I Second That Emotion(al) Intelligence

I recently posted a blog advocating putting what is best for your business ahead of your personal feelings. Expanding on that post, I would argue that effective leadership is not only about keeping your emotions in check, but leading your team with emotional intelligence.

Emotional intelligence is the ability to understand and calibrate your own emotions as well as the ability to respond effectively to those of others. It is also being aware of how your words and actions affect your colleagues and team members. Being in tune with your emotions and the emotions of others, as well as having the ability to understand the dynamics of your environment, are key skills to possess when leading a team.

According to Daniel Coleman, an American psychologist who has written extensively on emotional intelligence, there are five attributes that leaders with high levels of emotional intelligence possess:

• Self-awareness:Leaders who are self-aware possess the ability to understand their feelings and how their feelings affect other people.
• Self-management:The best managers are those who are able to keep their feelings in check and remain in control even during trying times.
• Empathy: If you are able to walk in others’ shoes and be compassionate, you will have stronger and more positive relationships with fellow team members. 
• Motivation: Working towards the high standards and goals you set for yourself is critical to managerial success.
• Social skills: Managers who can effectively communicate, speak passionately and encourage team members are more likely to motivate performance and drive positive results.

Understanding emotional intelligence is only part of the equation. Let’s face it. Very few of us are born with the behaviors that comprise strong emotional intelligence and like most things, we have to work to develop these soft skills. With that in mind, here are some things we can all do to improve upon our ability to lead with emotional intelligence:

• Keep a journal to help you become more self-aware
• Slow down and reflect on how you are feeling and behaving
• Practice being calm and centered
• Hold yourself accountable by making a commitment to admit mistakes and take responsibility
• Be positive, optimistic and hopeful and encourage that in others
• Take stock of your own performance on a regular basis
• Pay attention to other people’s feelings and body language as a way to gauge how you are coming across and affecting others
• Learn conflict resolution
• Focus on encouraging and praising team members

At the end of the day, the better we can relate to and work with others, the more successful we will be. Working on your own emotional intelligence can turn you from a strong leader into an exceptional one.

Nothing Personal

One of the best pieces of professional advice I ever received was from a supervisor early on in my professional career who reminded me to “never put your personal feelings ahead of what is best for your organization. If you always do the right thing for the company, everything will work out.”

I realize this is easier said than done, but keeping emotions in check is not only critical to success but is also a stress reducer. Excellent leaders are passionate people and it certainly can be a challenge to not let your feelings rule the day. But emotions—whether it is anger or enthusiasm—can have a negative impact on decisions that need to be made for your organization.

So, what is a team leader to do?

• First and foremost, before you make any decision, take inventory of what you are really thinking and feeling about the decision that needs to be made.
• Then, put that aside and move to spending time identifying the real issue that you need to address.
• Tease out all of tangential factors that are irrelevant to the discussion or the decision. Remove personal biases, disconnect this decision from your own personal agenda, excitement or plans, etc.
• Come up with a list of questions that need to be answered and all the factors that truly need to be considered when making a decision. Your final question should always be “is this decision the best for my team and the organization?”
• Finally, once you have come to a decision, prepare how you will deliver it. If you are dealing one-on-one with team members, think about your best approach. Think about what you will say and how you will say it.

At the end of the day, don’t let your emotions become a detriment to your team or your organization. Keep your emotions in check when making a big decision and keep your eye on the real prize—doing what is best for your organization.

It’s Not About the Right Now

It is that time of year, when college graduates say goodbye to campus life and hello to the workplace. These young employees have a lot to offer - passion, enthusiasm and an in-depth knowledge of how to operate in a world always connected through the click of a mouse or touch of a finger. 

I am lucky to have several outstanding young folks on my team and they impress me daily. I do think, however, there is a bit of wisdom that those of us who have been out in the workforce for several years—or twenty—can impart to our younger colleagues. And so, I want to take the opportunity in the next few posts to offer some tips for those just starting out in their careers.

I have been fortunate enough to have a nephew with whom I am close. He is a few years out of college and since graduation, he has looked to me for advice and help navigating the workforce. Something I see with him as well as my younger team members is how difficult it is to handle the lack of instant gratification. I do believe in leaders providing feedback in real time but I see this not being sufficient for many millennials. It is the promotion they desire and typically within a very short time frame. 

I think this may be because my nephew and his friends have grown up in a world where many of their needs or desires can be met instantaneously with the click of an app or download. As a result, it can be hard for them to be patient or to take the long view. They often think something is wrong with their performance if they do not immediately receive a promotion or salary increase with each accomplishment.

I often explain to him when he comes to me frustrated with work, that the feedback and the recognition for a job well done will come. It might not come in the moment but if you stay true to showing great work ethic, it will come at one point or another.

It really is simple, the key to success is hard work and showing initiative. You don’t always need to be the smartest person in the room (many times, I certainly am not), but if you show up early, stay late, focus on what needs to get done and determine how you can contribute, you will succeed. Over time, your employer will notice your consistency and your effort. In fact, I am confident that come review time, you will see receive that reward and recognition for all your hard work.

At the end of the day, it is about the work you are doing and the career you are building. It’s a marathon and you are only in the first mile or two. Don’t get distracted by what you need now but rather stay focused on the journey ahead.

Leading to Stay

I recently came across this quote by business magnate and Virgin Group founder, Richard Branson: “Train people well enough so they can leave, treat people well enough so they don’t want to.” 

As I read it, I had what some would call an “aha” moment.  Branson perfectly captures what I strive to do with my team every day. I want to inspire my team to give their very best, to develop and grow as professionals and to enjoy walking into work. 

I have an amazing team. They could have their choice of employment but thankfully they are here with me. To do right by them and the organization, I strive to lead through inspiration and empowerment. I work with my cohorts to help them harness their strengths and understand the value they bring to the organization. We set goals. We provide the resources they need to succeed. We contribute to increasing their capacity and skill sets. We reward accomplishments and we work to tweak things that are not working. We communicate honestly and openly and I believe, see each other as a collective unit all working toward the same cause. My hope is that at the end of the day they feel a collective ownership in what we do, partnering in a long and lasting contribution to Jupiter Health.

I have found that there are two types of team members. There are those who are motivated by a pay check and are simply financially driven. There are also those who, while working for a paycheck, are motivated by the pride they take in their work and their desire to do well for themselves and the organization. As a leader, you are successful if you can inspire some of those aforementioned people to become more of the latter while continuing to develop and encourage those who are already there to work harder and give more.

But inspiring your team is not just about making them feel good and keeping the work place harmonious. There are other, significant benefits to leading through inspiration:

• Inspired employees are more productive. In fact, a recent study from Bain reports that inspired employees are twice as productive as simply satisfied employees. 
• Inspired employees are loyal and less likely to leave. A low turnover rate is good for the bottom line.
• Inspired employees are more creative and innovative, helping to find solutions and generate new ideas to drive the company forward.

Finally, it is not enough to simply inspire people. It also how you show your gratitude. Nothing deflates an inspired team member quicker than feeling like their hard work has gone unnoticed.

In addition to financial compensation, there are two key things you can do to recognize and reward your team. One, offer them the opportunity to expand their capacity by giving them the time and the resources needed to enroll in additional training or classes. Sure, they could take those newly acquired skills somewhere else, but they are more likely to put them to good use right where they are. Second, acknowledge a job well done. Small but meaningful gestures are critical to continuing to inspire and bolster your team members. A group email praising hard work, a shout out at a staff meeting or a phone call at the end of the day to say, “thank you” can have a tremendous impact.

I realize inspiring others is not easy and it takes time to develop a style that authentically works for you. But if you wake up each day and focus on how to truly inspire those with whom you work, you will come to find an organization of people who share your vision and your passion.