Corporate Emotional Intelligence

Over the last two decades, the concept of Emotional Intelligence (EQ) has come to the forefront in efforts to understand what makes some people in the workplace more effective and successful than others. Research conducted on the concept of EQ further elucidates the importance of EQ, often even over traditional IQ, in overall work success and leadership qualities. For example, according to research conducted by Harvard University, the Carnegie Foundation, and the Stanford Research Institute, technical skills account for less than 15% of one’s value in obtaining, keeping, or advancing in a job. More than 85% of job success is based on personal conduct and the ability to put others at ease, key cornerstones of EQ. While technical skills and IQ are certainly important as baseline entry qualities for workers, it is EQ that sets some apart from the rest.

John D. Mayer defines EQ in the Harvard Business Review as “the ability to accurately perceive your own and others’ emotions; to understand the signals that emotions send about relationships; and to manage your own and others’ emotions.” While these skills may seem obvious, some research has shown that only 36% of people are able to accurately identify their emotions as they happen. The workplace is rife with emotions and having advanced EQ skills is increasingly critical not only to personal workplace success but also to overall organizational success.