Want A Thriving Business? Focus On Emotional Intelligence

Written by Hebatullah Saeed on January 26, 2022. Posted in Articles, Personal performance

Image Source: oatawa | Canva

Emotional intelligence can improves business results often by order of magnitude. Today, the leader’s mood plays an important role in this dynamic. New research has shown that leaders should redefine what they do first and best. The human mind proves that leaders’ moods could affect the feelings of those around them. The reason for that lies in what scientists call the open-loop nature of the mind`s limbic gadget, which relies upon outside assets to control itself and serves as our emotional center. However, the closed-loop gadget is self-regulating, and our mood usually depends on our connections with different humans. The open-loop limbic gadget is a triumphing layout in evolution. It allows humans to come to one another’s emotional rescue; for example, permitting a mom to appease her crying infant.

Resonant Leaders Inspire People

Resonating means being in harmony or in sync with those around you. Mary Tuk engages with the people around her, those who report to her and others. She tells them not only what is important to them in their lives and work but also to their personal and professional vision. She listens to them because she cares. Employees sense this and respond accordingly. This creates an environment of open dialogue, mutual respect, and trust. Personal and shared visions have a long history in management and organizational practice but only recently have they begun to systematically build empirical knowledge about the role of individuals and shared visions, teams, or organizations when developing personal or shared visions. Positive Emotional Attractors (PEA) and Negative Emotional Attractors (NEA) are two major states that are strange attractors, each characterized by three dimensions. These are (1) positive emotional awakening and negative emotional awakening; (2) endocrine excitement of the parasympathetic and sympathetic nervous systems, and (3) neurological activation of standard mode networks and task-positive networks. Building a compassionate relationship in a shared vision is difficult even in the simplest times. But in a highly competitive industry like banks, this is a big challenge. Imagine trying to excite people in the future by working on performance, energy updates, and sustainability when the world around you seems to be collapsing. Emotional and social intelligence skills show that in many countries around the world, they predict the effectiveness of leadership, management, and professional activities. They can be called emotional intelligence (EI) and social intelligence (SI) behavioral levels. To be an effective leader, manager, or expert, a person should properly understand and handle his or her emotions based on each person or situation and interact effectively with others. One needs to understand the emotional signals of others . These competencies occur in three clusters: (1) Cognitive intelligence (CI) competencies, such as systems thinking and pattern recognition; (2) Emotional intelligence index (EI) abilities, such as adaptability, emotional self-control, emotional self-awareness, positive attitude, and achievement orientation; and (3) Social intelligence (SI) abilities, such as empathy, organizational awareness, inspirational leadership, influence, coaching and mentoring, conflict management, and teamwork. Other competencies are like threshold competencies, and that means they have to be defensive.

Emotional intelligence at work

Emotions can also be a valuable tool in the workplace. Through learning to read and influence the emotions and reactions of others, emotional intelligence can be rewarded in your organization. Here’s how that can happen: Make sure leaders practice the right actions. If the leader does well, you can see it in the team. Allow colleagues to distinguish between emotions and personality. Try this exercise: The manager puts a huge calendar on the wall, and the team members mark the calendar with emojis that show their feelings. Encouraging employees to say “I feel frustrated” rather than “I’m frustrated” can increase their emotional awareness. Make employees feel valued. When employees have a say, they feel more connected. Talk frequently with your employees to find out what they think of changes and projects so they can talk and hear. If they tell you they are angry, frustrated, or worried, make it okay. Also, say thank you and show people that you are grateful. Make feedback routine and factual. Give and receive negative and positive feedback. It helps everyone become a better employee. It’s a good idea to start with a question, “How are you? What are you thinking?” If you give negative feedback, don’t do it personally. Also, please accept feedback from the team. “What would you change if you were in my position?” Remember to control your reaction to what you hear. If you don’t like it, think about why and pause before answering. Make assertion training accessible to all employees. Explosive anger, resentment, and frustration result from disgusting emotions. For many, it is difficult to express themselves properly. Teaching employees when and how to deal with difficult situations can help people avoid emotional relapses. Facilitate stress management. Be aware of your employees’ increasing workload, deadlines, and stresses. Provide support if possible. Implement stress-relieving strategies and training to reduce emotional ups and downs.

Performance Insights: From east to west – differences in corporate spirit

Written by Adelina Chelniciuc on March 11, 2021. Posted in Editorials

Many organizations from around the world present their purposeful identities to the general public by using elements such as vision, mission and value statements.

Good practice in performance management – integrated, systemic and cultural

Written by Aurel Brudan on February 16, 2021. Posted in Editorials

integrated

Oftentimes I am asked for advice on how to do performance management right. A very relevant question, as it is easier to make mistakes in deploying performance management practices rather than to get it right.

Clarifying terminology and understanding the context of each entity is important in designing good performance architecture that fits its environment and cultural dynamics.

Top 8 Characteristics of Highly Effective Managers

Written by James Cummings on February 11, 2021. Posted in Articles, Individual Performance

team

Have you wondered why some managers have the best team, with happy members, who meet deadlines and surpass project goals while others don’t? The secret ingredient is the attributes they have.

PDCA & PDSA: Philosophy and Performance Management

Written by Aurel Brudan on January 4, 2021. Posted in Editorials

One of the administrative science domains that feeds Performance Management as a discipline is the quality movement. The Plan-Do-Check-Act (PDCA) cycle is at the core of the link between the two fields. It has been promoted and used in its current form for over 50 years. However, its roots can be traced back to ancient Greece.

Posts Tagged ‘Management performance’