HOW do those people you lead talk about you in the corridors? Do people fear you or thy have faith in you? Do they bad mouth you or they praise you? Are you influencing them positively or you are inflicting more stress to them? Do they curse their job because of you or they love being led by you? Are we growing angry organisations or eager organisations? If we had emotionally intelligent CEOs, the workplace would be a great place to spend most of our time.<\/p>\n
Most people spend most of their time in a work environment and there are many dynamics at play. The CEO regulates the aura in the organisation they lead. The are many emotional dynamics that must be managed and cultivated effectively. Great CEOs make the workplace a family space in which workers become a family and they are glued together by the positive spirit from the CEO.<\/p>\n
CEOs have power, but this power needs to be correctly applied. Some CEOs use autocratic or despotic power. Here, people are shoved and pushed around. Workers\u2019 ideas don\u2019t matter because they are seen are subservient or subordinate. On the other hand, we have positive CEOs that use transformation, servanthood and a participatory approach. In this case, everyone matters.<\/p>\n
You are valued because you add value to the bigger organisation. Emotional intelligence plays a bigger role.<\/p>\n
What is emotional intelligence? Travis Bradberry (2017) writing in the World Economic Forum said: \u201cEmotional intelligence is the \u2018something\u2019 in each of us that is a bit intangible. It affects how we manage behaviour, navigate social complexities, and make personal decisions that achieve positive results.\u201d Furthermore, Jeremy Kourdi (2015), said emotional intelligence, \u201c\u2026taking information from your own emotions and the emotions of others and then applying that knowledge in order to be successful.\u201d<\/p>\n
So what are these important emotional traits? Like I pointed last week, as a NewsDay columnist I have met and interviewed many kinds or CEOs. Some I have trained in boardrooms something special stands out. Below are traits that I have found interesting:<\/p>\n
Self-awareness
\nAs a CEO are you are aware of strengths and weaknesses? It is very important to know your blind spots and be able to manage them. Are you willing to admit that you have weaknesses and open to correction? Being aware of your own weakness is a strength on its own.<\/p>\n
Self-regulation
\nNow that you know yourself, are you able to regulate or manage your emotions? Most organisational conflicts come from the inability to regulate one\u2019s emotions. How do you speak to your teams? How do you act when you are angry? How do you treat those that you have authority over? When you are under stress and pressure, how do you emotionally handle that?<\/p>\n
Social-awareness
\nNow that you are aware of yourself, you can better handle and grow relationships. Your social intelligence is built from who you are. Remember we see the world not necessarily for what it is, but how we are internally.<\/p>\n
HOW do those people you lead talk about you in the corridors? Do people fear you or thy have faith in you? Do they bad mouth you or they praise you? Are you influencing them positively or you are inflicting more stress to them? Do they curse their job because of you or they love […]<\/p>\n","protected":false},"author":84,"featured_media":27591,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[3,7],"tags":[350],"class_list":["post-27589","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-all-news","category-files","tag-article"],"yoast_head":"\n