emotional intelligence

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15 Emotional Intelligence Traits of Highly Successful People

 

Diverseteam

 

1. The have High Level Capacity for Adaptability

They are flexible and willing to adapt to new conditions around them.


2. They are Assertiveness

They are forthright, frank, and willing to stand up for their rights.


3. They have High Emotion Perception (of self and others)

They are clear about their own and read other people’s feelings.


4. They  Are Expressive of Their Emotions

They are capable of communicating their feelings to others.


5. They Can Positively Influence the Emotions of Others

They are capable of influencing other people’s feelings with care and respect.


6. The Can Regulate Emotions

They are capable of controlling their own emotions .

 

7. The Have Low Levels of Impulsiveness

They are reflective and less likely to give in to their urges.


8. They Build Positive Relationships

They build and nurture fulfilling personal relationships.


9. They have High Self-esteem

They recognize their success  and build their self-confidence


10. They Are Self-motivated

They are determined and unlikely to give up in the face of adversity.


11. They are Socially Aware

They possess  excellent social skills.


12. They Manage Their Stress

They are capable of withstanding pressure and regulating stress.


13. They Have Empathy

They are capable of taking someone else’s perspective.


14. They are Happy

They are  satisfied with their lives and celebrate success


15.They Are Optimistic

They are confident and likely to “look on the bright side” of life.


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Keys Skills for Increasing The Social Side of Emotional Intelligence

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1. Observe your specific interactions between you and others in various situations and settings both at work and home. The first step towards adjustments and needed change comes with awareness.

2. Make mental notes of various situations in which you are uncomfortable or feel things did not not go the way you would have liked. Think about what you could have done differently, and how your preparation might change.

3. Be aware of your “triggers”. What triggers in the way of behaviors you experienced with people set you off?  Are you being triggered because of your own biases, which are then interfering with your ability to communicate openly?

4. Learn to  ask for feedback about your interactions. Ask frequently. Make it clear you want honest feedback. Accept the feedback with an open ear.

5. Accept responsibility for your behavior. Don’t be afraid to apologize or acknowledge errors or insensitivity.

6 Become more aware of your body language and nonverbal communication. Try to notice when your words are not congruent with your feelings or intentions.

7. Practice “active listening”. Before jumping in with a suggestion or criticism, take the time to pause,  listen and ask for clarification. You want to make sure you are fully present and focused on what the other person is communicating.

8. Make Small Changes: Choose one or two interpersonal behaviors you would like to work on and focus on those over a period of time. If you take on too much you will become overwhelmed and discouraged.

9. Gain a good understanding of your interpersonal strengths and how you can maximize these. (For example, if you have a nice sense of humor, you can make a positive impact on others through your humor).

10. Actively work on social skills No special training or  theory will be as effective as good, solid authentic communication and listening — use your intuition and common sense –seek to understand first–let others know you value their openness and authentic communication.


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The Challenge to be a Mindful Leader is pervasive in the global business environment

In response to this challenge thought leadership has given birth to a new catch phrase that is starting to become more prevalent is today’s business  leadership community, the phrase  is Mindful Leadership.

The essence of Mindful Leadership is to take time to reflect, allow your mind to quiet, focus on a specific topic and be fully present in everything you do.   This is more important than ever in our increasingly fast paced world where it never seems like we have enough time to get done with our task list let alone take time away to think about the future and reflect on the past.

Everyone involved in a leadership role struggles with the question of balance and how to get today’s tasks done while also thinking about the future.

Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate

His work includes these key concepts:

• People who are mindful—fully present and aware—can become more effective leaders.

• Leaders with low emotional intelligence often lack self-awareness and self-compassion, which can lead to a lack of self-regulation.

• Authenticity is developed by becoming more self-aware and having compassion for oneself, and then offering it to others

• When have peer group support is available for leaders it provides nonjudgmental feedback in order to recognize blind spots, accept shortcomings, and gain confidence.

As leaders in an organization, you are charged with the responsibility of creating environments in which our employees are nurtured and energized, your business innovates and flourishes, your customers are engaged partners and the relationship with your consumers/clients is built on a foundation of mutual trust and satisfaction.

This is quite a complex assignment in a world and global economy that measures time in internet seconds, conceives of the past as the most reliable tool for analyzing and assessing how to proceed into the future, is increasingly interdependent and relational, and dedicates little or no time toward the development of mindfullness of its leaders.

This is the first of a two part post on Mindful Leadership. The second part will focus on ways you can bring more mindfulness to your daily leadership responsibilities.

At Glowan we are interested in hearing from you about the ways you are mindful in your practice of leadership.

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