Emotional Intelligence: 7 Steps to Unlock the HUMAN Superpower

Artificial Intelligence (AI) might seem to be overtaking the world and threatening all human occupations, but as of yet there are areas where machines cannot compete, including most especially the area of emotional intelligence (EI). Professions that rely heavily on the emotional intelligence of the group for creative thinking, sensitivity or leadership, to name a few examples, are more likely to survive in a world dominated by AI.

In fact, the use of good EI is really good for business in general, helping people perform better in general. Research has shown that any team with high EI will consistently outperform a team with high IQ, either individually or collectively (see Berkley study).

What's even better is that it's possible to improve the EI of a team with practice, developing key interpersonal skills, enhancing empathy, and fostering self-awareness and communication. Here are seven activities you can try.

1. Promote Self-Awareness and Reflection

Personality assessment tools, like Myers-Briggs Type Indicator (MBTI), DISC, or the Big Five Personality Traits can be really helpful in getting people better acquainted with themselves. If you use these, review them now and then. Encourage team members to get familiar with the assessment results of others for better understanding and acceptance.

If you use Scrum or other methodologies that include a reflection element, make sure to support and enforce it - don't miss an opportunity for teams to acknowledge the needs and feelings of others on their teams.

Most importantly, find ways to encourage journaling, mindfulness exercises, or regular self-assessment prompts. These help team members to pay attention to themselves and their own needs. You'll find you get points for work-life balance as well.

2. Develop Empathy and Social Awareness

Enforce regular one-to-one check-Ins between supervisors and employees, where employees have a safe space to share their feelings, their wants and concerns. Hold them at least monthly, setting aside prescheduled times for each meeting. Keep them under an hour, but no shorter than 20-30 minutes. Ensure your supervisors are not overwhelmed with too many direct reports. If you find a supervisor that does not hold check-ins or whose check-ins are not positive in nature, you may need to make a change.

Consider holding quarterly workshops centered around communication skills, such as may be found in Crucial Conversations. Find opportunities to do role-playing and explore opposite perspectives.

3. Encourage Open Communication and Psychological Safety

This is critical: Wherever there are pockets of distrust or suspicion, it will poison the unity of the entire team. I talk about ways to self-regulate one's behavior below in points 4 & 5, but where that fails, you need to be prepared to act. If you have supervisors that cannot help but govern by fear, then you need to reassign them ASAP. If you have employees who seem to thrive on contention, malcontent or suspicion, you need to get them off the team. If there is any individual who cannot control their temper around other team members, they are a liability to the company, and they have no business working for you.

To that end, you need to setup ground rules for communication, and back them up with written policies. In order to work you will need to hold trainings every year or so, to ensure everyone understands what you are talking about. Set norms for respectful and constructive communication. Encourage them to ask clarifying questions, avoid interrupting, and give space for all to speak. Above all, DON'T JUST LECTURE.

Starting from the top of leadership, foster psychological safety through your monthly check-ins. Make it an environment where team members feel safe to express themselves without retribution or fear of judgement.

Lastly, conduct bi-weekly or monthly team-building meetings and activities and make attendance a requirement. Don't lecture or fill the time with business. Focus on building trust, communication, and group problem-solving.

4. Encourage Self-Regulation and Stress Management

This is a good thing to incorporate into your team meetings and check-ins, but may also be appropriate for quarterly or annual workshops, as needed. Start be training team members in the benefits of mindfulness and offer training. Help team members to learn to manage their own emotions under pressure. Talk about "labelling" emotions and reframing thoughts that could lead to conflict or misunderstanding.

5. Cultivate Relationship Management and Conflict Resolution Skills

Again, from point 2 above, you should consider holding workshops especially geared toward all levels of management. The programs found in Crucial Conversations are especially helpful in resolving difficult situations. As you do so, be sure to get participants to volunteer their own experiences and situations.

For team meetings, encourage group exercises, to solve hypothetical problems that are emotional, and not just logical. be cautious not to hit too close to home in these exercises.

6. Model and Reinforce Emotional Intelligence at Leadership Level

I have to say this because it's too easy to overlook: Leaders should demonstrate self-awareness, empathy, and openness, setting an example for the rest of the team. Most especially, leaders who show vulnerability and manage their emotions set a strong standard.

Recognize team members who demonstrate EI skills, such as empathy, effective conflict resolution, and teamwork. Even a simple heart-felt 'thank you' can reinforce these behaviors and motivate others to adopt similar practices.

7. Enhance Growth through Feedback and Transparency

Take the pulse of your company but assessing company attitudes at least annually through anonymous surveys. Pay attention to the results and take advantage of opportunities to capitalize on possible strengths or openings for growth.

Afterwards, share your findings with the employees (not singling out anyone, of course). Celebrate positive findings, but also show that you recognize any needs that were discovered and share your plans to take positive action.

Above all, don't assume that employees will not understand if you are honest. Even where there are hard impediments, if you are honest with employees and ask for their help, you will find it does wonders for loyalty.

-Tom/*