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Success!Ezine
Volume 4 Issue 2 -- February 2006
DrCarolWebster.com
Copyright 2006   All Rights Reserved

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E. Carol Webster, Ph.D. is a clinical psychologist in private practice in Fort Lauderdale, FL and author of Success Management: How to Get to the Top and Keep Your Sanity Once You Get There and The Fear of Success: Stop It From Stopping You!

 

Feature Article
 

Emotional Intelligence

Dr. E. Carol Webster
Copyright ©  2006

 It’s great to be smart and have a high IQ, but what’s your EQ? EQ stands for Emotional Intelligence, and refers to your skill in identifying and understanding your feelings so that you manage your behavior and resulting interactions with others well. It helps you excel as a leader, increases your effectiveness when you work in a team or workgroup, and distinguishes you as a winner in the eyes of your customers, clients, or other constituents. Even though you are a high achiever and may hold a top position, your EQ may not be that great. Indeed, often those who hold positions in the middle ranks of organizations have higher EQ’s than their bosses! Fortunately, unlike IQ, you can significantly improve your EQ with a little work. What skills do you need to improve?

 Self-Awareness

Are you in touch with your emotions? At the time they are occurring? It’s important to be able to understand that you are feeling a certain way and to think about how you need to respond before taking any action. This includes being able to recognize and process positive emotions as well as those that are negative.

 Self-Management

While there’s nothing wrong with being impulsive at times and responding “in the moment” or “off the cuff”, you can’t get far making a habit of this. Nor can you be so rigid in your response that you become inflexible and robotically predictable. You must be able to take stock of your feelings in any given situation and determine the best response. Intense emotions should not cause you to “draw a blank” and fail to take effective action. However, when you are in control of your emotions, you can look critically at a situation and may make a conscious decision that the best response is no response.

 Social Awareness

Can you figure out what other people are feeling? What they are really saying or thinking? If usually you don’t have a clue, you need to work on this skill. The point isn’t necessarily to agree with them or to give them what they want, but you have to understand the issues that concern them and the reactions they’re having to you, for example, in order to be effective.

 Relationship Management

Dealing with people requires skill in expressing yourself and in adeptly dealing with the interplay of emotions and behaviors that take place. This helps you to build relationships with people that are meaningful and that stand the test of time, both in your personal life as well as in your business or professional activities.

 Raise Your EQ

If you recognize the need to improve your emotional intelligence, remember that it is possible to grow. Take the time to strengthen weak skills so that you are truly smart in being an effective manager of yourself and your relationships.

 About the Author: 
Dr. E. Carol Webster is a clinical psychologist in private practice in Fort Lauderdale, FL and is author of 
Success Management: How to Get to the Top and Keep Your Sanity Once You Get There
and The Fear of Success: Stop It From Stopping You!

 

 

Ask Dr. Webster...

Dear Dr. Webster: I have been traveling representing my company for many years and have done so for another company for many years.  It never ceases to amaze me of how so many people who travel away from home think that it is a time to play.  They do not act professionally at cocktail receptions and quite frankly they are unfaithful to their spouses'.  What are your thoughts to this? What in your opinion do you feel is the appropriate way to tell a peer in the industry that he or she is acting unprofessionally?  What in your opinion is the appropriate way to tell a peer in the industry that his or her actions although done by the individual can make it bad for others who are consistently doing the right thing?

 - - Frosted About Philanderers

 

Dear Frosted About Philanderers: This is a tough one unless you’re in an authoritative position to dictate the “code of behavior” that is expected at business events, such as the cocktail receptions you refer to. While it is sad that an employer should have to tell people who are supposed to be professionals how to behave at such a function, many individuals are not in control of their emotions and behavior -- as this month’s Success!Ezine feature on Emotional Intelligence points out -- and, unfortunately, are very likely to be driven by their libidos and to lose sight of the fact that they are in a business situation, even though the event has a prominent social component.  And you are, indeed, quite correct in your feelings that your colleagues’ actions reflect negatively on you because others can rightly conclude that this behavior is typical of the individuals who work for your company if they look around the room and many are flirting and seducing the attendees.

 While you can’t dictate to these individuals how they must behave unless you are “officially” sanctioned to do so, I encourage you to signal your rejection of this impropriety whenever you’re given an opportunity. Individuals who behave in this manner are typically not very discreet and love to brag about their conquests, so this provides you with a chance to fail to be impressed and to flatly comment in whatever manner is comfortable for you, that you are on the trip to work and not to cheat on your spouse. Chronic philanderers typically have emotional issues that need professional help so don’t waste too much of your breath on this. You’re not likely to change their behavior. Others lose control and lose business decorum as soon as they start drinking and need help to address this problem too. But, no matter why the behavior is occurring, you don’t have to sanction it, so seize any opportunity that presents itself to make your feelings known. You’ll likely get pegged as a “Goodie Two-Shoes” or “Holier Than Thou” but take that as a compliment and as evidence of your healthy ability to commit to a relationship, both to your employer as well as your spouse. You deserve to feel good about that.  

--Dr. Webster

 

Got a Question?

Ask Dr. Webster

Success Motivator

When a person goes against his values in the choices he makes, the failure is automatic.

 - - Howard Thurman

 

  Success Tip

Responding to Complaints and Criticism From Employees

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Listening to criticism and complaints tells you about the morale of your company or department.

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It gives you the opportunity to affect--directly--morale.

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It gives you the opportunity to build or build up your team.

Listening to complaints and criticism does all this provided that

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You really do listen.

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You don’t respond judgmentally.

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You don’t respond defensively.

Do not invite criticism and complaint if you have no intention of making any changes. Of course you do not have to act on each and every criticism and complaint--some will be groundless, and others will be impossible to remedy--but you do have to be willing to change what can and should be changed. 

   From the book:

How to Say It at Work:
Putting Yourself Across with Power Words, Phrases, Body Language, and Communication Secrets

  by Jack Griffin

Paramus, NJ: Prentice Hall Press, 1998
 
 

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Success!Ezine
E. Carol Webster, Ph.D.
Clinical Psychology
DrCarolWebster.com
954.797.9766
SuccessEzine@DrCarolWebster.com

Disclaimer: The information in this newsletter is for informational purposes only and should not be considered a substitute for obtaining direct professional help.

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