by Dr Eben van Blerk
Predictor of Success
Which qualities do we need to be successful in life? Above average cognitive intelligence (IQ) and academic achievement are traditional measures of success in life. In fact, companies often focus on technical skills during recruitment and project staffing and ignore the human aspects. IQ, technical skills, academic qualifications and certifications alone however are not enough for success anymore. We are measured against a new yardstick. How we behave, get along with others and work together as a team, have become critical for success.
Much has been written about Emotional Intelligence (EI) the past two decades since the publication of Daniel Goleman’s 1995 book by that title. Research linking EI to performance at work has proliferated. Emotional competence is linked to performance in a variety of jobs, organisations and cultures [1].
The world of work is emotional. Most of us have experienced moments in our lives where we are caught up in daily challenges which distracts us from achieving our goals. Our energy is often drained by peak hour traffic, a difficult client or colleague in a project meeting. We start the day with best intentions but soon we find ourselves in the opposite direction we had in mind. Our emotions have surpassed all sense of reality, leaving us in denial and regretful about our behaviour.
The behaviour of others can influence our emotions and our emotions can influence our performance. Emotions can either help us to achieve our goals or contribute to us not being successful at all. Increasing research evidence suggests that learning to become more aware of our emotions and becoming better at managing our emotions can have a significant positive influence on how effective we are at getting things done. [2,1,4]. Research has shown that EI exceeds IQ when it comes to success. EI has become one of the biggest predictors of success at home, at the office and life in general. [3].
Emotions and the structure of the brain
Understanding the concept of emotion will add more clarity. An emotion is a physical reaction or change in our body based on what we experience in our environment, e.g. something we see, hear or think. An emotion is a trigger for our body to act. The basic emotions are anger, sadness, fear, enjoyment, love, surprise, disgust and shame. Each emotion is accompanied by a biological signature. With anger heart rate increase, fear leads to sweaty hands and enlarged pupils, surprise causes the eyebrows to lift and with shame, blood often rushes to the face.
Emotions are often referred to as matters of the heart. The human brain however is central to our emotional and rational life specifically two of its components, the limbic (emotional) brain and the rational brain. The limbic brain records everything that happens in our lives. It serves as our emotional memory and controls all emotional related matters and biological signals such as tears of sadness. It is the centre of our fight or flight responses and stores a repertoire of possible reactions when triggered. As we grow older, with life experience this repertoire of responses, is extended. Our response to each emotion is also influenced by our experiences, upbringing and culture. The limbic brain is key to our survival as humans. Our rational brain on the other hand is responsible for problem-solving and decision making.
Emotional hijacking
When faced with danger, the rational brain will start the problem solving process evaluating all relevant factors to devise a plan of action. While this is happening, the emotional brain will consult its repertoire of stored responses and send out the necessary fight or flight instructions to the body. The emotional brain reacts much faster than the rational brain and in effect hijacks the rational brain and simply takes over. Before we can rationally think what to do, our emotional brain decided and our body reacted. This is often where afterwards we struggle to understand why we acted in a particular way since “…this is not me, I am not like that…”.
Intelligently managing our emotions
EI in essence is the ability to manage the above emotional hijacking that happens in our brain. In layman’s terms it translates to acting appropriately in any given situation. From an academic perspective, EI is a “set of skills relevant to how we perceive, understand, reason with and manage our own and others’ feelings” [5].
If we recognise and understand what we are feeling and why, we can intelligently manage our emotions and use it to our advantage in decision making. Without this ability, our emotions can often be a source of great misery in our lives. The good news therefor is that EI can be improved, if we have the desire to do so. Self-awareness can help us to understand how our emotions influence our behaviour. This insight can assist in rewiring our limbic brain to ensure that our behaviour is more in line with our intentions and values.
This is the first instalment in a series on emotional intelligence. Further articles will unpack the business case for EI, how EI is measured as well as the difference between EI and IQ. Each of the emotional competencies that combine to make up emotional intelligence will be discussed in further detail. South African research on the role of emotional intelligence in project management will also be shared.
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References
- Sala, F. 2006. The international business case: emotional intelligence competencies and important business outcomes. In Druskat, V.U., Sala, F & Mount, G. (eds). Linking emotional intelligence and performance at work: current research evidence with individuals and groups. Mahwah, NJ: Lawrence Erlbaum: 125-144.
- Bar-On, R., Handley, R. & Fund, S. 2006. The impact of emotional intelligence on performance. In Druskat, V.U., Sala, F. & Mount, G. (eds). Linking emotional intelligence and performance at work: current research evidence with individuals and groups. Mahwah, NJ: Lawrence Erlbaum: 3-19.
- Goleman, D. 1995. Emotional intelligence. New York, NY: Bantam Books.
- Van Blerk, W.E. 2013. The role of emotional intelligence in implementing information technology strategies. Unpublished doctoral thesis, Cape Peninsula University of Technology, Cape Town.
- Palmer, B.R., Gignac, G.E., Ekermans, G. & Stough, C. 2008. A comprehensive framework for emotional intelligence. In Emmerling, R.J., Shanwal, V.K. & Mandal, M.K. (eds). Emotional intelligence: theoretical and cultural perspectives. Hauppauge, NY: Nova Science: 17-38.
About the Author:
Eben van Blerk is a Manager and Senior Business Analyst with more than 25 years’ corporate experience in information systems. Eben holds a Doctor of Technology degree in the role of emotional intelligence in information systems work. He has a keen interest in the role of emotional intelligence in performance at work and a passion for assisting individuals, through coaching and mentoring, to become more emotionally intelligent. In addition to presenting industry talks and facilitating emotional intelligence workshops, Eben has co-authored articles and book chapters on leadership and emotional intelligence in local and international publications.
I like this quote from Barbara Corcoran, Founder of The Corcoran Group, New York’s largest real estate company. Barbara is an expert in the art of leading a team to success and in how to build a successful business. It’s a big statement admitting to failure as well as success.
A few valuable lessons can be learned from Greg McKeown on determining what is essential and eliminating everything else. He authored the book: ‘
