Emotional Intelligence: How Competent Are You?

Emotional Intelligence Isn’t a Trait - It’s Skills

When I talk about emotional intelligence, I’m not referring to a fixed trait. Emotional intelligence is a set of skills that can be developed. In my model of emotional intelligence those skills fall into four domains: self-awareness, self-management, social awareness, and relationship management. Richard Boyatzis and I worked with KF Hay Group to produce a tool for assessing twelve emotional intelligence competencies nested within each of these four domains that make people stars in the workplace.

Competence: Another Way of Saying Skill

Competence is another way of saying skill. It’s learned and learnable. The concept of competence itself has been around for many years. Richard and I were in on it at the beginning working with our professor at Harvard, David McClelland. Companies saw this as a method to determine what abilities made their star performers so effective. This is important, competitive information. Organizations look at their top performers and average performers and systematically analyze what they see in the top people that they don't see in the average. Then, they seek to help their employees develop these competencies and hire and promote people that look like the stars.

In our research, we’ve specified emotional intelligence competencies used by outstanding leaders that can be assessed objectively, behaviorally—everyone can see it, you know you’re doing it. Those are the ones we included in the Emotional and Social Competencies Inventory. The ESCI is a 360-degree assessment, meaning an individual completes a survey as do people above and below that person in an organization. Then, the individual receives the information about their own self-assessment as well as the anonymous ratings done by the others.

Learn More about the Twelve Emotional Intelligence Competencies

This month, I’m working with Key Step Media on a video describing each of the twelve emotional intelligence competencies, what they are, why they matter, and how leaders can use them effectively. This video is part of a series that will be released this fall. I’ll let you know when it is available. Until then, here are short descriptions of each of the competencies. Can you see these skills in your own behavior and in the actions of people around you?

Learn more about about competencies in The Building Blocks of Emotional Intelligence: 12 Competency Primers.

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Emotional Intelligence

Self-Awareness

Emotional Self-Awareness

Leaders who are attuned to their feelings and how they affect their job performance. They use their values to make decisions. Emotionally self-aware leaders are authentic and able to speak openly about their emotions.

Self-Management

Emotional Self-Control

People skilled at managing their emotions. Leaders with this skill remain calm and clear-thinking in stressful situations and hold on to their emotional balance.

Achievement Orientation

Leaders who hold themselves and others to high standards. They work toward challenging and measurable goals. They continually seek ways to improve their performance and that of their team.

Positive Outlook

These leaders see every situation as an opportunity, even those that may look like a setback to others. They see other people positively and expect them to do their best. They expect the changes in the future to be for the better.

Adaptability

Leaders with this skill handle many demands while staying focused on their goals. Uncertainty is both expected and comfortable for these leaders. They flex in response to new challenges and are quick to adjust to sudden changes.

Social Awareness

Empathy

Leaders who can comprehend an individual or group’s unspoken emotions. They listen well and easily grasp other’s perspectives. Empathetic leaders explain their ideas in ways other people understand and work well with people from diverse cultures and backgrounds.

Organizational Awareness

Leaders who understands all aspects of an organization: where formal and informal power is held, relationships that provide opportunities for networking, conflicts, unspoken norms, and guiding values.

Relationship Management

Influence

Leaders who are skilled at appealing to others and developing buy-in from key players in a situation. They are engaging and persuasive with individuals and groups.

Coach and Mentor

Leaders who take interest in assisting others. They know the individuals with whom they work, including their strengths and goals. They give constructive feedback to coworkers and help others focus on growth opportunities.

Conflict Management

These leaders make an effort to recognize different perspectives. They focus on helping everyone find the common ground upon which they can agree. They allow everyone’s opinion and direct efforts toward finding an agreeable resolution.

Inspirational Leadership (Inspiration)

A leader who inspires can move people. Their articulation of a shared mission causes others to join them. They show others the purpose behind their day-to-day work.

Teamwork

These leaders build an atmosphere of cooperation, helpfulness, and respect. They help others commit to the group’s effort. They help a team develop an identity, positive relationships, and spirit.