If you examine your team you will notice two kinds of members. People who have Emotional Intelligence (EI) and people who lack EI skills.
The characteristics of an employee who lack's Emotional Intelligence
1) Unable to work under pressure. When there are deadlines, he makes mistakes due to stress and leads to bad credibility for the team and the manager. He may even fall sick as he is unable to handle the pressure.
2) Unable to control his emotions. He may even lose his calm with a client, hence it would be riskly to involve him in client communications
3) Based on his emotions one day he is taking responsibility and works well and next day he is careless
4) He is not motivated and works just to finish his task
5) A manager is unable to trust this person with a big responsibility.
Just highlighting a few areas to keep the post short. On the other hand visualize an employee with high Emotional Intelligence. He can handle stress, he can look at deadlines as challenges rather than get bogged down by them. He looks at criticism as a way of getting better. He is positive and enthusiastic and always sees the big picture. His performance is consistently good. He is someone who is very approachable and you know that he will deliver what he promises.
Everyone likes to work with a person with high emotional intelligence. But that does not mean that we can ignore employees who lack EI. They lack EI because they are not aware and also based on the upbringing and exposure to spirituality and self help techniques.
If we train them on EI they will also become competent and will be able to add to the success of the team, project and the organization. Imagine a team with all members with high EI. Imagine the success of this team.
There is so much research on the benefits of EI and it is jaw droping.
Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).
