Emotional Intelligence Competencies: An Introduction By .

The Competency ModelEmotional IntelligenceCompetencies:An IntroductionBy Daniel Golemankeystepmedia.comThis introduction is excerpted from the BuildingBlocks of Emotional Intelligence seriesby Daniel Goleman, et al. 2017Copyright 2017 by More Than Sound, LLCDBA Key Step Media, All Rights ReservedPublished by More Than Sound, LLC221 Pine St., Suite 408, Florence MA 01062Who was the best leader or manager you’veever worked with?What did they say or do to make you loveworking with them?These qualities are grounded in how theyrelated to you and to others—reflecting theiremotional intelligence.Emotional intelligence, a different wayof being smart, is a key to high performance atall levels, particularly for outstanding leadership.It’s not your IQ; it’s how you manage yourselfand your relationships. It’s not usually taught inschools. You learn it in daily life—at home, on the 2017, More Than Sound, LLC DBA Key Step Media3

Building Blocks of Emotional Intelligenceplayground, or in the office. David McClelland,my mentor in graduate school, made a radicalproposal for those days. He wrote an article inthe journal American Psychologist that argued,hire for competence not for intelligence.1 Test forcompetence, not for intelligence.A Competence ModelWhat McClelland meant was this: If youwant to know the best person for a given job,don’t look at their IQ scores, don’t look at howwell they did in school. Look, instead, at peoplenow in your organization who are in the top 10%of performers who hold that position. Comparethem to people in the same job who are onlyaverage. Do a systematic analysis and determinethe abilities, or competencies, that you find in thestars that you don’t see in the average.That gives you what is called a competencemodel. Today, every organization that has ahigh-quality Human Resources operation uses acompetence model for their key positions. They 2017, More Than Sound, LLC DBA Key Step Media4The Competency Modeluse it to hire people. They use it to promote people.And, now they know what to help people developso they can become star leaders.What Kind of Competence?There are two kinds of competencies.There are threshold competencies that everyoneneeds to get the job. IQ turns out to be largelya threshold competence. When you apply for ajob you must show you have the intelligence tohandle the cognitive complexity of that particularposition. But once you’re hired, you’re workingwith and competing with people who are assmart as you are. There’s what’s called a “flooreffect” for IQ. That is, it’s an important base-levelskill that everyone must have for that position.The other kind of competence, a distinguishingcompetency, is what sets apart the outstandingperformers from the average ones at any given job.It’s the distinguishing competencies thatcount in terms of promotion, in terms of beinga highly effective performer, or an outstanding 2017, More Than Sound, LLC DBA Key Step Media5

Building Blocks of Emotional Intelligenceleader. I did an analysis after I wrote EmotionalIntelligence.2 I asked close to 100 organizationsto let me look at their competence models. It’sunusual, because these are normally proprietaryinformation. A given company wants to know,who should we hire? Who should we promote?They don’t want to share this information withother companies.I aggregated all of these models and lookedat the composite with one question in mind: Ofthe distinguishing competencies independentlychosen by these organizations, how many arebased on IQ—purely cognitive abilities likeanalytic reasoning or a technical skill—and howmany are based on emotional intelligence? 2017, More Than Sound, LLC DBA Key Step Media6The Competency ModelWhy EmotionalIntelligence MattersWhat I found was quite revealing. Itturned out, for jobs of all kinds, at all levels, onaverage, emotional intelligence was twice asimportant as cognitive ability in terms of thedistinguishing competencies. The higher you goin the organization, the more it matters. If youlook at top leadership positions, C-suite positions,you’ll see that 80 to 90%, sometimes 100%, of thecompetencies that organizations independentlydetermined to set apart their star leaders are basedon emotional intelligence. 2017, More Than Sound, LLC DBA Key Step Media7

Building Blocks of Emotional IntelligenceWhat is Emotional ENESSRELATIONSHIPMANAGEMENTThe Competency ModelThere are four parts to my Emotional andSocial Intelligence Model: Self-AwarenessSelf-ManagementSocial AwarenessRelationship ManagementWithin each of these four parts, or domains,there are learned competencies based on theunderlying ability that make people outstandingin the workplace. By learned competencies, I meanthat these are skills that can be developed just likeyou can develop other skills. To understand thosecompetencies, my colleague Richard Boyatzisfrom Case Western Reserve University and Ilooked at the full range of competencies thatcompanies identified in their outstanding leaders.We distilled them down to twelvegeneric competencies that embody the core ofdistinguishing abilities of leaders in organizationsof all kinds. From that we developed a 360-degreerating instrument called the Emotional and Social 2017, More Than Sound, LLC DBA Key Step Media8 2017, More Than Sound, LLC DBA Key Step Media9

Building Blocks of Emotional IntelligenceThe Competency ModelCompetency Inventory (ESCI). By 360-degree,I mean the instrument has the leader ratethemselves, and choose to also be rated by thepeople whom they trust and whose opinions theyvalue. This gives the fullest picture, combininga self-assessment with the same evaluations byother people. This assessment instrument, calledthe ESCI 360, is now available from Korn FerryHay Group.3Emotional AWARENESS 2017, More Than Sound, LLC DBA Key Step Media10 2017, More Than Sound, LLC DBA Key Step Media11

Building Blocks of Emotional IntelligenceSELFMANAGEMENTThe Competency NIZATIONALAWARENESS 2017, More Than Sound, LLC DBA Key Step Media12 2017, More Than Sound, LLC DBA Key Step Media13

Building Blocks of Emotional dMENTORINSPIRATIONALLEADERSHIPThe Competency ModelThere are two sets of EmotionalIntelligence Competencies. The first is crucialfor leading ourselves, for self-management. Itincludes Emotional Self-Awareness, EmotionalSelf-Control, and other competencies. These arethe skills that play out on an individual basis.They refer to how we relate to ourselves, ouremotions, and our responses to the world aroundus. The second set of competencies deals with howwe relate to others. It includes our relationshipsand awareness of other people. They are crucialfor teamwork, for sales, for handling clients, andparticularly for leadership.The self-management competencies are:CONFLICTMANAGEMENTTEAMWORK 2017, More Than Sound, LLC DBA Key Step Media14 Emotional Self-AwarenessEmotional Self-ControlPositive OutlookAchievement OrientationAdaptability 2017, More Than Sound, LLC DBA Key Step Media15

Building Blocks of Emotional IntelligenceThe relationship managementcompetencies are: EmpathyOrganizational AwarenessInfluenceCoach and MentorInspirational LeadershipTeamworkConflict ManagementIn the Building Blocks of EmotionalIntelligence: The 12 Crucial Competencies series,my colleagues and I look at each of thesecompetencies, what they are, why they matter, andhow to develop them.Leader Emotional Intelligenceand PerformanceKorn Ferry Hay Group researchers4 lookedat these 12 Emotional and Social IntelligenceLeadership Competencies in terms of how they 2017, More Than Sound, LLC DBA Key Step Media16The Competency Modelimpacted the style of a leader, the climate thatleader produced, negative or positive, and whetherthe outcome was high or low performance.What they found was quite telling. If a leaderhas strengths in six to ten of these Emotionaland Social Intelligence Competencies, he or sheproduces a very positive climate. Leaders withstrengths in EI/SI Competencies tend to useleadership styles that improve work climate. Thestyles that tend to produce a positive work climateare: The visionary leader who articulatesa shared mission and gives long-termdirectionthe participative leader who getsconsensus inputs to generate new ideasand build commitmentthe coaching leader who fosterspersonal and career developmentthe affiliative leader who creates trustand harmony. 2017, More Than Sound, LLC DBA Key Step Media17

Building Blocks of Emotional IntelligenceThese styles result in outstandingperformance, as well as greater satisfaction andbetter quality of work of the whole team.The organizational consequences canbe great. The leader’s EI Competencies boostemployee effectiveness in several crucial ways:operational excellence, customer loyalty, financialperformance, and attracting and retaining talent.People are willing to go the extra mile.5The Competency ModelOr they become pacesetters, a leadershipstyle focused mainly on hitting targets – but thatcan hurt climate when the leader ignores all thepositive styles. Such leaders tend to give feedbackthat highlights the negative, not the positive,lowering morale. Both directive and overlypacesetting leaders produce a negative climate andvery poor performance all around.On the other hand, if a leader has strengthsin three or fewer of the 12 Emotional and SocialIntelligence Competencies, they tend to fallback on what’s called the “directive,” or coerciveapproach, just giving commands, ordering peoplearound. That doesn’t work in the long run, becausethese leaders don’t engage their team members.They don’t provide long-term direction. Theydon’t try to create harmony or listen to people,nor do they encourage new ideas or invest inthe development of the members of their team.Instead, they just tell them what to do. 2017, More Than Sound, LLC DBA Key Step Media18 2017, More Than Sound, LLC DBA Key Step Media19

Building Blocks of Emotional Intelligence1 David C. McClelland, “Testing for Competence RatherThan for Intelligence,” American Psychologist 28 (1973): 1-14.2 Daniel Goleman, Emotional Intelligence: Why It Can MatterMore Than IQ (10th Anniversary Edition) (New York:Bantam, 2005).3 Emotional and Social Competency Inventory – ndemand/ourproducts/item details.aspx?itemid 58&type 3&t 24 EI at the Heart of Performance: The Implications of Our 2010ESCI Research by Hay Group, available s/nz/ESCI research findings 2010.pdf5 EI Research Series: The Power of EI by Korn Ferry HayGroup, 2017, available at: FHG-EI%20Report%20series-5.pdf.12 volumes in the Building Blocks of Emotional Intelligenceseries (volumes 11 and 12, forthcoming) are available fromKey Step Media. 2017, More Than Sound, LLC DBA Key Step Media20Visit keystepmedia.com for more information.

Korn Ferry Hay Group researchers 4 looked at these 12 Emotional and Social Intelligence Leadership Competencies in terms of how they impacted the style of a leader, the climate that leader produced, negative or positive, and whether the outcome was high or low performance. What they found was quite telling. If a leader