of it as navigating the complex moods of stakeholders, turning discord into a harmonious collaboration. In the EI game every person needs to don a captains hat in shaping a victorious team culture. #EmotionalIntelligence

Hold meetings to fix communication failures within teams. At the first meetings, use examples from other teams and companies, and eventually begin to analyze the mistakes of the team itself. Involve facilitators to create a learning environment.This helps to increase the level of EI

Developing emotional intelligence (EI) in a team starts with the leader embodying EI behaviors. As a role model, demonstrate empathy, active listening, and effective communication. Encourage openness and understanding of others' perspectives. Foster an environment where team members feel safe to express their emotions and thoughts. Provide feedback constructively and welcome it in return. Organize workshops or training sessions focused on EI skills like self-awareness, self-regulation, motivation, empathy, and social skills. Regularly engage in team-building activities that promote trust and collaboration. Your actions as a leader in this area are more important and more valuable than any training. Demonstrate the behavior you seek.

I've found it helpful to ask questions with a curious heart. People can tell when you are truly interested, and when you are being rote or insincere. The greatest way to model EI for your team is to spend time with your employees, both individually, and as a group, asking curious questions and modeling active listening, mirroring, and affirmation.

Leading by example in emotional intelligence (EI) is akin to those everyday lessons we learn in parenting. Let's take role-playing – it's an effective tool for demonstrating EI. Imagine a scenario with a challenging client. Role-play this situation with your team, emphasizing how to handle the conversation with a blend of empathy and professionalism. Or, consider a typical workplace conflict. Act out this scenario, showcasing strategies for managing emotions and fostering collaborative resolutions. It's not just about teaching; it's about ingraining EI as a fundamental aspect of our professional conduct, mirroring the lessons we often learn from our experiences as parents.

Organization culture is dynamic. It's ever changing as people come/go and the company evolves. Emotional intelligence and emotional competancy is a continual learning journey that shouldn't and doesn't end.

As a leader, it is important to demonstrate emotional intelligence by yourself. Model self-awareness, empathy, and effective communication to inspire the team members. Foster an environment where team members feel comfortable expressing their emotions and thoughts. Encourage active listening and validate their feelings. This will promote empathy and understanding within the team. Encourage team members to put themselves in others shoes and consider different perspectives. This would helps oneself to develop empathy and understanding of others emotions and feelings. Regularly provide feedback and coaching to team members on their emotional intelligence skills. Offer constructive feedback and suggest strategies for improvement.

I seriously believe that the book called “one minute manager” teaches the managers to be emotionally intelligent about their team. And I also believe that a team cannot be taught by words so I would follow the advice in that book that I like and let the team imbibe some of those values from me. Then perhaps copy a gift of the book to each of them and let them decide for themselves, which part of it works for them. Lastly, it’s important for me also to recognise that every member of the team is not same and while some of them will follow the advice of such books, the others will remain either obstinately, non-compliant or original thinkers with unique perspective of their own which I would need to learn to respect.

Setting standards, values and expectations help to drive towards a common EI practise. Also build it in to any practise you do. Bidding, winning, losing, advising etc should abide by these common values. Also group awareness of how to deal with difficult situations is imperative.

Creating a safe space/ environment would be a first step for people to acknowledge each other's thoughts and "feelings". Giving space and room for people to open up would create a foundation of trust.

In my extensive 20-year, multicultural work experience with over 40 nationalities, I've noticed variations in emotional intelligence (EI) among different groups. Some nationalities and specific geographical locations seem naturally more resilient, contributing to higher EI. While some individuals may possess a "God-gifted" resilience, I believe that, with practice, we can enhance and cultivate EI in those who may not excel in it initially.

Whilst a structured approach to EI can be appropriate it is generally much more nuanced in a real working environment. People come to their roles with different life experiences and with different learning outcomes from those experiences. Successful EI learning comes when EI is embedded in the culture and leadership of the organisation; where learning from reflection is an expectation, and where coaching from someone who understands EI is part of the line management approach.

Cultivating emotional intelligence within a team is crucial for fostering a harmonious and high-performing work environment. Start by promoting self-awareness; encourage team members to reflect on their emotions and understand how these impact their work. Next, emphasize empathy, urging individuals to consider the feelings and perspectives of their colleagues. Foster effective communication, ensuring that team members feel heard and understood. Implementing conflict resolution strategies and providing constructive feedback further refine emotional intelligence. Lead by example, demonstrate emotional intelligence in your interactions, and provide resources or training to enhance these skills.

An additional aspect of EI is what I refer to as the "emotional perspective". The state of emotion a team member happens to be at that juncture. And this state can have 3 values - "Balanced", "Hyper-Focussed", and "Disturbed". "Balanced" is a performer with the mindset of continuing with her/his performance. The DEPENDABLE one in that situation. The "Hyper-focussed" is keen to put the worst behind and prove his/her true mettle and potential. Could be the HERO for the leader or the coach! A family urgency, financial anxiety etc. could result in one being "DISTURBED". An otherwise stellar performer may well be into difficulties! And any responsible leader should acknowledge that and try every way to help mitigate.

The crux of the matter is finding a balance, not suppression but temperance of emotional excess. Each and every feeling has its value and significance. To quote from Daniel Goleman’s ‘Emotional Intelligence’, ‘Catharsis –giving vent to rage — is sometimes extolled as a way of handling anger.’ ( Example: Car driver shouting a foul litany of expletives at a man blocking the road.) Popular belief holds that “it makes you feel better”. However, leading psychologists have tested and established that lashing out in anger does little or nothing to dispel it, instead it leaves people feeling more angry. A more effective way is when a person first cools down, and then, in a more assertive manner, confronts the person to settle the dispute.