The trick is to develop emotional self-awareness.
We’ve all been there when projects don’t quite go to plan or a challenging email lands in the inbox. In these moments, it’s easy to feel overwhelmed and emotionally stressed.
These feelings always have a trigger, which we as individuals are able to control – how well you manage them depends on your own emotional self-awareness.
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Even though self-awareness – knowing who we are and how we’re seen – is important for job performance, career success, and leadership effectiveness, it’s in remarkably short supply in today’s workplace. In a Harvard Business Review study, it was discovered that although 95% of people think they’re self-aware, only 10 to 15% actually are.
There are many different versions of emotional intelligence, along with varying definitions and attributes. In short, emotional intelligence is a combination of self-awareness and self-regulation that affects motivation, social skills and empathy.
When it comes to coaching, emotional intelligence is essential. When both parties have a high degree of self-awareness and self-regulation, communication flows smoothly, allowing coaching to be facilitated successfully. On the other hand, low emotional intelligence can serve as an inhibitor to those receiving coaching if they lack self-awareness or are highly resistant and disruptive.
The purpose of this article is to provide a framework of how emotional intelligence can be developed and used to improve coaching and coaching conversations.
It’s possible to access Emotional Intelligence skills right from a leader’s process of recruitment and selection. There are assessments like EQ-i 2.0 that can help to evaluate emotional intelligence skills. In this article we are going to focus on the questions that you can ask in order to understand which candidates have an high emotional intelligence, opposing to them with the potential to leave collateral damage in an organization.
