Emotional Intelligence Skill-building: Powerful Approach To Improve Performance

Posted by Journalist

October 3, 2009

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Enhancing the Emotional Intelligence (EI) skills of the organization's human capital can address many performance problems. From a traditional business perspective emotional factors are overlooked when identifying initiatives to improve performance. However, the dimensional performance model I developed over time and describe in this article discloses how emotions play a greater role in people's performance than traditional factors.

For years I have worked with a model depicting the elements that have an effect on people's performance. A colleague once described my model as "probably the best tool ever for explaining why people do or don’t perform as desired." The model he so generously praised was my original model that, over time I discovered was flawed. It failed to depict emotions as the most critical factor affecting people's performance.

As a result of experience, I have improved my model by adding a new dimension that includes emotions as a factor that impacts all areas of job performance. This new, dimensional model represents a more accurate view of the significant importance of emotions.

With my Engineering background, I originally developed a one-dimensional model with a nine-box grid comprised of 3 boxes by 3 boxes. Each box identified a set of factors affecting performance with the level identifying those who traditionally have the most influence – executives, managers, and individual performers. While some 30 factors affecting performance were identified within my model, the most critical factor, emotions, was not adequately represented.

According to more resent research emotions may be more important than other factors when it comes to people's performance. In fact, when we receive a sensory input, we process it through our emotional center first. And, before we send it on to be processed in our rational mind, the neocortex, we attach an emotional meaning to the input. (Goleman, Emotional Intelligence, 1995) So our emotional center serves as a gatekeeper that ultimately influences how we perceive and respond to every input. The information we have (or don't have) to do our work, every assignment we are given (and how it is given), our workload, our physical environment (noise, lighting, temperature), and so on etc. has an emotional meaning attached to it.

After discovering the dramatic affect of emotions on people's performance, I revised my original model, incorporating a third dimension – the dimension of Emotion. With the addition of depth, the new, dimensional model revealed that while the "Head" factors affected performance, emotion had a pervasive effect, positively or negatively affecting all other factors and ultimately our productivity, mental clarity, energy and more. As an example, consider how the initial announcement of a downsizing might affect people's feelings. The resultant negative feelings may well cause a decline in quality, morale and productivity. In contrast consider how you feel when someone genuinely praises you on your work. With the positive feelings, most people get an energy boost and are more likely to go beyond what is expected, putting forth a bit more effort.

Let's examine the Emotional dimension of the revised model in more detail. Emotion can be viewed as a continuum with Fear on one end and Appreciation on the other.. Negative emotions such as fear, anger and frustration can hamer performance. In contrast when people feel appreciated and cared for, the resulting positive emotions can facilitate performance. This is what people really want. They want to feel that people care about their work and about them; they want to know that they are appreciated for their contributions. People can't check their emotions at the door when the come to work and then pick them up on the way home. Our emotions – our hearts – are with us at all times.

It's distressing when one considers that we've devoted so much time and effort focusing on the factors in my rational, two-dimensional, "Head" model. Indeed, these factors are important. However, we've been missing a huge piece of the solution to improving people's performance when we overlook emotions. The significant results achieved by developing people's EI skills presents a compelling argument to the accuracy of the "Head/Heart" model as a more powerful tool when identifying interventions to improve performance.

About the Author

Tailoring the art and science of Emotional Intelligence Workshops to your needs, Byron Stock focuses on results, helping individuals and organizations enhance Emotional Intelligence skills, leadership competencies and core values. With enhanced Emotional Intelligence skills organizations and individuals are better equipped to lead change, achieve strategic objectives and create resilient, high performing organizational cultures. Learn about Byron’s quick, easy, proven techniques to harness the power of your Emotional Intelligence in his new book, SMART EMOTIONS for Busy Business People available through his website www.ByronStock.com.

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