What do you do if your attempts to apply Emotional Intelligence aren't improving employee engagement?

Everyone is different, as are our life journeys. Applying EI and encouraging our staff to increase EI is something I often think about as a leader. The goal is not to focus on increasing employee engagement. This goal is to help our employees reach their potential, find their life purpose, and make them happy. In my experience of leading two organizations, I reflect often and deeply. The thought process is to ask why we do what we do, how we can be present, and be comfortable in our skin during any situation. I found that this process helped me to be a better person and leader with high EI.

One thing that helped me and the next generation of leaders who are my mentees is: Reflect on each conversation and encounter with another human being, and summarize what went well and what went wrong—asking why another person did not see my point of view and why they had the feeling that I could not feel.

I do not think EI should be a strategy. It should be a part of a person's life, the way of life you present to the world and all your relationships with others. It is a way of life with a strong view of life. When a person develops a core belief in life and realizes each day is short, the world will keep turning with or without them. Then, the ego will be diminishing, humility will set into their heart, and the EI will show in any aspect of their life.

Refining emotional intelligence strategies involves a nuanced approach tailored to individual and team dynamics. This may entail adapting communication styles to resonate better with colleagues, providing additional support during challenging periods, or amplifying recognition for individual accomplishments. By customizing approaches based on the unique needs and preferences of team members, leaders can foster a more inclusive and supportive work environment, ultimately enhancing employee engagement and overall team performance.

Building trust can only be possible through leading by example. To lead by example in demonstrating emotional intelligence (EI), it's crucial to embody behaviors that nurture a supportive and empathetic workplace culture. This entails actively listening during meetings and individual interactions, demonstrating genuine interest and understanding in employees' perspectives and concerns. Handling conflicts calmly and constructively illustrates effective conflict resolution skills, while fostering open communication and feedback from all team members reinforces a culture of transparency and trust. By exhibiting resilience in the face of challenges and setbacks, leaders exemplify the application of EI principles in real-world scenarios.

Building trust requires consistency. Authenticity is vital. If you are pumped up and excited during the team meeting, then stressing an hour later it affects your accountability. Engage with genuine interest about who your employees are. What are their goals and aspersions? Building trust requires good communication and leadership that is actively involved in a shared vision.

Trust that you can have a high EI is one core of EI; building trust with others starts with being accountable for what you say and do.

In my experience, enhancing one person's EI will start with self-awareness and self-improvement in many aspects of life. I recommend my mentor's book, Peter Legge's" The Runway of Life." Although it was written in 2004, the stories in this book will help us develop EI.

Investing in personal development to enhance emotional intelligence (EI) skills is an invaluable strategy for leaders seeking to foster deeper connections within their teams. This may involve enrolling in professional development courses, immersing oneself in relevant literature, or seeking guidance from a coach. By prioritizing continuous growth in EI, leaders not only serve as role models for their teams but also expand their ability to empathize and connect with others on a deeper emotional level. This commitment to self-improvement not only benefits individual leaders but also contributes to cultivating a more emotionally intelligent and cohesive team dynamic.

After adjust strategies, puts into practice the actions associated with the (EI) strategies through the establishment of new habits. These new habits that ensure the strategy require being practiced with discipline in person until they become part of our identity. The first step for things to change is to change yourself. As the adage said: nothing changed, I changed and everything around me changed.