Promoting Emotional Intelligence (EI) is just the easiest part. Will you be able to Maintain it?

It was snowing continuously in one of the winters in my home country. I was the acting operational manager for the hospital where I started my career (the after-hours nurse supervisor usually acts as the operational manager). I had to take the call on who could leave and who could come after receiving tens of calls from employees and staff who got stranded by blocked roads and streets.

To be honest, it was not so hard in a work environment where most of the staff were willing to continue serving patients (cancer patients) and supporting each other in such weather circumstances. Calling nursing units' leads and dealing with some individual cases did not take more than an hour to get things together, and business is running as usual.

The only tense situation I had to deal with was a call from the CEO asking for a specific department's employee name that seemed to mishandle the CEO's request for specific information related to patient ADT(1) transactions. The request was to fire that person immediately because he was "incompetent". Hold this thought!

In the dynamic and interconnected world of international corporations, success hinges on understanding the people within the organization and the complicated nuances of global relationships. The concept of emotional intelligence (EI) has gained eminence in this context, and it is increasingly seen as a vital asset for individuals and businesses operating on a global scale. I am going to explore the pivotal role of emotional intelligence in international corporations and its key impact on organizational effectiveness, leadership, and relationship-building.

This essay is a personal perspective of the writer, and although it’s supported by evidence and extended professional years in the field, it does not represent or affiliate with any professional sponsorship.

More than simply technical proficiency is needed to be a leader—a C-level leader—in multinational corporations. It requires the ability to interact with people of diverse cultural backgrounds and navigate the complex web of global connections. Empathy, self-control, and self-awareness are traits of high-EI leaders that are essential for building cooperation and trust. EI gives leaders the ability to settle disputes and motivate their colleagues to give their best work in a global context where varied teams frequently collaborate.

The key to success for multinational corporations is effective cross-cultural communication. In this context, emotional intelligence is essential since it helps professionals embrace and adjust to cultural quirks. This is important in preventing misinterpretations and miscommunications that might obstruct development. This entrenched EI culture fosters stronger bonds between coworkers and contributes to the creation of a welcoming and inclusive workplace that values the ideas and cultural backgrounds of all employees.

Organizational Effectiveness... The Key.

The success of international corporations depends on the collective effectiveness of their employees and teams. Employees with high emotional intelligence tend to be more motivated, resilient, and adaptable. They are better equipped to handle stress and adapt to the fast-paced, ever-changing global business environment. As a result, international corporations with emotionally intelligent workforces are better positioned to seize opportunities, adapt to market changes, and innovate.

International corporations need to be attuned to the unique needs and expectations of customers in various regions. High-EI individuals, all the way from the pyramid's top, can empathize with customer perspectives and respond more effectively to their requirements. This customer-centric approach not only leads to better client relations but also enhances brand reputation and loyalty across borders.

Will you be the champ who maintains EI?

Failing to understand and respect cultural differences can lead to misunderstandings, miscommunications, and strained relationships, which can erode emotional intelligence. In other words, "Lack of Cultural Sensitivity".

This failure is not just a mistake; it threatens the entire ecosystem of the multinational corporation simply because someone decided EI does not matter for once or decided to stand with one against another.

Authoritarian or ethnocentric leadership styles that disregard local values and customs can undermine emotional intelligence by creating a hostile or uncooperative work environment. Sounds familiar? This is called "Leadership Styles". Ethical lapses or moral dilemmas within a multinational corporation can erode trust and create a toxic work environment. This can also have a negative impact on emotional intelligence by fostering a climate of mistrust and negativity.

A Conclusion.. Maybe!

In the realm of international corporations, where diverse cultures, languages, and business practices intersect, emotional intelligence is far from a soft skill—it is a strategic imperative. It gives executives the ability to successfully negotiate the intricate world of international business and promotes harmonious interactions between partners and staff from various backgrounds. International corporations benefit financially and sustainably over the long run from EI's promotion of customer-centricity and increased organizational effectiveness. Emotional intelligence is not only a nice-to-have in today's more interconnected world, but it is essential to succeeding in the international economy.

Last thought.. Remember the Story?

After almost 3 days stranded in the hospital, when snow started to melt and roads got better, and when people resumed their usual duties, On the morning of the third day, I handed over my consecutive workdays to my manager, the chief nursing officer (CNO). I handed over my story to her, who was already aware of it. I had then to head to the CEO's office, where he received me with his usual intelligent smile and simply thanked me for maintaining the corporate EI.

This CEO has been among the most emotionally intelligent leaders I have ever worked with.