by Gil Jardine
As leaders take on added responsibilities, many face a point when the skills that helped them achieve earlier success no longer assure their continuing success. For instance, a formidable systems architect may reach a crisis point when his position requires that he align people to a vision rather than provide technical leadership; or a new middle manager who does not develop her direct reports because risk-taking and “mistakes” by staff are treated as failures rather than learning opportunities. A leader can also fall into the trap of having all the answers resulting in his perceived arrogance and poor listening skills.
These barriers to achievement often relate to a need for greater Emotional Intelligence (EI). Without possessing well-developed EI, a leader may have all the intellectual capital necessary to succeed, yet fail. It’s like an actor who’s can’t connect with his other cast members on stage; a conductor masters the score but can’t convey the spirit of the music to his orchestra, or a dancer who has memorized the right movements but fails get into the flow of the music.
Many successful leaders have learned to demonstrate a suite of interpersonal and intrapersonal skills that enable them to relate to and influence people in their organization. They possess a degree of comfort in their own skin that helps them to develop emotional bonds and trust with others. They also have an appreciation of the emotional needs of others—stated and unstated—literally an ability to empathize with others and accurately respond to their needs. Leaders with well-developed EI are also successful because they understand themselves, their motivations and the effect of their behavior on situations, including the impact of their emotion and level of stress on their decision-making. Finally, optimism is yet another key aspect of EI— a realistic, yet energetic belief in positive outcomes.
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