Source | www.cnbc.com | Daniel Goleman
What makes someone great at their job? Having knowledge, smarts and vision, to be sure. But what really distinguishes the world’s most successful leaders is emotional intelligence — or the ability to identify and monitor emotions (of their own and of others).
Companies today are increasingly looking through the lens of emotional intelligence when hiring, promoting and developing their employees. Years of studies show that the more emotional intelligence someone has, the better their performance.
What most people fail to realize, though, is that mastering emotional intelligence doesn’t come naturally. Tom, for example, considers himself an emotionally intelligent person. He’s a well-liked manager who is kind, respectful, nice to be around and sensitive to the needs of others.
And yet, he often wonders, I have all the qualities of emotional intelligence, so why do I still feel stuck in my career?
This is a common trap: Tom is defining emotional intelligence too narrowly. By focusing on his sociability and likability, he loses sight of all other essential emotional intelligence traits he may be lacking — ones that can make him a stronger, more effective leader.
After spending 25 years writing books and fostering research on this topic, I’ve found that emotional intelligence is comprised of four domains. And nested within these domains are 12 core competencies.
(Click here to enlarge chart)
Don’t shortchange your development by assuming that emotional intelligence is all about being sweet and chipper. By reviewing the competencies below and doing an honest assessment of your strengths and weaknesses, you can better identify where there’s room to grow.