Think about the kind of workplace where managers do more than just check off tasks and meet deadlines. You need people who lead—where they inspire, connect, and motivate their teams to do their best work every day. Getting to this point isn’t easy. The magic lies in those often overlooked but crucial human skills.
Emotional intelligence (EQ), active listening, and empathy aren’t just “nice-to-haves.” They’re the real tools that help managers handle the daily grind—whether it’s resolving conflicts, guiding teams through change, or keeping collaboration strong, even when the pressure is on.
How do you make these human skills second nature for your managers? How do you help equip managers with these “soft” skills to deliver hard-hitting results that everyone can see and measure? Talent develop leaders have a solid grasp on why these skills matter—now it’s time to dive deeper and explore how to embed them so deeply in your team’s DNA that they become the bedrock of your organization’s success.
The 5 Human Skills For Managers That Are Most Needed Today
The pressure on managers is immense. They’re not just expected to drive results—they need to inspire, connect, and lead with empathy. But as you know, not all skills are created equal. While technical expertise and strategic thinking are critical, they only go so far. Human skills are the real differentiators that turn a good manager into a great leader.
But with so many demands on their time, which human skills should managers first focus on developing to truly make an impact? Let’s break down the five human skills that matter most today—and why they should be at the top of your priority list.
1. Building Trust
Trust isn’t just important—it’s essential. Research by Paul Zak from the Harvard Business Review shows that high-trust organizations are more productive, with 74% less stress, 50% higher productivity, and significantly more energy at work. Managers who are authentic and open create an environment where team members feel safe to share ideas and take risks, which is crucial for fostering innovation.
2. Resolving Conflicts
The inability for managers to effectively navigate conflict and bring about positive resolution is costing them nearly one full day of productivity per month, or two and a half weeks per year. – Dr. Robyn Short Conflicts that aren’t resolved quickly disrupt team dynamics, lower morale, and lead to significant productivity losses. However, managers who are skilled in emotional intelligence and active listening can defuse conflicts before they escalate, ensuring that their teams remain focused and unified.
3. Navigating Change
Leading through change and uncertainty is one of the most challenging aspects of management. A study by Gartner found that only 34% of change initiatives are a clear success, with employee resistance cited as a primary reason for failure. Managers who excel in communication, directly address concerns, and lead by example can significantly reduce resistance and improve the success rate of change initiatives.
4. Improving Team Collaboration
In diverse teams, differences in perspectives and backgrounds can drive innovation or lead to miscommunication and conflict. Teams with higher cognitive diversity—where members have different ways of thinking—are more innovative and better at problem-solving, particularly in complex and uncertain environments. Managers who value and leverage these diverse perspectives can create an environment where collaboration flourishes, turning potential friction into creative solutions and growth opportunities.
5. Managing Stress and Burnout
Stress and burnout are more than just buzzwords—they’re real threats to productivity and well-being. The World Health Organization (WHO) has officially recognized burnout as an occupational phenomenon, linking it to decreased productivity, higher turnover, and absenteeism. Managers who can practice resilience and emotional regulation can manage their stress and recognize early signs of burnout in their teams to take steps to address it before it becomes a bigger issue.
Knowing the importance of these human skills is one thing, but developing them into the daily fabric of your team’s work is another challenge altogether. It’s easy to feel like you’re doing everything you can yet still falling short of making these skills stick.
But here’s the good news:
you don’t have to tackle this alone, and it’s not about adding more to your plate. It’s about making small, intentional shifts that can lead to big changes. To do so, you must first understand the blockers preventing a stronger, more resilient, and more connected team.
Ready To Build Human Skills At Scale With Your Managers?
Get Strategies To:
- Close the gap between learning and on-the-job application
- Personalize growth to individual strengths and needs
- Integrate learning so it is actually in the flow of work
- Develop human skills fast enough to solve business problems
- Prove the ROI of your development programs
4 Roadblocks That Get In The Way Of Developing Human Skills
When it comes to developing human skills in the workplace, it can often feel like trying to squeeze one more thing into an already packed schedule. Managers constantly juggle a multitude of tasks, leaving little time for focused development efforts. For Talent Development Leaders, the challenge is twofold: not only do they need to find ways to integrate these crucial skills into the daily grind, but they also have to overcome several significant obstacles that can derail even the best-intentioned efforts.
1. Time Constraints
Managers are often stretched thin, with daily responsibilities that leave little room for anything beyond immediate tasks. The pressure to deliver results can make skill development feel like a luxury rather than a necessity. This perception is compounded by the belief that time spent on development activities detracts from “real work.” However, this mindset overlooks the long-term benefits of human skills development, which can actually lead to more efficient and effective teams.
2. Limited Resources
The struggle for resources is a common issue, especially when it comes to intangible assets like human skills. Whether it’s a lack of budget, tools, or access to skilled facilitators, Talent Development Leaders often find themselves fighting an uphill battle. In many organizations, leadership may not fully grasp the return on investment (ROI) that human skills development can provide, leading to underfunding or underutilization of available resources. This can be particularly frustrating when there’s clear evidence that organizations with robust human skills training see significant improvements in employee engagement and retention.
3. Resistance to Change
Change is never easy, and when it comes to human skills development, resistance can be especially strong. Managers may be skeptical about the value of such training or uncomfortable with the idea of altering established behaviors. This resistance is often exacerbated by a lack of organizational buy-in, making it difficult to foster a culture that prioritizes continuous development.
4. Difficulty Measuring Impact
One of the most significant challenges in human skills development is proving its effectiveness. Traditional metrics, such as surveys, often fail to capture the full impact these skills have on organizational performance. This can make it difficult to justify continued investment in these programs. However, innovative approaches to measurement are emerging. For example, some organizations are using data analytics to track behavioral changes over time and correlate them with key performance indicators (KPIs).
Quantifying improvements in collaboration, problem-solving, and leadership skills draws a direct line between individual development and tangible business outcomes. This approach transcends traditional sentiment surveys to paint a more accurate picture of Talent Development’s value.
It’s clear that developing the human skills of managers has it’s challenges, but these obstacles aren’t insurmountable. The role of talent development is crucial in breaking down these barriers, challenging old models, and embedding these skills into the daily practices of your managers. The next step is to move beyond recognizing these roadblocks and to actively implement strategies that drive real change. In the following section, we’ll dive into advanced strategies that are specifically designed to overcome these challenges and elevate human skills within your organization.
4 Advanced Strategies To Empower Managers To Develop Human Skills
Developing emotional intelligence (EQ) and empathy in leaders is not something that is achieved through a single training session. It requires a deliberate, multi-faceted approach that goes beyond traditional learning methods. To truly cultivate these critical human skills, you need strategies that are both targeted and practical, focusing on self-awareness, social awareness, and the consistent application of these skills in real-world settings. Here are some advanced techniques that can enhance or build upon existing development programs:
1. Self-Assessment Tools
For managers assessments like DISC, 16 Types, and the Enneagram are invaluable not just for identifying personality traits but for applying these insights to navigate the complex dynamics of leadership. When managers understand both their own tendencies and those of their team members, they can adapt their leadership approach to meet individual needs, handling tricky situations with greater finesse and effectiveness.
By integrating these tools into daily leadership practices, managers gain deeper insights into their team members’ motivations and communication styles, allowing them to tailor interactions and model a more inclusive and high-performing work environment. This nuanced approach can improve team dynamics and position leaders to better manage change, resolve conflicts, and drive innovation.
2. Dedicated Team Development Time
The challenge lies not in convincing managers to invest time in development but in maximizing the impact of that time. Consider restructuring development time to focus on real-time team challenges rather than abstract exercises. Use these sessions to simulate high-pressure scenarios that mirror your team’s daily struggles, allowing leaders to practice emotional intelligence in a controlled environment.
A study by the Kenexa Research Institute discovered that 50% of positive changes in communication can be attributed to social interactions outside of work-related matters, which include team building activities. This approach can help deepen their empathy and social awareness. It can also provide immediate, applicable insights they can carry back into their daily interactions.
3. Continuous Feedback and Peer Learning
To truly elevate the effectiveness of feedback, integrate it with peer learning in a way that challenges conventional thinking. Instead of standard feedback loops, create cross-functional peer coaching partnerships where managers can offer fresh perspectives on each other’s challenges. This method encourages out-of-the-box thinking and exposes managers to diverse leadership styles and problem-solving approaches.
4. Real-Time Behavioral Nudges
Technology can play a pivotal role in reinforcing emotional intelligence throughout the workday. Tools like Automated Coaching™ deliver micro-nudges—small, personalized reminders that prompt managers to apply their emotional intelligence skills in real time. These nudges are contextual and tailored to specific situations, helping managers practice empathy and emotional regulation exactly when it’s needed most.
How to Build Human Skills for Managers at Scale with Technology
Talent Development Leaders face the challenge of not just training managers, but truly transforming them—equipping them with the human skills necessary to lead effectively in an ever-evolving environment. This requires more than periodic workshops or role-based training programs. It demands a personalized, continuous, integrated approach that meets managers where they are and when they need it most.
Automated Coaching™ does exactly that. It redefines what’s possible in leadership development by embedding real-time, personalized coaching directly into the daily workflow. This isn’t about abstract theories or broad-brush training; it’s about delivering specific, actionable insights tailored to the unique challenges each manager faces.
Whether it’s navigating a difficult conversation, giving feedback, or leading through change, Automated Coaching™ provides the right guidance at the right moment, seamlessly integrated into the tools managers already use. This approach ensures that learning is not only relevant but also immediately applicable, making growth a continuous, natural part of a manager’s daily experience.
Integrating these micro-coaching moments into tools like calendars and email ensures that learning happens in the context of actual work, making it more relevant and impactful. Automated Coaching™ empowers leaders to customize and adjust the their approach tomeet evolving needs and unique needs of each person on their team.
Relevant Data & Trends in Human Skills Development
A recent report by McKinsey on workplace productivity underscored the importance of people leaders who are well-connected to their teams. These leaders play a pivotal role in maintaining morale and engagement by ensuring that employees feel valued and that their career paths are clear. The report suggested that organizations focusing on human skill development, particularly in leadership, saw better team dynamics and a reduction in disengagement, which directly correlated with improved productivity.
As we look ahead, several trends are shaping the future of human skills development, offering new opportunities for organizations to focus on this critical area. While many Talent Development may be overwhelmed by AI being a central topic in just about every conference session related to human capital management, we can’t avoid it. Here are a few other trends to consider, some which include AI:
a. Personalization: The move towards personalized learning experiences is not just a trend—it’s becoming a necessity. AI and data analytics are enabling organizations to tailor training, coaching and development programs to the individual needs, learning styles, and career goals of employees. This level of personalization ensures that content is not only relevant but also impactful, leading to more effective skill acquisition and application.
b. Digital Experiences in The Flow of Work: As the workplace becomes increasingly digital, leveraging technology that provides development in the flow of work without disruption is becoming increasingly attractive. The more technology can fuel development in ways that are not stressful to employees but actually delightful, the easier it will be to get buy-in for participation. (And yes, AI will be at work here too!)
c. Leadership Development Emphasis: Leadership development will continue to be a critical area of focus, particularly as organizations navigate the complexities of hybrid and remote work environments. Future leaders will need to be equipped with advanced human skills, including emotional intelligence, adaptability, and the ability to inspire and engage distributed teams. Talent Development Leaders must follow this trend by shifting how we promote and hire for leadership roles and include these critical skills within job descriptions.
d. Community Learning & Collaboration: The rise of learning platforms and collaborative tools will transform how human skills training is delivered. Peer-to-peer learning, mentorship, and collaborative projects will be integral to talent development strategies. Tools that invite more frequent and effective collaboration will become the secret weapon for Talent Development Leaders.
The future of human skills development is being shaped by personalization, technology integration, and a renewed focus on leadership in a hybrid world. As these trends continue to evolve, organizations that embrace them will be better positioned to cultivate leaders who are not only effective but also deeply connected with their teams. Talent Development Leaders who recognize and act on these trends will drive the next generation of leadership, ensuring that their organizations thrive in an increasingly complex and dynamic environment.
Embracing Continuous Growth
Human skills are not just a fleeting trend—they are the bedrock of a thriving, resilient workforce. As the workplace continues to evolve, the ability to leverage emotional intelligence, effective communication, and seamless collaboration will be the key to forming teams that are not only productive but also engaged and adaptive. However, developing these skills demands more than traditional approaches; it calls for innovation, sustained commitment, and the right resources. Here’s how you can take action to ensure your teams are equipped for continuous growth:
1. Critically Assess Your Current Programs
Take a hard look at your existing learning, training, and coaching initiatives. Are they truly fostering the human skills that your teams need to excel? Move beyond surface-level metrics and dig deep into what’s working and what isn’t. It’s time to reimagine your development strategies to drive real, meaningful growth. This isn’t just about checking a box—it’s about transforming your workforce to meet the demands of today and tomorrow.
2. Future-Proof Your Workforce
Don’t just focus on the challenges your teams face today; anticipate what’s coming next. Identify the learning gaps within your organization by gathering comprehensive qualitative and quantitative feedback. Use these insights to craft a forward-looking strategy that not only addresses current needs but also equips your workforce to handle future challenges with confidence and agility.
3. Equip Your Team with Results-Driven Technology
To elevate your team’s effectiveness, it’s not enough to have tools—you need the right tools that drive measurable impact. Identify solutions that can truly transform your development efforts, and build a compelling case for stakeholder buy-in. Your investment should translate into tangible growth, ensuring that your teams are not just prepared for the future but are leading the way.
Empowering Managers with Human Skills for the Future
Managers who operate with a strong sense of human skills will be the ones who build resilient, engaged teams that can thrive amidst change and uncertainty. The development of human skills highlights the importance of personalized, real-time coaching and continuous learning.
Are your current development programs truly preparing your managers to lead with these essential skills? It’s time to reassess, innovate, and invest in the right tools to ensure that your managers are not just keeping up, but leading the way. Cloverleaf’s Automated Coaching™ offers the ideal solution to help you embed these human skills deeply into your leadership culture.
Let’s work together to elevate your managers to the next level of leadership. Book a demo today and see how Automated Coaching™ can help you create a team of managers who lead with the human skills that will drive your organization’s success.
We’ve all heard the stories—a newly hired C-Suite leader, brimming with technical expertise, suddenly finds themselves losing their cool in high-stakes meetings. The table-slamming, the shouting, the profanities—it’s a pattern that repeats itself far too often in organizations.
But what if these outbursts were more than just isolated incidents?
What if they were symptoms of a deeper issue that Talent Development Leaders must address?
In a conversation, a client shared his experience with a newly hired C-Suite leader who started to lose his cool a few months into the job. He described instances just like those above. It took HR exactly two weeks after a number of employees started to report these types of interactions to let the person go.
The gaps in this leader’s human skills, turned an amazing opportunity into a humiliating failure for him. While he was technically highly proficient and had the exact experience and background the company needed, none of it could save him.
When these kinds of behaviors surface, they often stem from gaps in essential human skills like emotional intelligence and conflict management. These gaps can turn extraordinary opportunities into catastrophic failures—not just for the individual but for the entire organization. While technical proficiency and experience are critical, they cannot compensate for the lack of core human skills that are crucial for effective leadership. To address these leadership breakdowns, we must look beyond the surface and tackle the root causes head-on.
Addressing the Root Causes of Leadership Failures
While it’s easy to focus on the visible manifestations of leadership breakdowns—like the outbursts and poor behavior mentioned earlier—the real challenge lies in addressing the underlying causes. These incidents are often symptomatic of deeper issues such as unaddressed stress, inadequate emotional intelligence, and a lack of continuous development in critical human skills. For Talent Development Leaders, this is where the opportunity—and responsibility—truly lies.
Improving human skills isn’t solely about avoiding such dramatic fallouts. It’s about proactively building social and human capital within the organization, creating an environment where employees can experience meaningful personal growth that makes them not just better professionals but better leaders.
Conventional approaches to leadership development often fail to provide the ongoing support managers need to navigate today’s complex work environments. Continuous development isn’t just a best practice—it’s a necessity, given the increasing pressures on leaders.
People skills are not just a benefit but a requirement. Organizations can no longer afford to take a reactive approach. Leaders need real-time, personalized insights to manage stress, improve emotional intelligence, and maintain their composure in high-pressure situations.
For organizations, the stakes extend beyond individual incidents. The ripple effects of a leadership failure can be felt across teams, departments, and even the entire organization. By proactively equipping leaders with the tools they need to succeed—not just through traditional training but through continuous, context-specific coaching—you can build a resilient leadership culture that not only prevents failures but also supports consistent growth and development.
How To Improve Human Skills In Management: From Big Picture Vision to Ground-Level Growth
Top-Down Leadership: Aligning Strategy with Human Skills
Misalignment in leadership values and approaches is more than just a growing pain—it’s a critical risk that can derail organizational success. When leaders are not aligned on core values and competencies, it leads to inefficiencies, employee dissatisfaction, and, ultimately, missed business objectives.
Step 1: Define Core Leadership Values and Competencies
The first step is clearly defining the leadership values and competencies critical to your organization’s success. This involves identifying the key qualities and skills that every leader should embody, from the C-Suite to middle management. These values should reflect the company’s long-term goals and cultural priorities.
For example, an engineering team at a startup might have been built up by a leader who cultivated a flexible work environment and prioritized mental health. However, as the company grows, it may bring in a CTO with a different leadership style that emphasizes performance in high-pressure environments. This shift can lead to misalignment if the core values and competencies are not clearly defined from the top.
Step 2: Communicate and Align Leadership Teams
Once these values and competencies are defined, the next step is communicating them across all leadership levels. Every leader must understand and buy into these principles. Regular alignment meetings, workshops, and leadership training sessions can effectively ensure that all leaders are on the same page.
To prevent misalignment, organizations must define their desired leadership values and approaches from the top down. However, defining these values is only the first step. Continuous alignment and reinforcement are necessary to ensure these values are lived daily.
Step 3: Utilize Continuous Feedback and Coaching Tools
With core values and competencies defined and communicated, the focus shifts to continuous alignment and reinforcement. This is where tools like Automated Coaching can strengthen culture and support ongoing development. By providing leaders with real-time, personalized insights, these tools help reinforce the company’s core values and leadership competencies in every interaction, ensuring that leaders consistently model the behaviors expected of them.
Step 4: Identify Skill Gaps Using Data-Driven Insights
The next step is to identify potential skill gaps among current leaders. This process should be driven by data, leveraging tools that comprehensively analyze where leaders stand regarding the desired competencies. Cloverleaf’s platform, for instance, offers detailed assessments and continuous feedback, enabling organizations to create targeted, data-driven learning paths that address these gaps effectively.
Step 5: Implement Targeted Development Programs
Finally, after identifying the gaps, organizations should execute targeted development programs. These programs should be designed to address specific gaps and reinforce the core competencies identified earlier. Regularly reviewing progress and adjusting these programs as needed will ensure that the development is ongoing and aligned with evolving organizational needs.
Ultimately, a well-executed top-down approach to leadership development, supported by continuous alignment and personalized coaching, helps individual leaders succeed and drives the organization toward its strategic goals. By ensuring that every leader is on the same page and equipped with the necessary skills, companies can build a resilient leadership culture that is ready to navigate the complexities of today’s business environment.
Ready To Build Human Skills At Scale With Your TEam?
Find Out How To Quickly:
- Close the gap between learning and on-the-job application
- Personalize growth to individual strengths and needs
- Integrate learning so it is actually in the flow of work
- Develop human skills fast enough to solve business problems
- Prove the ROI of your development programs
Bottom-Up Leadership: Building Skills from the Ground Up
While top-down alignment is critical, developing human skills within your managers through a bottom-up approach is equally vital. This method is not an alternative but a complementary strategy that, when combined with top-down efforts, yields the best results.
Step 1: Establish a Foundation of Self-Awareness
The journey begins with self-awareness, much like constructing a sturdy building requires a strong foundation. Managers must first understand their own strengths and weaknesses, recognize their natural talents, and identify areas for growth. This self-awareness forms the basis for all personal development and leadership growth.
In a study highlighted by Harvard Business Publishing, leaders who actively engaged in self-awareness exercises, such as using the “Ladder of Inference,” significantly improved their decision-making and ability to adapt as a leader. These leaders were better equipped to manage their emotional responses and lead more effectively by consciously reflecting on their thought processes and challenging their assumptions. Organizations that integrate tools to facilitate this type of reflection are better positioned to build leaders who possess a high degree of self-awareness and can remain calm and focused in the face of adversity.
Step 2: Personalized Development Journeys
Learning becomes more fruitful when managers understand their development journey and see how building on their strengths while addressing gaps can accelerate their career growth. This recognition of the organization’s investment in its growth builds trust and loyalty as managers receive the personalized support they need to enhance their performance and increase the value they bring to the organization.
The success of the bottom-up approach relies heavily on the manager’s ability to drive their learning. Continuous support and personalized feedback are critical. The following section will cover the APS Method for leadership development as a tool to support managers in developing human skills.
The APS Method for Leadership Development
The APS Method stands for Awareness, Principles, and System and is a framework for leadership development. It is a proprietary method developed by Archova that examines human skills not just tactically but incorporates the importance of awareness to begin with, the guiding principles and values that underlie a leader’s skill set, and the systematic approach to ensure skills are incorporated into and reflected by the leader’s routines and behaviors.
1. Awareness: The Foundation of Leadership Development
Awareness is the foundation of the APS Method. It involves understanding yourself as a leader—your strengths, growth areas, natural leadership style, and how you may respond to different situations. Developing self-awareness allows you to see how your behaviors and actions influence your team. It’s about knowing what makes you tick and how your actions affect others.
However, for managers to develop strong human skills, they need to become more than just self-aware; they also need to become aware of the preferences, strengths, and styles of those they work with, such as their manager, their direct reports, and other stakeholders. This awareness allows them to engage effectively with a range of different people and personalities.
Tools like Cloverleaf’s DISC assessment can be a great starting point for managers to identify their natural tendencies and possible blind spots and learn about others. Knowing we may be relationship-driven and inspired by new ideas is one thing. Still, it’s another to realize that a key person on your team operates best with clear guidelines, solid project plans, and a high degree of independent work. This dynamic, for example, will call for the manager to engage in a different approach than the type of leadership style they might personally prefer. The ability to see the DISC profiles of an entire team is a key benefit Cloverleaf offers.
2. Principles: Guiding Leadership with Core Values
Principles are the core beliefs that guide your actions and decisions. These are the enacted values you stand by and use to navigate your leadership journey. For example, principles might include acting with integrity, assuming positive intent, and putting people before productivity.
Why It Matters: Leaders without clearly defined principles often seem reactive and can easily be swayed in their decision-making process. When leaders define their principles and communicate them to others, the team tends to see consistency and reliability, which increases trust and makes it easier for them to work effectively with their leader.
3. System: Establishing Structured Routines and Practices
System refers to the structured routines and practices you implement as a leader. It involves creating and maintaining processes that ensure effective team management, such as regular one-on-one meetings, feedback loops, and performance tracking. A solid system helps you lead your team predictably and efficiently, allowing for better outcomes and a more cohesive team environment.
How Leaders Can Use the APS Method to Help Managers Strengthen Human Skills
The APS Method provides a clear path for leaders to develop their human skills through self-awareness, strong guiding principles, and effective systems. Here’s how you can apply these concepts practically, day-to-day.
1. Applying Self-Awareness in Leadership
Developing self-awareness and awareness of others is crucial for effective leadership. Here are some practical steps:
- Conduct Regular Self-Assessments: Use tools like DISC, Enneagram, or 16 Types to understand your leadership style, strengths, and growth areas. Leveraging multiple assessments gives you a nuanced understanding of yourself and your team, allowing for more informed decision-making and personalized leadership strategies.
- Seek Feedback from Team Members: Regularly gather feedback from those you work with to gain diverse perspectives on how your leadership style impacts others. This input helps identify areas for improvement that you might not see on your own.
- Reflect on Your Responses and Behaviors: Consider how your tendencies influenced recent interactions and what adjustments you might need to make. Use tools like the Reflections feature to regularly assess how your actions and decisions align with your self-awareness insights.
2. Establishing Your Leadership Principles
Leadership principles guide your decisions and actions, ensuring consistency and integrity in your leadership style. Here’s how to define and implement these principles effectively:
- Define Your Core Leadership Values: Begin by identifying the values that are most important to your leadership. Write these values down and think about the principles that best represent them. Consider how you will demonstrate these values in your daily leadership practices—how will your team see and experience these values in action?
- Communicate These Principles to Your Team: Once you’ve defined your principles, clearly communicating them to your team is essential. This ensures that everyone understands the standards you hold yourself to and can align their expectations accordingly.
- Regularly Review and Adapt Your Principles: Leadership is dynamic, and your principles may need to evolve as you and your organization grow. Set aside time to review your leadership principles regularly to ensure they remain relevant and effective. If you find that certain principles need adjustment, be open to making those changes and communicating them to your team.
3. Developing Your Leadership System
Creating a leadership system is about establishing routines and practices that reinforce your principles and self-awareness. This system should be flexible, allowing you to adapt as you grow and as your team’s needs evolve.
Here are three simple ways to build and maintain your leadership system:
1. Establish Regular Routines and Check-Ins
- Create Consistent Check-Ins: Schedule regular one-on-one meetings with your team members. These meetings provide opportunities to discuss progress, challenges, and development goals. Consistency in these check-ins helps build trust and ensures that your team feels supported.
- Set Up Feedback Loops: Implement a structured feedback system that includes both giving and receiving feedback. This system should encourage open communication and ensure timely and constructive feedback. Regular feedback helps identify areas for improvement and fosters a continuous growth culture.
2. Monitor and Adjust Your System
- Track Performance and Progress: Implement performance-tracking mechanisms to monitor how well your leadership practices work. Use tools and metrics to assess whether your routines and practices are helping you achieve your leadership goals.
- Reflect and Adjust: Regularly reflect on the effectiveness of your leadership system. Consider whether your routines produce the desired outcomes and adjust as needed. This reflection ensures that your system evolves with your leadership journey.
3. Document Your Leadership System
- Create a Leadership Playbook: Document your leadership system, including your routines, principles, and feedback processes. This playbook serves as a reference for yourself and can be shared with others in leadership roles to ensure consistency across the organization.
- Regularly Update Your Documentation: Keep your documentation updated as your leadership practices evolve. This living document will help you stay aligned with your goals and ensure that your leadership approach remains relevant and effective.
A Strategic Path to Leadership Excellence
By focusing on the three pillars of the APS Method—Awareness, Principles, and System—leaders can adopt a proactive, reflective, and systematic approach to developing human skills. This not only leads to sustainable results and continuous improvement but also cultivates a leadership culture that thrives on growth and adaptability.
The importance of developing human skills cannot be overstated. The downfall of technically proficient yet emotionally unaware leaders highlights the need for a balanced approach that marries technical expertise with strong interpersonal skills. These skills are not merely complementary; they are essential for navigating the complexities of modern leadership.
A Dual Approach for Lasting Impact
Adopting both a top-down and bottom-up approach to building human skills enables organizations to create a cohesive leadership culture that aligns with their core values while empowering individual leaders on their personal growth journeys. This dual strategy ensures that leadership development is holistic, addressing both organizational alignment and individual capabilities.
The APS Method offers a practical, actionable framework for managers to cultivate the essential human skills that define effective leadership. By integrating self-awareness, clearly defined principles, and structured systems into daily practice, leaders can ensure that their growth is consistent and deeply embedded in their leadership style.
Moving Forward: Building a Thriving Leadership Culture
Investing in developing leadership competencies is not just a preventive measure against leadership failures; it’s a strategic move to nurture an environment where leaders and their teams can thrive. This investment pays dividends in the form of resilient, adaptable teams that are capable of driving the organization forward in an ever-changing landscape.
As you reflect on the concepts discussed, consider how you can begin to apply the APS Method within your own leadership context. Start by assessing where you currently stand regarding self-awareness, principles, and systems. Then, take concrete steps to enhance these areas, using the tools and strategies provided. The journey towards leadership excellence is continuous, but with the APS Method and tools like Automated Coaching, you have a clear path to follow.
In this new era, we need a more scalable and “sticky” way to elevate collaboration across our organizations. It’s imperative. Collaboration is already making or breaking projects and organizations, and with the increasing pace of work, the need for effective collaboration is only growing. We must change our tactics to achieve consistently high-quality collaboration, or our personal and collective success—and wellbeing—will suffer.
Organizations face numerous challenges in this area. By and large, they don’t define, measure, or invest in collaboration effectively. While the term is often used, real investment and measurement reveal a wide variety of gaps. Collaboration, cross-functional teamwork, and related skills are rarely trained for or measured. When training does occur, it’s usually focused on individuals, typically leaders, who are then expected to apply these skills in teams that lack similar training. This siloed approach, if it exists at all, often falls short.
Investing in the quality of collaboration is often relegated to the category of “soft skills,” implying it’s less valuable. This perception persists because the industry hasn’t cracked the code on measuring collaboration effectively and proving its connection to profits. However, focusing on human skills like communication, empathy, and teamwork can transform the way organizations operate. By embedding these skills into daily practices, organizations can strengthen trust, innovation, and agility, ultimately turning human skills into a competitive advantage.
The Limitations of Traditional "Collaboration Tools"
In the broader technology market, many products are labeled as “collaboration tools.” However, these tools are mostly just communication or productivity tools. Few, if any, of the software tools currently classified as collaboration actually focus on the human (behavioral) element of collaboration.
Simply providing another channel to communicate doesn’t necessarily improve collaboration. In fact, it can often be a barrier by introducing confusion about where and how to communicate with each other. More channels can be more confusing if there isn’t a shared understanding of which channels to use and when. This often leaves people questioning where to expect a response from teammates. Email, Slack, or text? No one knows.
This Harvard Business Review survey found that while organizations use various tools to share words and files, these tools often fail to enhance true collaborative efforts. The survey revealed that while communication tools facilitate message exchange, they do not necessarily improve the effectiveness of these messages to create shared understanding and meaningful collaboration. We have too many ways to transfer messages and not enough support to build true relationships and quality communication.
We need new tools and approaches that address the work humans do to navigate our differences and achieve outcomes that build true value for the organizations we serve.
HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS...
5 THINGS THIS FREE RESOURCE WILL TEACH YOU
- Close the widening gap between learning and on-the-job application
- Overcome the tension of pausing productivity for development opportunities
- Integrate learning so it is actually in the flow of work
- The evolution of human skill development
- What Automated Coaching™ is and how it works.
Growing Collaboration Beyond Communication Tools
Current collaboration tools often fall short because they fail to address the core human elements of collaboration. Here are some specific issues:
- Overwhelming Channels: Multiple communication platforms can lead to confusion about where to communicate.
- Lack of Focus on Relationships: Effective collaboration requires tools that foster understanding and relationships, not just message exchanges.
- Missing the Behavioral Aspect: True collaboration involves navigating human behaviors and differences, which current tools do not adequately support.
The Need for Human-Centered Collaboration Tools
To truly improve collaboration, we need tools that:
1. Facilitate Understanding: Tools should help team members understand each other’s strengths, communication styles, and working preferences right in the flow of work. (Josh Bersin).
2. Build Relationships: Effective collaboration tools should focus on relationship-building and trust. (mckinsey.com)
3. Support Behavioral Changes: Tools should provide insights and nudges that help teams navigate differences and improve their collaborative efforts. Continuous learning and development platforms that offer real-time coaching and feedback can drive sustained behavioral change to improve collaboration.
Shifting the focus from mere communication to understanding and relationship-building, organizations can unlock the true potential of collaboration.
The Misnomer Of “Soft Skills“
Unfortunately, what we’re talking about here is often lumped into a broader category in the organizational context referred to as “soft skills.” This is a really annoying moniker on many levels for those of us who have dedicated our lives to improving people and organizational effectiveness. The word “soft” would seem to imply that it’s less necessary or less relevant than hard skills like software development or financial forecasting. This is also why many in talent management circles have started referring to these soft skills as “human skills”—an even more appropriate moniker in an era of artificial intelligence.
The Value of Human Skills
CFOs often like to gloss over these investments in soft skill training as frivolous and the most expendable when budget cuts are necessary. This disconnect is illustrated clearly when we examine where we are investing our talent development dollars versus what the organization and its leaders identify as the most critical skills for business success.
Despite the pervasive influence of Artificial Intelligence (AI) tools, human skills are the least likely to be displaced or replaced by AI. These skills offer exponential returns on investment compared to the incremental returns of most hard skills. For instance, learning how to use Excel better or adopting a new sales technique might improve efficiency marginally. However, understanding your teammates’ unique strengths can help avoid unnecessary conflicts and navigate differences toward significantly higher performance.
The Return on Investment (ROI) of Human Skills:
- Conflict Avoidance and Performance: A better understanding of human skills can help teams avoid conflicts and work more harmoniously, leading to higher productivity and better results.
- Market Relevance: Insights into human skills can guide the development of products and services that better meet customer needs, enhancing market success.
- Enhanced Customer Interactions: Skills in empathy, communication, and problem-solving improve customer support and sales effectiveness.
3 Challenges of Measuring Human Skills Impact
The disconnect between the investment in development dollars and the types of skills that have an outsized impact on performance boils down to measurement issues.
Challenges in Measuring Collaboration Health:
1. Lack of Standardization: There is no standardized way to measure soft skills across different organizations, making it difficult to benchmark or track progress uniformly.
2. Isolation of Impact: It is challenging to isolate the specific impact of a human skills intervention from other variables that influence performance.
3. Linkage to Financial Success: Drawing a direct and clear line between improvements in human skills and financial metrics like revenue growth or churn rates is complex and often indirect.
Let’s look at each of these in more detail.
1. The Need for Standardized Measurement in Human Skills
When discussing gross margin, businesses can quickly provide a percentage that reflects a standardized calculation. Unfortunately, such standardization for human skills and collaboration metrics is lacking. While we can measure turnover and engagement, how do we quantify collaboration, psychological safety, trust, or leadership?
Measuring Human Capital: SEC’s Steps
The SEC has recognized this gap. On August 26, 2020, they mandated that companies disclose their human capital resources in quarterly and annual reports. This includes any human capital measures or objectives that are key to managing the business.
Trends in Human Capital Reporting
Gibson Dunn’s study on the S&P 500’s compliance reveals significant variability in disclosures:
- Disclosures ranged from 109 to 1,995 words, averaging 960 words.
- 25% of companies avoided quantitative metrics, and 10% included only headcount numbers.
- Significant increases in disclosures on talent attraction, retention, compensation, diversity, health, and pay equity were noted.
There is no standardization in human capital metrics across companies. This variability underscores a lack of understanding of the value human skills bring to organizational success.
The SEC’s requirements are a start, pushing us towards more transparency and investment in people. International standards like ISO 30414 offer some guidance but remain voluntary.
By moving towards standardized measurements for human skills, organizations can better align investments with the factors that drive success, ultimately gaining more actionable insights into their most valuable assets: their people.
2. Isolating the Impact of an Intervention
Organizations invest $350 billion annually in learning and development (L&D) across various interventions, including online courses, in-person training, assessments, coaching, and more. How do we measure the impact of these development opportunities?
Consider an employee named Raj, who improved his performance after participating in multiple programs and moving to a new team with a new manager. How can we determine whether his performance boost was due to the training, the new team, or the new manager?
Current Measurement Practices: Many L&D leaders rely on surveys to gauge effectiveness:
- Surveys ask if the training was helpful.
- Surveys ask if managers are effective.
- Surveys ask if employees feel they have access to needed development programs.
Limitations of Surveys
- Sentiment vs. Metrics: Surveys measure feelings, not direct ties to business metrics like revenue or turnover.
- Survey Fatigue: People are tired of surveys, leading to low completion rates.
- Time-Based Approach: Pre- and post-intervention surveys measure short-term changes, but it’s hard to ensure lasting impact. Studies show that most training knowledge is forgotten within a week.
How can you know if someone’s behavior change will stick? Study after study shows that people forget most of what they learn in training courses within a week. How can development professionals truly measure if their programs create lasting change for months and years?
3. Linking Investments to Financial Success
How do investments in people translate into financial success? While studies show that companies investing in salary, benefits, or L&D are more productive, proving a direct link is tough.
How do investments in people translate into financial success? While studies show that companies investing in salary, benefits, or L&D are more productive, proving a direct link is tough. Demonstrating the ROI of collaboration is even harder. Before Organizational Network Analysis (ONA), quantifying collaborative activity was nearly impossible. Now, tools like Microsoft 365, Google Suite, Slack, Salesforce, and GitHub generate vast data showing who is connecting and communicating within teams.
ONA can identify key connectors, highlight areas of isolation, and pinpoint communication breakdowns. However, it still doesn’t easily link these activities to financial metrics. It measures communication quantity, not quality. High volumes might indicate miscommunication, gossip, productive brainstorming, disengagement, or efficient alignment.
Organizational Development leaders face challenges in proving the impact of leadership programs on emotional intelligence and psychological safety, which are crucial for reducing turnover, increasing engagement, and accelerating innovation. Surveys can gauge sentiment but often fail to show direct ties to financial outcomes. This gap makes it hard to secure budget approval for development initiatives without leaders’ belief in the value of investing in people.
Unlocking the Potential of Quality Collaboration
Valuable collaboration is under-invested because we think of it in terms of quantity or channels rather than quality. We lack a common language and numerical proof linking it directly to profit. However, effective collaboration leads to profit and enhances the quality of life for employees and customers.
The convergence of macro-trends, SEC requirements for human capital considerations, and technological advancements present an opportunity to empower effective human skill interventions and measure high-quality collaboration’s impact.
The explosion of data and new techniques promises a future where we better understand how collaboration impacts productivity, innovation, and value creation. For now, approaches remain inconsistent across companies and teams.
At Cloverleaf, we have a front-row seat with millions of people in tens of thousands of teams across hundreds of organizations both large and small, for what is working and what is ineffective in collaboration. We built Automated Coaching around proven concepts that work, grounded in decades of research and validated by real-world applications, resulting in quality collaboration, value creation, and life-changing outcomes. To see Cloverleaf in action or schedule a demo, click here.
Have you ever wondered about the buzz around emotional intelligence (EQ)? This concept, explored for decades, truly gained traction with Daniel Goleman’s groundbreaking book. Imagine this: while the content of our work (our IQ) deals with the ‘what,’ EQ is all about the ‘how’ — managing our emotions, understanding others, and nurturing relationships. It’s like knowing the notes but mastering the music in leadership.
Emotional intelligence (EQ) is not just a buzzword; it’s a pivotal skill in leadership, akin to a harmonious dance between different parts of our brain. Effective management intertwines the analytic network (AN) and the empathic network (EN) in our brains. As this Harvard Business Review article highlights, leaders who can balance these neural networks drive better business outcomes and cultivate an environment rich in empathy and understanding. Your ability to connect and build rapport, crucial in today’s collaborative work culture, hinges on self-awareness and empathy.
EQ is the secret ingredient for personal growth and organizational triumph. It’s not just about being smart; it’s about being wisely connected to those around you. In a workplace where employee engagement and job satisfaction can so significantly be impacted by the quality of the leader, sharpening emotionally intelligent leadership is necessary for individual and organizational success.
What Is Emotional Intelligence?
Emotional intelligence, or EQ, is your skill in understanding and managing your own emotions, as well as recognizing and responding to the emotions of others. It’s a blend of five essential skills:
- Self-awareness (recognizing your emotions)
- Self-regulation (controlling emotions)
- Motivation (using emotions to drive yourself forward)
- Empathy (understanding others’ emotions)
- Social skills (using emotional understanding in interactions)
It’s more than just feeling emotions; it’s using them to enhance communication and relationships.
Unpacking the 5 Components of Emotional Intelligence
Embracing emotional intelligence in leadership is like tuning a musical instrument – it’s about finding harmony in your strengths and addressing the areas that need a little more attention. EQ unfolds in five key components, each uniquely influencing effective leadership. Let’s dive into these components, and I’ll offer some coaching questions to help you reflect on your strengths and areas for growth.
1. Self-Awareness: Reflecting on Your Inner World
This is the cornerstone of EQ. It’s about understanding your emotions and the ‘why’ behind them. It’s like being the detective of your mind, unraveling the mysteries of your reactions and feelings.
Reflective Questions:
- Do you recognize how your actions echo in your workplace?
- What are your go-to practices for maintaining self-awareness?
- How do you respond to critical feedback – with openness or defensiveness?
2. Self-Regulation: Navigating Emotional Currents
Picture this as the art of emotional balance. It’s about managing your emotions, particularly the challenging ones, and responding to workplace situations with poise and thoughtfulness.
Reflective Questions:
- Can you identify your emotional triggers in the workplace?
- After a tough conversation, do people feel respected and heard?
- How do you maintain your equilibrium during emotional turbulence at work?
Self-Regulation in Action: Let’s take a real-world scenario. Imagine you’re in a heated team meeting. Someone challenges your idea, and you feel conflict rising. A leader skilled in self-management might take a moment to breathe, recognize their emotional response, and choose to respond calmly and constructively, turning a potential conflict into a productive discussion. This approach can diffuse tension and model emotional maturity for the team.
By exploring and enhancing these components of EQ, you’re not just growing as a leader but enriching the entire team dynamic. You’re fostering an environment where emotional intelligence is the norm, not the exception. So, as you ponder these questions, think about how your answers resonate with your leadership style and how they impact those around you.
3. Motivation: Sparking Your Inner Drive
In the realm of EQ, motivation isn’t just about ticking boxes or hitting targets; it’s an internal journey. It’s about igniting your intrinsic drive to grow and stay true to your goals, coupled with a dose of optimism and resilience. Think of it as the inner compass guiding your leadership journey.
Coaching Questions for Motivation:
- What goal-setting frameworks energize you?
- Who in your circle is your ‘motivation mentor’ keeping you accountable?
- Are you open to discovering silver linings in challenging situations?
- How do you cultivate resilience to rebound from setbacks?
Imagine a leader facing a project delay. Instead of spiraling into frustration, leaders with emotional intelligence tap into their motivation, see the delay as an opportunity for refinement and encourage the team to view challenges as growth moments.
4. Empathy: Empathy: Connecting with Diverse Perspectives
Empathy in leadership transcends mere sympathy. It’s about stepping into another’s shoes and understanding the perspective and emotions of others, even when they diverge from your own. This is especially vital in appreciating the diversity of thoughts and experiences in the workplace.
Coaching Questions to Practice Empathy:
- Do you embrace or resist perspectives different from your own?
- How much effort do you put into building trust and understanding within your team?
- Reflect on a time when someone’s empathy made a difference to you. What impact did it have?
- What practices help you connect with others’ experiences and viewpoints?
- Consider a leader handling an argument. By practicing empathy, leaders can successfully use conflict resolution to strengthen the team, showing that understanding diverse viewpoints is not just about solving problems but building a more inclusive and harmonious culture.
5. Social Skills: The Art of Engaging Communication
Social skills in leadership go beyond mere talking; it’s about mastering the art of listening and empathetically connecting with others. Great social awareness means you can convey your thoughts confidently and respectfully, handling conflicts gracefully, even in the trickiest situations.
Reflective Questions for Enhancing Social Skills:
- Where in your team interactions could your communication be more impactful?
- Do you adopt a ‘coach approach’ in conversations, prioritizing curiosity and listening over directing and explaining?
- How do your team members view your role in group dynamics?
- Are you the go-to person for advice, support, or resolution?
Soft Skills in Action: Consider a scenario with a misunderstanding in your team. An emotionally intelligent leader uses this opportunity to clarify and understand an individual’s underlying concerns. They listen actively, ask open-ended questions to uncover deeper insights, and then communicate solutions that resonate with everyone involved.
Enhancing your social skill competencies is not about changing who you are but evolving how you interact and connect. It’s about being a leader who listens, understands, and then leads – a leader who’s as adept with people as they are with projects.
HUMAN SKILL PROGRAMS ARE HITTING LIMITATIONS...
5 THINGS THIS FREE RESOURCE WILL TEACH YOU
- Close the widening gap between learning and on-the-job application
- Overcome the tension of pausing productivity for development opportunities
- Integrate learning so it is actually in the flow of work
- The evolution of human skill development
- What Automated Coaching™ is and how it works.
The Impact of EQ in Leadership Dynamics
Reflecting on the EQ-related questions we’ve discussed, it’s clear how they can streamline our interactions at work. Often, we fall into the trap of making assumptions about others’ behavior, shaping our responses based on these perceptions. Emotional intelligence flips this script. It empowers us to be leaders, prioritizing understanding and empathy and putting learning before action.
True leadership begins with self-leadership. When deeply connecting with our truths, we’re better equipped to lead authentically, transcending the confines of titles and roles.
Great leaders stand out in their ability to make informed decisions and guide their teams effectively. They are adept at tuning into both their own emotions and their team members. This deep understanding enables them to master team dynamics, smoothly navigate conflicts, and maintain a strong team identity focused on collaborative success. Here’s a look at four key benefits when leaders operate with high emotional intelligence:
4 Key Benefits of High EQ in Leadership
1. Elevated Team Performance and Collaboration: Successful leaders with high EQ excel in ‘reading the room’ and understanding themselves, which is crucial for steering teams toward meaningful collaboration. This ability to mitigate conflict and foster productive dialogue keeps teams laser-focused on objectives, steering clear of the pitfalls of unresolved dynamics.
2. Enhanced Decision-Making and Problem-Solving: Emotionally intelligent leaders navigate the emotional landscape of their team with finesse, building strong connections. This fosters a collaborative environment for decision-making and problem-solving. By leveraging individual strengths, they keep the team unified and centered on the task at hand, avoiding interpersonal friction.
3. Strengthened Interpersonal Relationships: A leader with high emotional intelligence builds strong one-on-one connections and amplifies the entire team’s relational dynamics. Their charisma and leadership skills are key in coaching team members and cultivating positive and productive team interactions.
4. Resilience During Challenges and Stress: A high EQ leader is calm in storms and high-pressure situations. They navigate stressful deadlines and challenging projects with ease and assurance, fostering an environment of trust and collaboration. This resilience is crucial in guiding teams through turbulent times while maintaining focus and morale.
EQ in Action: Beyond the Boardroom
Indra Nooyi’s tenure as PepsiCo’s CEO profoundly exemplifies emotionally intelligent leadership. Her unique gesture of writing personal letters to the parents of her executive team members showcased a deep emotional connection. This simple yet powerful act demonstrated an appreciation for the human stories behind each employee, fostering a high-trust work environment.
However, the influence of EQ extends beyond nurturing a positive workplace. Research substantiates that companies with a culture of high empathy often see tangible benefits in their performance and revenues. This underscores that EQ isn’t just about feel-good factors; it directly contributes to the bottom line, proving that empathy and emotional understanding are valuable assets in any successful business strategy.
Cultivating EQ: A Journey of Continuous Growth
Developing emotional intelligence isn’t a one-off achievement; it’s an ongoing process of practice and refinement. Think of it like gardening – nurturing growth through consistent care and attention. Here are four strategies to cultivate your EQ:
1. Self-Awareness Exercises:
Incorporate consistent self-awareness practices like journaling or reflection. This could be a daily routine or several times a week. The key is repetition, which steadily boosts self-awareness. Cloverleaf’s reflections feature offers an excellent tool for teams to engage in this practice, fostering a mindful start to the workday.
2. Feedback Loops and Seeking Input:
Actively seek feedback during formal reviews and everyday interactions. Regularly asking for input and observing response patterns provides valuable insights into how others perceive you and your actions. This practice is crucial in understanding and improving your impact on those around you.
3. Active Listening Practices:
It’s more than just not talking; it’s about truly understanding before responding. Resist the urge to jump into explanations and instead cultivate curiosity about the person or situation. Practice asking questions rather than always offering solutions.
4. Continuous Learning:
Engage in varied activities like reading, participating in group discussions, attending conferences, or receiving coaching. The goal is to deepen your understanding of yourself and others continuously. Don’t just absorb information; discuss it, reflect on it, and set practical goals to apply what you’ve learned.
Developing emotional intelligence transcends academic learning; it’s an experiential and personal journey. It’s not a skill mastered overnight nor gleaned from a book. It demands time, openness, and a willingness to venture beyond your comfort zone. Remember, we’re all on this path of self-discovery and a better understanding of others. It’s a shared human journey. Commit to your goals, not just at work but in every interaction. Let each step take you closer to leveraging your best self, embracing every opportunity to grow and connect more deeply.
Explore how Cloverleaf enhances leadership through emotional intelligence. Discover our unique approach to merging EQ development with leadership growth so that you can align them with your organization’s goals. See how Cloverleaf’s tools can help you validate ROI and uplift individual and team performance. Begin your journey to leadership excellence and teamwork today with Cloverleaf.
Emotional intelligence in the workplace can greatly impact the success and productivity of a team. It involves understanding and managing your own emotions, being aware of other’s emotions, and adapting to new situations.
Traditional leadership models have primarily focused on technical skills rather than soft skills like emotional intelligence. Some leaders may not understand the impact of emotions on workplace performance and decision-making. At the same time, others may believe emotions are personal and have no place in the workplace.
Plus, developing emotional intelligence skills can be time-consuming and may not be seen as a priority for leaders focused on meeting short-term goals and targets. However, as awareness of the importance of emotional intelligence continues to grow, it is becoming increasingly clear that leaders who invest in developing their emotional intelligence and that of their teams can reap significant benefits for their organizations.
How Is Emotional Intelligence Being Used In The Workplace?
Emotional intelligence in the workplace is critical to mastering interpersonal skills, crucial for conflict management and effective communication. It involves understanding and regulating emotions to make thoughtful, objective decisions. With the ability to recognize others and their own emotions, employees can support a more collaborative and empathetic work environment. Assessment tools like MBTI and DISC can identify individual strengths and preferences, helping teammates to understand each other to drive success and well-being.
In this post, we will explore why emotional intelligence is so important in the workplace, provide examples of self-awareness, and share strategies for increasing emotional intelligence among teammates.
Why Is Emotional Intelligence In The Workplace So Valuable?
Individuals with high EQ tend to be better leaders, have stronger interpersonal skills, and are more effective in handling workplace stress and conflict.
For example, a study by TalentSmart found that 90% of top performers have high EQ. Another study by Hay Group found that leaders with high EQ have teams that are more engaged, more productive, and experience less turnover.
Research in the Journal of Organizational Behavior outlines that individuals with high emotional intelligence are better equipped to overcome one of the most significant obstacles in their work-life: employment gaps. These gaps can be involuntary, such as a termination, or voluntary, like taking time off to care for family. The higher an employee’s emotional intelligence, the more likely they are to navigate interruptions in their employment successfully.
It’s no surprise that high EQ is linked to increased job satisfaction, improved job performance, better relationships with coworkers and leaders, and employee retention.
And soft skills aren’t just great for creating a fulfilling and pleasant work environment. The link between profit and leaders with high emotional intelligence is clear. In one study, CEOs whose employees rated them high in character had an average return of 9.35% over a two-year period, nearly five times as much as companies with CEOs who had low character ratings.
Prioritizing emotional intelligence in the workplace can drive significant improvements to an organization’s bottom line. If high EQ among teammates can affect job satisfaction, performance, and employee retention, investing in EQ development within teams can be a wise business decision for leaders.
IF EQ In The Workplace Is So Important, Why Do Top-Level Leaders Resist Prioritizing It?
It’s not uncommon for leaders to push off emotional intelligence initiatives because they are familiar and comfortable with traditional measures of job performance. Things like technical skills and intelligence seem easier to quantify and measure.
A Wall Street Journal survey of 900 executives found that 92% said soft skills were equally important or more important than technical skills. But 89% of those surveyed said they have a “very or somewhat difficult time finding people with the requisite attributes.”
Additionally, they may not realize the impact of soft skills training in achieving long-term success. Further, the lack of an established or standardized method for measuring EQ could also lead to it being overlooked as a valuable metric for success.
For decades scholars have debated the relative importance of cognitive intelligence (IQ) versus emotional intelligence (EQ) to workplace performance. Research shows both are helpful. However, in the era of COVID-19, my bet is on emotional intelligence playing a much stronger role. –fastcompany.com
Remote work and other factors shaping the future workplace experience require stronger levels of communication and collaboration. As traditional workplace dynamics and routines have been disrupted, EQ becomes even more crucial in helping teammates navigate workload, well-being, conflicts, and fulfillment to create a place to thrive in their work.
We define emotional intelligence (EQ) as the power to identify, handle, and express emotions and to comprehend and empathize with the emotions of others. When it comes to the workplace, having a high EQ is crucial for building trust and managing conflict to be an effective team.
Self-awareness emerges from two places:
Internally: Understanding one’s desires, strengths, weaknesses, and impact on others.
Externally: Realizing how others interpret and experience you.
When it comes to internal and external self-awareness, it’s tempting to value one over the other. But leaders must actively work on both seeing themselves clearly and getting feedback to understand how others see them. The most highly self-aware people are actively focused on balancing the scale. – Harvard Business Review
Teams that exercise emotional intelligence do more with less drama. They are tuned into their internal emotional life, can manage those feelings, and transition that energy into positive team momentum.
Do You Want To Increase Emotional Intelligence In Your Workplace?
Find Out How To Quickly:
- Scale development so that it is available to each team member
- Personalize growth to individual strengths and needs
- Integrate learning so it is actually in the flow of work
- Develop human skills fast enough to solve business problems
- Prove the ROI of your development programs
What Does Self-Awareness In The Workplace Look Like?
Self-awareness is crucial to emotional intelligence, starting with understanding your emotions, behaviors, and thoughts. In the workplace, having a strong sense of self-awareness can take many shapes and forms, such as:
Acknowledging when you’re feeling overwhelmed, frustrated, or angry and taking proactive measures to manage those emotions
Being mindful of how your actions and words can impact others around you
Taking a step back and reflecting on your behavior to pinpoint areas that need improvement
Seeking feedback from your coworkers and superiors to understand yourself better.
Emotional intelligence is being able to understand your own emotions and manage them. It’s also the ability to observe others’ emotions, understand a situation, and adapt to remain productive at that moment.
By taking the time to understand your emotions, behavior, and thoughts and being proactive in managing them, teams can foster a positive productive work environment.
Examples Of Self-Awareness In The Workplace
Have you ever had one of those mornings where everything seems to go wrong? You arrive at work feeling overwhelmed. Every person can relate. Maybe you lost your dog, became angry in traffic, or experienced a disagreement with a family member before leaving the house. But, what if you could process those emotions and release them, allowing you to start your work day feeling recentered and in control?
Emotional intelligence can help you acknowledge and understand your emotions to prevent them from dictating your experience at work. Recentering your feelings to ensure they do not influence how you treat your teammates or drive you to make decisions because of things outside of work.
As a leader or coworker, it’s important to not only manage your own emotions but also be aware of the emotions of those around you. If you notice a colleague coming in with a negative demeanor or a bit huffy, take a moment to ask how they’re doing and if everything is okay. By simply asking questions, you can help them process their emotions and release any tension they might be feeling.
8 Questions To Help Teammates Process Their Emotions And Refocus On Work
How are you feeling right now?
Is there anything that you need to vent about or share?
Can you walk me through what has been bothering you?
What steps can we take to resolve the situation?
How can I support you at this moment?
Is there any specific task or goal you need help with?
Can you tell me more about your experience and how it has impacted you?
How do you see yourself moving forward from this situation?
By actively listening to team members verbalize their feelings, you can help them become more aware of their own emotions to help them feel more centered and able to move forward. This small act of empathy can go a long way in creating a positive work environment and improving overall workplace relationships.
How To Increase Emotional Intelligence Among Teammates
The best way to increase emotional intelligence in the workplace is to help improve self-awareness within each team member. Self-awareness enables individuals to identify areas for improvement, manage their emotions, and make more mindful decisions, which is foundational to increasing emotional intelligence.
Teams can proactively support EQ-based initiatives by implementing strategic efforts to help members feel, recognize, regulate, and communicate their emotions.
Utilize Automated Coaching™: Cloverleaf provides personalized, ongoing coaching tips to help employees develop self-awareness and powerful insight about teammates.
Celebrate Feedback And Reviews: Encourage employees to give and receive feedback in a safe by creating the structure to do so with performance management platforms.
Empower Learning and Development: Offer training programs that hone in on emotional intelligence, self-awareness, and personal growth.
Cultivate Open Communication: Work with your team leaders to establish consistent 1-on-1 meetings with direct reports to establish clear initiatives, trust, collaboration, and relationships.
Leaders play a pivotal role in shaping the culture and dynamics of the workplace. That’s why leaders must make emotional intelligence a priority. If not, the rest of the organization may not value developing their EQ or fully supporting initiatives.
And that’s where things can start to unravel. Even further, teams may lose their best talent as many seek places of employment that recognize the importance of emotional intelligence in the workplace.
Talent turnover is an expensive problem and, therefore, must be solved. Thankfully, it’s a problem that can be solved. For the most part, employees leave for reasons that are within the control of employers:
Culture
Work Environment
Growth Opportunities
Leadership Disconnect
By prioritizing emotional intelligence and creating an environment where employees feel valued and challenged, organizations can retain top talent and even attract it.
Conclusion
The next time you encounter an emotionally charged situation, consider using a simple checklist to guide your response. Ask yourself, “How am I feeling?” and “What can I do about it?”
Encourage others to share their emotions by asking, “How are you feeling today?” and “How do you want to show up for this?”
Starting a meeting with these questions can help team members process their emotions and be more present in the moment. Consider offering support by actively listening, responding, or taking action when addressing a situation. This approach can help increase emotional intelligence and create a more supportive and effective work environment.
If you’re looking for additional ways to enhance emotional intelligence in the workplace, visit the post that details an Employee Engagement Strategy For A Human-Centered Workplace.
When you receive disappointing feedback, does it feel like a personal attack or an opportunity to grow?
Carol Dweck has spent decades researching fixed mindset vs growth mindset. In a fixed mindset, we view our abilities as innate, (aka, “just the way I am,”), making failure and constructive feedback feel personal and insurmountable. On the flip side, in a growth mindset, we are comfortable with improving over time, not fearing being wrong, and making failure or difficult feedback an opportunity to be curious about how to do better next time.
The good news is, we can learn to choose a growth mindset. So the next time you get a Cloverleaf coaching tip about an area for growth, know that that is truly what it is: an area for growth.
Or, the next time you realize you made a mistake or didn’t perform up to your own standards, take it as an opportunity. Ask others for feedback, or dig into your Cloverleaf profile to learn more about how you can do your best work.
What about your Teammates?
Just as we can have a growth or fixed mindset about ourselves, we can view others through the same lens.
When a teammate makes a mistake or doesn’t meet your expectations, do you start to question their abilities, or even their character? Or do you feel the freedom to have an open conversation, knowing that your teammate is innately valuable, and can grow from this experience?
The next time a teammate drops the ball, watch your internal reaction. If you find yourself questioning their abilities, head to that teammate’s profile and look through their work style insights to see where their strengths truly are. You may be surprised.
We’re all in this together!
