How Emotional Intelligence Can Benefit Managers

We've all been managed by incredibly smart people in their field who have risen through the ranks but who are not natural managers. And then there are the people who colleagues are drawn to for guidance even though they're not the manager. So what is it that sets these two groups of people apart?

Emotional intelligence 

When psychologists John Mayer and Peter Salovey published their theories in 1990 on how we process emotional information, the term 'emotional intelligence' was coined. Their findings provided fantastic insights into how processing emotional information could be used to promote social success, improve leadership skills, and even lead to happier relationships. The concept of emotional intelligence answered the question that some looking to progress in their careers had been asking for decades: why doesn't having a high IQ automatically translate into being a good leader? There are many situations in which leadership skills are needed, from teachers to tutors, to managers and even parents, but some are clearly better at leading than others.

The four areas of emotional intelligence

Mayer and Salovey presented four areas or ways in which one could exhibit emotional intelligence:

1. Being aware of emotions at a non-verbal level
2. Being able to use emotions to inform cognitive thinking.
3. Deciphering the information relayed by emotions and also the resulting actions.
4. Effectively regulating your own emotions, for your own sake and for the sake of others

How can emotional intelligence benefit managers?

Being self-aware can lead to a more trusting workforce As a manager, knowing your own strengths and weaknesses and how your emotions affect you and others can benefit both you and your employees. Do you find yourself taking things personally? Perhaps stop and reflect on how your emotions could influence your actions at work and how you react to others so that your employees can be confident in your decisions.

Practising empathy and open communication for a happier team  Being socially aware of situations can give you better insight into how your employees are feeling. Does your office work in cliques with some colleagues preferring to work with friends and leaving others out? If so, do you need to address this to improve relationships in the workplace? If an employee is isolating themselves when they usually wouldn’t, could this be a sign of underlying issues?

Foster a culture of communication by letting employees know they can communicate with you or with other clearly signposted groups or individuals. Unaddressed stress and anxiety in the workplace can lead to demotivated employees, high sickness rates, and ultimately poor results. Being emotionally aware can help to prevent this and make for a happier, more productive workforce.

Being aware of your own motivation can help to motivate others  As a manager you should not only reflect on the needs of your employees, but on your own emotional wellbeing too. Question what motivates you in your working life and how can this help to motivate others?

Do this by:

• Reflecting on why you took this role in the first place and if it still makes you happy. If you’re finding it tricky to remember what attracted you to this job, try writing down any bugbears and see if there are any solutions that will result in you being happy in your role once again.
• Involve employees in setting goals so they can be motivated too. You may already have your own goals, but by encouraging employees to be involved as a team, they will be more inclined to want to reach these shared ambitions.