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The prominence of emotional intelligence (also referred to as Emotional Quotient, EI, and EQ) has skyrocketed over the past few decades. This is especially so in Human Resources departments, as a high level of emotional intelligence has become a coveted trait in a potential hire.
The Harvard Business Review cites emotional intelligence expert Adele B. Lynn regarding how much EQ actually impacts professional success. Lynn believes EQ is directly responsible for achievement up to 69% of the time! With a statistic like this, a high emotional intelligence seems to be an essential quality for any prospective candidate, but is high EQ really necessary for success?
What is Emotional Intelligence?
Emotional Intelligence is a relatively new concept. According to the diligent contributors at Wikipedia, the term first appeared in a paper published in 1964. The expression started to be used more frequently through the 1980s, and it took a foothold in 1995, with American Psychologist Daniel Goleman and his book, Emotional Intelligence - Why it can matter more than IQ.
Psychology Today describes emotional intelligence as “the ability to identify and manage your own emotions and the emotions of others.” Their definition describes EQ as being comprised of three skills. The first is emotional awareness, which includes being able to identify the emotions of one’s self and others. The second is harnessing emotions and applying them to tasks and problem solving. The third skill is emotional management, which includes being able to regulate one’s own emotions and to knowingly influence others’ emotions.
Goleman had identified five elements that are defining characteristics of EQ, but a recent article in Success reveals seven traits found in those with high emotional intelligence:
1.Acceptance of Change: Those with high EQ don’t fear change. They adapt and may even be the drivers of change themselves.
2.Self-awareness: High EQ individuals understand their strengths and weaknesses, and they understand their emotions, but aren’t ruled by their feelings.
3.Empathetic: These people can relate to others.
4.Realistic: Those with high emotional intelligence know that perfection is not attainable.
5.Balanced: These individuals maintain a healthy work-life balance.
6.Curiosity: Those with high EQ are non-judgmental and open to new solutions.
7.Optimistic: These individuals see the silver lining and could find something to be thankful for every day.
Much like an intelligence quotient, emotional intelligence falls on a spectrum—depending on your evaluation method. Thanks to a myriad testing methods, assessing EQ is actually quite subjective. Many tests and evaluations have been created, but the Consortium for Research on Emotional Intelligence in Organizations is just one of many groups which have not endorsed a single one of them. It seems evaluating EQ is not an exact (or agreed upon) science.
Emotional Intelligence on the Job
Lynn’s idea that EQ is intimately tied to successful performance is a notion shared by many. In Forbes Travis Bradberry cites a TalentSmart study linking 58% of job success to EQ. He goes on to point out that 90% of the top performing people studied at work had high EQ, and only 20% of the worst performers displayed high emotional intelligence.
A Fast Company piece from last year titled Why Emotionally Intelligent People Are More Successful pored over many studies. If you couldn’t ascertain from the title, the conclusions from all of the research referenced showed a decidedly positive correlation between EQ and professional (and even financial) success.
This has all changed the way businesses are hiring. As pointed out by Kes Thygesen for Fast Company in 2014, a growing number of companies are paying more attention to emotional intelligence over considerations such as education when considering new hires. The idea is that candidates who possess a high EQ will be team players and effective leaders. Conversely, it’s suggested those with low EQ won’t be as quick to learn from their mistakes and less likely to take accountability for their shortcomings.
Even if emotional intelligence had never entered the lexicon, the seven characteristics quoted above would still be on the radar of HR professionals everywhere. Well before Goleman’s book, possessing any of those traits were already considered to be favorable things for a candidate.
But what about everyone else?
There are numerous individuals who seem to lack the characteristics associated with emotional intelligence, and they are not all doing poorly professionally. To look back to the study Bradberry reported on, it found 90% of top performers to have high emotional intelligence; the other 10% did not. Additionally, that study reported 58% of successes on the job being tied to emotional intelligence, which means 42% of wins were related to something else - maybe intelligence or experience.
There are many examples of individuals who have low EQ, but manage to have a great degree of success and drive change in spite of this. Steve Jobs is a perfect example of someone who achieved incredible things, mainly because of his uncompromising vision and extraordinary intellect. Even in individuals with low emotional intelligence, it is highly likely they are competent in some of the skills (or subsets of skills) which have become associated with EQ. These strengths, coupled with their other abilities, can definitely compensate for what they otherwise lack, as seems to be the case with Jobs.
Depending on one’s position or industry, even an abysmally low all around EQ may not be to their professional detriment. A computer coder who telecommutes could easily reach a senior position simply by following directives and doing their job competently and quickly.
Additionally, there are those for whom emotional intelligence is a moot point. Scott A. McGreal MSc. writes for Psychology Today that EQ is irrelevant for psychopaths, who can often mimic emotional intelligence without the feeling that goes behind it. This is a display of conformity that can trick most assessments. An intriguing piece in Smithsonian suggests that psychopaths can be highly successful professionally - particularly as CEOs, lawyers, media personalities, and surgeons—thanks to traits including toughness, focus, coolness under pressure, and charm.
Thankfully, for those who can’t fake it, emotional intelligence can be taught. While some people are naturally adept when it comes to EQ, these are characteristics that can be cultivated through training. Given the correlation between emotional intelligence and professional success, it would seem reinforcing and further developing these traits in all personnel on an ongoing basis would help lead to a greater level of accomplishment for everyone. Or would it?
Check back soon for the second part in this series on emotional intelligence and professional success.