Emotional Intelligence – So what and who cares?

I am going to come right out and say that emotional intelligence is directly related to the performance of your organization. I have found over 20 years of leading employees that emotional intelligence is directly related to organizational performance, so if your organization exists to maximize profits for shareholders (amongst other objectives), you may wish to consider its importance.

So, how does it relate? Simply stated, the time and attention that emotionally intelligent leaders invest in their employees equates to improved performance, which in turn equates to improved organizational performance. Each time that I meet with employees to discuss their performance objectives and their long- and short-term goals, I ensure that I fully understand the organization’s strategy (strategic plan/goals) so that I am able to tie them into the employee’s personal and professional goals. By being genuinely interested in each employee’s personal and professional goals, and by establishing a system that allows for routine follow-up to the action plans that we establish, I increase both employee effort and performance. As indicated by the 10:6:2 and the 10:9 rules, respectively, every 10% improvement in commitment [to our employees] can increase employee effort by 6%, which can result in a 2% increase of employee performance. Additionally, every 10% improvement in commitment results in a 9% decrease in probability that the employee will seek employment elsewhere. But, it takes an emotionally intelligent leader to be able and willing to commit the time and genuine effort necessary to improve his employees both personally and professionally. Follow-up and attention to detail are what separate good leaders from great leaders. Good leaders may positively impact the organization, but it would seem that organizational growth and profit maximization would be [much] more sustainable with a corps of great leaders shaping their organization’s workforce.

Is this possible within your organization? Do your leaders/managers consider your human resources as a means to an end? As an exhaustible resource to be used however necessary to maximize profits (however unsustainable the practice)? Or, do you have leaders that understand the importance of investing time and effort into establishing personal and professional goals, which dovetail perfectly with their employees’ performance objectives and the organization’s strategic goals?

Performance assessment and the implementation of action plans are my expertise. If you have questions, would like to know more, or have thoughts, please ask/share.

Dr. Mark

Coming soon!

Mark-Wood-smallThe Karsten Institute blog site will soon be featuring conversations on emotional intelligence in management by Mark Wood, Ph.D. Watch for it and be prepared to join in.

Mark gained his leadership experience by serving over 20 years as a member of the US Army.  He served in a variety of executive leadership positions within multiple Department of Defense organizations, assessing employee performance, advancing positive social change, and using his knowledge of emotional intelligence to build resonant relationships with all members of the organization.  Mark holds a Doctorate in Management-Leadership and Organizational Change from Walden University.

Gallup StrengthsFinder 2.0 Top 5 Themes: Learner, Analytical, Arranger, Consistency, and Relator