Teamwork and Emotional Intelligence

Tom Heck's TeachMeTeamwork

To Heck's TeachMe Teamwork talks about emotional intelligence and leadership, featuring an interview Dr. Haydn Hasty.

"Leaders in the field of team and leadership development know the difference between a marginal leader and a great leader is often boiled down to one thing: Emotional Intelligence (EQ)," he writes.

Isn't it wonderful that the value of emotional intelligence is becoming validated. When I first read about the term, nearly 7 years ago, we jumped on it as "the missing piece," and "the wave of the future." I've been coaching and training emotional intelligence all over the world since that date.

It continues:

"Most have heard of IQ and too many people believe that a leader with a high IQ is what's going to save your team. Not even close. IQ won't save you. EQ will."

In the interview, he talks about the difference between IQ and EQ.

Important to remember however, that the two are not antithetical. It's not either/or. You need both. A low EQ can render a high IQ nearly worthless. I bet you can think of some examples all by yourself!!

If you'd like to improve your emotional intelligence, register for my EQ program. It's on the internet, self-paced, and highly effective.

Former student comment: "It changed my life."

Danny Meyer believes in emotional intelligence

DANNY MEYER IS A BIG BELIEVER IN EMOTIONAL INTELLIGENCE ... and often referred to as "America's most innovative restaurateur"

The folks on JoyfulJubilantLearning talk about Meyer's new boook, "Setting the Table: The Transforming Power of Hospitality in Business":

Meyer is a big believer in emotional intelligence. He lives by it and looks to surround himself with it in the partnerships he selects, eagerly collecting mentors and savoring their wisdom— yet another way in which their classics become his innovation. Self-awareness and integrity are often mentioned as traits he values; they are the common threads running through his “five core emotional skills” sought in the hiring of a staff he refers to as his “51 percenters” (skills divided 51-49 between emotional hospitality and technical excellence) and through a list of nine specific traits he believes define the mind-set and character of his critically important managers.

Meyer describes himself as a “high touch leader” and a “bottom-up manager who subscribes to the concept of servant leadership” and he says, “I believe that leadership is not measured just by what you’ve accomplished, but rather by how other people you depend on feel in the process of accomplishing things.” (pg 217)

The management philosophy Meyer speaks of is a kinesthetic buffet of terms like “constant, gentle pressure” (he explicitly describes the gravity of each of those words) and he is a master of the metaphor. Several are sprinkled through his book, giving it a stickiness this reader is sure to remember. In particular I loved his explanation of why those new to management have to understand the instant appearance of megaphones, binoculars, and fire. In explaining fire, Meyer masterfully illustrates that a high touch, servant leader who understands that ultimately, all employees are "volunteers,” is no wishy-washy softie.

“With each year I’ve spent as a leader, I’ve grown more and more convinced that my team – any team – thirsts for someone with authority, and power, to tell them consistently where they’re going, how they’re doing, and how they could do their job even better. And all the team asks is that the same rules apply to everyone.”
—Danny Meyer in Setting the Table, page 198

To read the full article, go here.

To increase your own emotional intelligence, go here.