What is the "emotional intelligence value" that even Microsoft and Amazon value? Experts teach "4 steps" to create a high-emotional intelligence workplace
Is the key to the new promotion of a high emotional intelligence culture in the company lies in the daily words and deeds of leaders?
During the epidemic at BL, Stanworth, the company’s CEO, proved “the value of emphasizing empathy and caring for others.” She said: “It was a very difficult year, and many of my colleagues’ spouses were affected by the epidemic. Although we lost our jobs due to the epidemic, our employees achieved all the tasks and exceeded the targets. Therefore, we decided to give each person a “thank you bonus” of US$3,000 in addition to the fixed year-end bonus. The company spent US$1 million. But it’s worth it. If you tell your employees you appreciate them, they’ll give back tenfold.”
Stanworth believes that her most important role is as a “cultural leader”, and the values and norms she emphasizes every day make the company an “emotionally intelligent” organization. Her continued strong support for the value of emotional intelligence has promoted training and performance evaluation programs featuring emotional intelligence. In our research, we found that HR departments in companies that try to promote soft skills on their own are often ineffective. Conversely, when a key leader passionately states the value of emotional intelligence and leads by example, it can establish norms and culture for the entire company.
How can you add “humanity” to workplace emotional intelligence to break into the “cold” business market?
To give a more high-profile example, in Satya. On his first day as Microsoft’s third CEO, Satya Nadella sent a memo to all employees that contained many words about empathy that were very popular at Microsoft at the time. Hear less and this will become a key skill and growth mindset in the future. Nadella links the “soft power” of emotional intelligence to business strategy and advocates a deep understanding of customers and their unsatisfied but unspoken needs.
Nadella continues to teach his leadership team the need for empathy and helps shift the company’s culture toward mutual trust. At a time when the recession is causing technology companies to lay off tens of thousands of people, Nadella is demonstrating empathy through his actions. For example, unlike other technology companies that suddenly announced the layoff of tens of thousands of employees on Twitter, Nadella promised that Microsoft would not do this: “We will use the most considerate and transparent way possible when we conduct this process. " In order to slow down the impact of layoffs, Microsoft paid generous severance packages, paid for employee health insurance within six months of leaving the company, and continued to allocate shares.
Even Amazon is using it! A leadership program with “emotional intelligence” as the core
Sometimes the biggest advocates for EQ can come from lower-level leaders in an organization, as at Amazon.com Inc., where support for EQ has become a grassroots movement in the company’s most profitable cloud-computing division. As an engineer and strategist, Richard. Richard Hua has assembled more than 100 emotional intelligence advocates, and so far the team has provided emotional intelligence training to more than 250,000 other employees.
Amazon’s emotional intelligence team started as a project, but is now officially recognized, has its own budget, and is headed by Richard. Hua serves as global head. This training is called the EPIC Leadership Program (EPIC stands for Empathy, Purpose, Inspiration and Connection), and the entire training focuses on emotional intelligence.
EPIC receives requests from senior executives from many departments across the company to conduct emotional intelligence training for entire departments, often in the thousands. One advantage of this bottom-up approach over a top-down policy is that people who actively deliver emotional intelligence training are likely to be more motivated and engaged than those who are told to do it by their superiors.
Four high-emotional intelligence mindsets help teams and individuals build workplace temperature
Ameriprise Financial’s “Emotional Intelligence Function” team conducted research and found that it is difficult for financial advisors to discuss life insurance with clients, which is to prepare for death. Even just asking clients to consider it can make the situation embarrassing or even disturbing. People are disgusted. However, after implementing a pilot training program on emotional intelligence functions for consultants and their supervisors, the company found that consultants who attended the training sessions with their supervisors experienced higher sales growth over a fifteen-month period than their management teams had received. Trained advisors are 11% higher. Leaders who embrace emotional intelligence also need to demonstrate it themselves. There are four behaviors that can have an impact and change the overall culture of the organization:
Self-discipline. Self-discipline is the state of mind to manage one’s emotions and words and deeds, for example, not to lose your temper with others. Research has proven that when a boss gets angry with someone, the other person will feel alienated and keep a distance from the boss later. The boss’s anger will cut off the connection with the employee.
Emotionally transparent. When a company leader dies, the deputy in charge talks to employees about his grief. The conversation opens employees up to talk about their feelings. The deputy’s vulnerability is seen as a strength, a sign of sincerity. , rather than weakness. Self-awareness, empathy, and emotional transparency allow people to peek into your emotions.
Emotional presence. After the outbreak of the epidemic, BL CEO Stanworth held a one-hour online meeting with more than 365 employees of the company every Friday at noon, and no other schedules were scheduled that afternoon in order to respond to employees immediately. We received an email after the meeting. She acted with empathy because she understood how disappointed and anxious the waiting employees would be if they delayed the response.
Give an emotional response. Showing empathy and respect for the people you work with, but still clearly setting boundaries and asking them to follow the same behaviors, can keep relationships humane and regulated. CEO Stanworth aptly sums up the importance of leaders in building emotionally intelligent organizations. When we mentioned that managing emotions seemed to be a big part of her job, she immediately responded: “That’s my job.”
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