Emotional Quotient

Emotional Quotient  – Why does it matter in the organization?

EQ or Emotional Quotient is defined as a person’s ability to identify, assess, and control the emotions of oneself, others, and groups. According to a survey of hiring managers, almost 75% of respondents recommended that they value an employee’s EQ over their IQ. Hence, emotional intelligence is accepted as a valuable skill. EQ helps to improve management, communication, and relationships in the workplace. However, researchers believe that EQ can be improved with training and practice.

In a team, colleagues with high EQ can be:

  1. Problem solvers.
  2. Better decision-makers.
  3. Open to feedback/constructive criticism by managers.
  4. Resolving conflicts.
  5. Keeping cool under pressure.
  6. Maintaining greater empathy.

To achieve a high EQ, Mastering Dialogue and Accountability are key skills to maintain that can be learned through the accountability training courses.

Mastering Dialogue helps to come up with effective dialogue that adds the person to speak up and take responsibility in the workplace. So, the culture of dialogue brings employee engagement.

The central benefit of effective dialogue is psychological safety. When people feel psychologically safe to speak up, they are more likely to add meaning to and take responsibility for their workplace cultures.

People are more likely to share their ideas and work upon challenges. Henceforth, the employees are able to identify the critical information that helps to make decisions with facts.

The dynamics at the workplace with employees and clients are handled by people who can handle dialogue with care during stress and uncertainty. The employees speak up when mistakes are flagged, which are worked upon to fix, thereby assuring quality and safety.

“People high in emotional intelligence are expected to progress more quickly through the abilities designated and to master more of them.” — Mayer and Salovey.

Emotional intelligence is the key to up your personal effectiveness.

A high-EQ leader would avoid imposing the employee’s responsibility onto another. Instead, they might decide to carefully set up a similar event in order to help develop their protégé, but, importantly, it would be centered around the benefit of the employee rather than the leader. This brings in the practice of accountability to make peers responsible for their tasks.

What are some of the behavioral outcomes of Crucial Accountability:

  • Teams can speak up no matter the person’s power, position, or temperament.
  • Get positive results and maintain good relationships.
  • Permanently resolve problems by clarifying natural consequences
  • Help others avoid excuses, keep projects on track, and resolve performance barriers.
  • Agree on a plan, follow up, engage in good reporting practices, and manage new expectations.

Accountability helps in managing performance to get a positive result and maintaining good relationships. It helps to improve performance with a plan to agree by tightly scheduled follow-up, good reporting practice, and handling good expectations. Most importantly, hold anyone accountable at work.

History shows a plethora of magnificent minds like Nelson Mandela, who gave a new meaning to revolution. The journey was possible by mastering the dialogue and accountability of Mandela in the massive drive for the objective to achieve equality.

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