Introduction to Emotional Intelligence

The term “Emotional Intelligence” is frequently heard nowadays. You may have heard it used – you may even know what it means. But do you know how to use Emotional Intelligence analysis to create value for your business? Michael Byrne specialises in using Emotional Intelligence to help managers drive better Employee Engagement and Customer Experience in their organisations. In the first of a series of podcasts on the subject, he explains what Emotional Intelligence means, and how it can be applied in practice. This introductory episode will be followed by 5 episodes discussing each of the 5 layers of Emotional Intelligence: Intrapersonal, Interpersonal, Stress Management, Adaptability and General Mood. Michael defines Emotional Intelligence in practical terms as the “capability to respond appropriately to one’s environment”. He explains the distinction between Emotional Intelligence and IQ. The term EQ is often used to describe Emotional Intelligence measurement. Michael outlines the different areas of Emotional Intelligence: Intrapersonal, Interpersonal, Stress Management, Adaptability and General Mood, and explains how EQ measurement is conducted and assessed. Unlike IQ, EQ is not simply about having a “high score”. EQ analysis looks for a balance in terms of the different attributes measured. The results are as much a reflection of the individual’s current environment as their suitability for a particular role – and they should not be viewed as being set in stone. Emotional Intelligence is most useful when it helps an individual to identify his/her own strengths and weekness and to use the results as a baseline to develop their abilities. It might be viewed as Common Sense – Quantified. Emotional Intelligence is nothing new. Human beings assess each other in this way all the time. In the ordinary way, it takes months to get to know someone well enough to build up a good picture of their character. For recruitment, in particular, Emotional Intelligence Profiling can give a valuable insight above and beyond what is possible with CVs and interviews alone. Michael counsels strongly against the use of EQ profiling in isolation, without proper interpretation and a structured programme of personal development. EQ results, misinterpreted and taken out of context could potentially be demoralising. When working to develop the Emotional Intelligence capability of an organisation, Michael starts at the top. CEOs are not lacking in ordinary intelligence, and they often have a background of success in a technical role. But have they had sufficient opportunities to develop their people-skills along the way?