One of the hardest things about being human is that sometimes life hits us with very powerful and very painful experiences—emotions that we can’t just ignore. Emotional pain is one of the great disrupters in life and in the workplace. Good leaders don’t ignore pain, but they don’t succumb to it either: they lead through it and they find ways to help others do the same. When confronted with pain, a good leader will acknowledge it and then determine the…
Over the past weeks, we have been talking about Daniel Goleman’s four components of Emotional Intelligence and how to translate each into action. Last week, we answered a question that a number of people from the Monday Morning Business Coach community asked, “What if I just miss the people stuff?” This week we want to speak to another issue addressed by our readers, a tendency to lose themselves in others’ pain. If the pain of others emotionally paralyzes you, you…
Over the past 5 weeks, we have been talking about Daniel Goleman’s four components of Emotional Intelligence and how to translate each into action. We have gotten wonderful comments and questions in response to the posts—thank you. One question in particular called for an answer and that question is: “What if I just miss the people stuff?” A number of you commented that, while you really appreciate Goleman’s work and our tips about how to implement that work, you still…
This is the final week in our series on operationalizing emotional intelligence. It started in April when we shared the four traits that Daniel Goleman found are essential to emotional intelligence. Each week since then, we’ve been coaching you on how to translate the ideas of emotional intelligence into actual behaviors and practices. If you missed any of the posts they can be found on our website. Goleman’s four traits make sense intellectually and are important to leadership but many…
A couple of weeks ago, we shared the four traits that Daniel Goleman found are essential to emotional intelligence. Each week since then, we’ve been coaching you on how to translate the ideas of emotional intelligence into actual behaviors and practices. Many people have told us that Goleman’s four traits make sense and are important but then they get stuck trying to figure out what they actually need to do to succeed. So to help you move from theory to…
On April 20, 2015, we shared with you Daniel Goleman’s list of the 4 traits his research has shown are essential to emotional intelligence. Each week, for four weeks, we are going to operationalize, or bring to life, each of these traits so that you can increase your emotional intelligence, and thereby increase your effectiveness at work and at home. Many people have told us that they read Goleman’s 4 traits but get stuck trying to figure out what they…
Last week, we shared with you Daniel Goleman’s list of the 4 traits his research has shown are essential to emotional intelligence. This week, we are going to talk with you about operationalizing the first of these traits so that you can increase your emotional intelligence, and thereby increase your effectiveness at work and at home. People read Goleman’s 4 traits and think they are great, but then get stuck trying to figure out the answer to the question, “How…
In the NY Times last week, there was an article that included Daniel Goleman’s list of the 4 traits that he believes are essential to Emotional Intelligence. They included: Self-Awareness Realistic self-confidence: You understand your own strengths and limitations; you operate from competence and know when to rely on someone else on the team. Emotional insight: You understand your feelings. Being aware of what makes you angry, for instance, can help you manage that anger. Self-Management Resilience: You stay calm…
Last week we talked about the difference between using your emotional response to gather data about what is going on for you and creating emotional drama. We defined drama as the uncontrolled or unconscious expression of emotions, often in ways that exaggerate the importance of what has happened. Drama is the antithesis of healthy emotional expression; it’s the seeping of emotions into the workplace, through covert means, as a result of people not believing they have been heard or understood…
From time to time, an executive will come to us saying that they are working to create an environment of logic and reason but despite their best efforts they are failing. Unfortunately, the fact that they are failing makes sense. Business is and always will be an enterprise where feelings and emotions are a central part of the environment because of the simple fact that businesses are made up of people. It’s a package deal; people bring the whole of…