"We've had this conversation more times than we can count, and this is what we've learned: Leaders rarely fall short because they lack intelligence, but because they lack emotional intelligence. The emotional gaps are what bruise egos, stall progress, and erode trust until there's nothing left to stand on. Research supports this: High emotional intelligence in leaders is linked to stronger team communication, performance, and innovation, while low-EQ environments see more burnout, conflict, and turnover."
"The good news? Emotional intelligence is a muscle you can strengthen with feedback and practice. Here's how: 1. REFLECT ON YOUR IMPACT You can't improve what you don't notice. Self-awareness isn't just about identifying your strengths but recognizing your impact. Harvard Business Publishing reports that 56% of employees say their immediate supervisor demonstrates self-awareness, which means nearly half of leaders may be unaware of how they're coming across."
"When a team isn't responding the way you expect, something in your approach may need adjusting. The question becomes: Are your intentions aligning with your impact? One executive we coached realized his "high standards" came across as micromanagement. Once he saw it, he was able to shift from scrutinizing details to building trust. The action here is simple, but not easy: Ask for feedback. Reflect without defensiveness. Consider not just what you do, but how you do it."
Leaders often underperform because they lack emotional intelligence rather than cognitive ability. Emotional gaps bruise egos, stall progress, and erode trust. High emotional intelligence correlates with stronger team communication, performance, and innovation; low-EQ environments experience burnout, conflict, and turnover. Emotional intelligence can be developed through feedback and practice. Self-awareness requires noticing one's impact and aligning intentions with how others perceive actions. Executives should ask for feedback, reflect without defensiveness, and adjust behaviors. Specific actions include shifting from micromanagement to trust-building and considering not just what is done but how it is done.
Read at Fast Company
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