Let's Unpack Effective Leadership

Let’s Unpack Effective Leadership

Article #4: Emotional Intelligence 

Can’t leaders simply rely on extraordinary intellect in order to be effective? Well, some can, but history is filled with incredibly smart people who failed as leaders. 

Studies of leadership often conclude that individuals with high degrees of EQ (Emotional Quotient, also referred to as “Emotional Intelligence”) are more likely to be successful in their roles than those with high IQ’s. Further, some suggest that EQ becomes increasingly important as leaders attain positions of greater authority and responsibility. 

While a balance of high IQ and EQ is most certainly optimal, today’s discussion will focus on the primary components of emotional intelligence:  self-awareness, self-regulation, motivation, empathy and social skill. I’ve dedicated my first three articles to discussing self-awareness, so I won’t belabor that topic any further, but will rather offer some thoughts on the others. 

Self-regulation:

Self-regulation refers to the ability to manage and properly channel one’s emotions. Many of us choose to follow passionate individuals; those who can enthusiastically articulate their vision and their unwavering commitment to pursuing that vision.  Their passion alone can often drive organizations to accomplishments that were previously considered beyond their capabilities. However, it can also lead to volatility, inconsistency and unpredictability when setbacks occur. At its worst, we’ve witnessed passion manifest itself into severe mood swings, verbal and/or physical abuse, and even crossing legal boundaries. 

Highly self-regulated leaders may not necessarily be described as passionate, but they are known for reacting thoughtfully to the whims of their unpredictable world. They are willing to reflect upon ineffective strategies, analyze their root causes, and evaluate alternative courses of action. 

With self-regulated leaders, responsibility for failures is always shared, an approach that can enable teams to pull together in rectifying problems, rather than unproductively pointing fingers. People feel that their associates have their back, and that they reside in a culture where disappointments and associated learnings are valued as much as achievements. 

Keep in mind that passion and self-regulation aren’t mutually exclusive. Leaders can and should be passionate about their vision and values, while also being circumspect when situations warrant restraint.

Motivation:

I’ve often heard leadership described as the ability to enable both yourself and those around you to exceed expectations. The incentives that drive this ability are often more intrinsic than extrinsic. Yes, money can be a strong motivator, but its motivational impact tends to be shorter-term in nature. Consistent and longer-term motivators are more likely to come from within, through the fulfillment of desires to improve and to succeed. Motivated people continue to set the bar higher for themselves and, by example, for those around them. Their energy and optimism about the future can be infectious, and interpreted as not only a commitment to achievement but also as a commitment to teamwork, thereby engendering a high degree of loyalty among “the troops.” 

Empathy:

The components of self-regulation and motivation lead naturally to the notion of empathy. Leaders who take the time to be thoughtful about their environment and are committed to motivating their teams, also understand the importance of being empathetic to those around them. 

These individuals are typically quite comfortable in their own skin, and therefore don’t require much attention to their own needs. Instead, they direct attention to the needs of their associates, and embrace the opportunity to “walk in others’ shoes” in order to better understand what they are experiencing. 

However, too much empathy can be interpreted as “softness” that leads to inaction and/or poor decision-making. If leaders try to please everyone, their need to be liked may cloud their judgement about what is right for the broader organization. As they pinball off of various individual’s emotions, their decisions are often reversed, processes become unclear, and organizations become paralyzed by inconsistent direction. 

Leaders who demonstrate an appropriate balance between empathy and decisiveness can promote greater loyalty through a sharper focus on listening and communication. Not everyone has to agree with a leader’s decision, but if they feel that their voices have been heard, the decision-making process has been transparent, and the rationale for the decision clearly articulated, they will likely go along with the conclusion reached, and appreciate being part of a respectful organization. Even in the case of layoffs, which are often the most emotional of times for those leaving an organization and for those remaining, a commitment to open dialogue enables leaders to acknowledge the internal distress, and to begin the necessary healing process. 

Social Skill: 

The final component of emotional intelligence is social skill, although I tend to think of it as the execution of the other four. Leaders who are self-aware, self-regulated, motivational and empathetic use these characteristics to build relationships with people both within and beyond their immediate organization in order to achieve their vision and goals. They adhere to the notion that “it takes a village” to succeed, and therefore commit to fostering positive relationships. This aspect of leadership may be more challenging for introverts than extroverts, but each, in their own way, must make a regular habit of devoting some of their work week to building rapport. 

As an introvert, I’ll confess that it took me longer to appreciate the value of social skills in the workplace. My philosophy was “judge me by my actions”, and I thought that if I consistently did the right things, others would naturally follow. As I matured in my career, I grew to appreciate that this philosophy, while foundationally correct, was ultimately incomplete. In addition to doing the right things, I needed to reach out to others in order to understand their values and motivations. I needed to understand where I could find common ground, room for compromise, and areas where we could respectfully disagree. 

Earlier in my career as a leader, I actually resented those who I felt were spending an inordinate amount of time chatting around the office or on the phone. I didn’t view those activities as “work” but rather excuses not to work. In some cases, I may have been right, but in others, I couldn’t have been more wrong. Leveraging social skills to build coalitions behind critical strategies is some of the most important “work” that successful leaders perform. 

Final thought:

I’ve mentioned the importance of “balance” several times already, and will continue to in future articles. We will always be able to identify successful leaders who simply had extraordinary intelligence, just as we will be able to name those who became prominent based purely on their charisma. On the whole though, I believe that the best recipe for effective leaders is a balance of EQ and IQ. The mix may vary by individual, but the combination is powerful.