“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”
Daniel Goleman
To refresh on the history of EQ in organizational development, approximately 40 years ago, EQ became known to be as, or more important than IQ as a predictor of success. The term “Emotional Intelligence” was created by researchers Peter Salovey and John Mayer. In 1990, they noted that EQ is a form of “…social intelligence that involves the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and action.”
Daniel Goleman in 1996, further stated in his book Working with Emotional Intelligence that EQ counts for twice as much as IQ and technical skills combined in determining who will be successful.
“What really matters for success, character, happiness, and life-long achievements is a definite set of emotional skills – your EQ — not just purely cognitive abilities that are measured by conventional IQ tests.”
Daniel Goleman
EQ is not a new psychological organizational fad. EQ is a part of who we are as humans. EQ has been reflected on through the ages by sages, poets, and philosophers.
We all know people who inspire us to be better humans: these are typically the individuals who know how to manage their emotions, communicate clearly, demonstrate accurate empathy, are positively motivated, and have demonstrated resilience in stressful times.
“Anybody can become angry, that is easy; but to be angry with the right person, and to the right degree, and at the right time, and for the right purpose, and in the right way, that is not within everybody’s power, that is not easy.”
Aristotle
That’s EQ.
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