Self-awareness + EQ (Emotional Intelligence)
John Dewey, American Philosopher believed that the modern mind, since Descartes, has been caught up in a hopeless “quest for certainty” that is hopeless, simply because certainty does not exist in the world. Nonetheless, the great divide and misinterpretation of Descartes’ dualism theory has resulted in an American culture that denigrates emotions and the kind of “knowing” that is possible by integrating the entire body with the analytical mind. Essentially, he stated that many modern western cultures operate on an understanding that there is a world “out there” and we have a mind ‘in here” that seeks certainty by reaching out to the external world. This modern fascination with inquiry leading to certainty has engulfed the modern methods of inquiry. We apply observation and analysis to the physical world to reveal the physical structure of things. At work we deduct and reason because we crave closure. Many Continuous Improvement activities have organized themselves around designing organizational experiments, capturing hard data/statistics, then deducting and deciding based on those outcomes. And even with major advancements in the behavioral sciences, organizations continue to operate on that premise of “certainty” in designing everything from Lean experiments to Employee Job Descriptions, Performance Management and New Product Development. And it is missing the mark; indeed, certainty is often a rapidly moving target in this new VUCA global economy.
Modern neuroscience has drastically advanced due to fMRI technology and sophisticated methods of experimentation and discovery. What has been intuitively ‘known” and passed down for thousands of years is proving to be true: the mind-body connection is not only real, it is integral to the mastery of effective leadership and organizational performance to survive and thrive in this environment.
Mastering the marriage of the “inner game” with behaviors, data bytes, and human interactions reveals an entirely new possibility for enhancing creativity, innovation, advanced conflict resolution and collaboration among the human resources in organizations. Indeed, moving from a “machine model” of analyzing and directing human performance, which used IQ as the base of potential, to a “neuroscience-based model” which considers the competencies of Emotional Intelligence (EQ) allows organizations to capture the energy and engagement from an evolving workforce. And, modern research shows that IQ contributes to only 20% of the behaviors that predict success at work and life. EQ accounts for the other 80%. Mastering frustration, anxiety, stress, failure, depression, burnout, ego, and other human emotions is critical for success, yet has not been taught in modern educational systems. In fact, with the focus on STEM based curriculums, the likelihood of learning these critical work success skills diminishes even more. That is why Emotional Intelligence and additional neuro-based performance programs are critical for developing and managing the Human Resources in organizations.
Where did EQ come from?
The basis for this work began with the work on Emotional Intelligence highly popularized by the release of a book authored by Daniel Goleman in the early 1990’s. He identified five competencies of emotionally competent individuals: Self-Awareness, Self-Regulation, Self-Motivation, Empathy, and Effective Social Relationships (Emotional Competency, Emotional Maturity, Emotional Sensitivity).
Emotional competency: bouncing back from emotional upsets, belief in one’s self worth and value, managing ego strength
Emotional Maturity: High Self-Awareness, developing others, Delayed gratification, Adaptability and flexibility in daily approach to work relationships, problems, and decision making
Emotional Sensitivity: Understanding personal triggers, empathizing with others, improving interpersonal relationships, Identifying and communicating a range of emotions. Ongoing research has helped to define EQ behaviors that help or hinder workplace performance.
What High EQ looks like:
Ability to easily expresses one's feelings with tact and appropriateness of timing and tone
Ability to find positive aspects in negative experiences and seek personal transformation through resilient behaviors
Ability to balance emotion, reason, logic, and gut intuition and motivation
Is independent, self-reliant, accountable, and morally autonomous
Is interested in other people’s feeling, inputs, and needs
Not immobilized by fear or worry
Not motivated by power, wealth, status, fame or approval of others.
What Low EQ looks like:
Refuses to take responsibility for his or her feelings, blaming others for them
Insensitive to the feelings of others
Lacks empathy and compassion for how others may be experiencing problems
Insecure and defensive, will not admit mistakes, express remorse when violating others and does not apologize sincerely
Is a poor listener, interrupting, invalidating others emotions or missing them completely, focuses only on ‘facts” when it is obvious that a broader understanding is required
Acts without regard for others.
Though robots may be able to replace repetitive, low skill jobs, companies will always need people who can lead, influence, sell/market products and services, manage finances, introduce and improve products and provide service. Without productive, engaged employees, organizations cannot survive. Effective interpersonal Communication is key.
The most important aspect of that work was the discovery that although IQ was a measure of intellect fixed at birth, Emotional Intelligence, or EQ is an intelligence that can grow over a lifetime. That means organizations that harness that power, have discovered how to maximize their workforce over the lifetime of their employment. And those who haven't, can start now.
So why do so many organizations fail? Where does all the “dead wood” come from?
Western culture has encouraged emotional repression. Essentially, they have been disregarding the very strengths that humans can draw upon to increase engagement and productivity. Recent discoveries in the field of neuroscience have found that the emotions play a critical role in optimal human performance. Specifically, emotions are what allow us to develop relationships, influence, and make better decisions.
Workers at all levels in this VUCA world business environment, report operating daily in a state of numbness, falling victim to the constant conditioning of social media escape which can create a “follower mentality.” This is because people out of touch emotionally are much easier to control, lead and manipulate. Yet the cost is great. Lack of engagement negatively impacts innovation, creativity, decision making and teamwork; all of these are needed to deal with the constant demands of customers, markets, and stakeholders. Not to mention the organizational drain from absenteeism, and social costs such as increased alcohol and drug abuse, depression and other negative aspects of isolation. It all comes back around.
The most radical, revolutionary thing employers can do to increase engagement and productivity is invest in a highly self-aware leadership team and workforce. Know thyself, be centered in self, not self-centered.
What are your emotions? What are others emotions? It is so much easier to be swayed and swept away into the herd mentality. But this is the age of evolution and soul development. It is about the self. Self-actualization, Self-identity, Self-awareness. Reclaiming the heart and reclaiming one’s emotions. It is about being a sovereign being.
Reclaiming and being aware of one’s emotions. Recognizing that you can feel frustrated, angry, or hurt by a boss or co-worker and work through it in a positive way instead of acting on these marginalized feelings. This requires inner work such as increasing self-awareness, and being in the moment to strategize how you will address and channel marginalized feelings. It takes courage and tremendous growth to and act on self-awareness and many people do not come to work with this foundaitonal skillset. Organizations can ensure that learning professionals and coaches build self-awareness development into their performance enhancing investments.
People evolve like the planet. As we deal with modern issues, we require increased physical and mental activity. Movement requires experiencing many emotions: Lack of patience, lack of self- control, lack of the sympathetic understanding of others, getting comfortable in the ‘grey zone.” Stoking enthusiastic and innovative behaviors while maintaining mindfulness and presence with clear planning.
Emotional Intelligence and Emotional Awareness helps us develop our sense of self – how we respond to and create a deliberate life for ourselves and become independent, sovereign beings who are whole, healthy and functioning at the highest levels possible. Self-Actualized individuals score highest on all the EQ and CIQ (neuroscience of conversations) competencies
Emotional Intelligence will become even more important as newer generations have grown up in a world of social media where they will say and do things out on the Internet that they would never do in person. That translates to bad behaviors of interaction or avoidance, sabotage and other human interactions that translate into billions of dollars in lost productivity, turnover, and training that does not deliver results. With EQ people learn what makes them compatible or incompatible with others or with their jobs, and how to deal with emotional difficulties in constructive ways and with ease. They learn how to manage stress triggers in positive, healthy ways and become more peaceful, which allows for better decision making and relationships.