The supervisor "leads people without caring" and the company will be doomed sooner or later! Harvard expert: This is how to create a "high emotional intelligence culture" in the workplace
How to read other people’s inner thoughts? You need to master “3 types of empathy”
Understanding what others are thinking is an important skill in our social world and can make our interpersonal interactions smoother. We constantly speculate about other people’s experiences, applying our guesses to interactions in a roundabout way. Knowing what others are thinking is a key element of cognitive empathy. There are three types of empathy that allow us to better understand others around us and have higher emotional intelligence. “Cognitive empathy” is one of them. kind.
Cognitive empathy is roughly located in the thinking brain, which is the neocortex, allowing us to understand what others are thinking and see clearly the current situation. We can read other people’s opinions and analyze their mentality to understand their language so that we can accurately convey our message. This means we can be effective communicators. This concept of effective communication has a long history; for example, many cultural traditions have celebrated the ability to understand a specific person’s thoughts and communicate with them in a way that resonates for centuries.
Emotional empathy, located primarily in the brain’s emotional circuits, allows us to immediately understand how others are feeling because we feel the same way. Emotional empathy relies on “brain-to-brain” connections, meaning that one person’s emotional circuitry resonates with another’s. There is a danger, however, that we may be overwhelmed by other people’s toxic states, such as panic or anger, which can lead to empathy distress. This pathology of empathy can pose serious problems in jobs such as caregiving, where continued contact with suffering patients can lead to burnout and resignation.
The third type of empathy means caring about the person you are communicating with. This kind of empathy opens you up to compassion and thinking of the best interests of others, not just your own. Every major religion promotes this kind of care, whether in the name of “charity,” “kindness,” or compassion. In addition to religion, this kind of concern is called “empathic concern” in the scientific community, which means caring for others. Not only do we understand what others are thinking and feeling, we also care about their well-being. This kind of care seems to be the same circuit as the love of parents for their children, and is the emotional basis of selflessness and compassion.
Being present with the pain of others allows us to take the next step, which is an act of compassion. This means that you pick up on other people’s unspoken emotions and thoughts through non-verbal cues, which in turn means you have to listen and observe carefully.
The biggest key to creating a “high-performance team” is to keep employees at their best.
The key to creating a high-performing team is the team’s internal and external self-awareness and emotional regulation. These routines help the team discover and understand “the needs, perspectives, skills, and emotions of its members.” For a team to perform at its best, members must talk about “their own needs, about themselves, and about the team… although not always You can do it anywhere, but you need to do it regularly.”
“A team treats members with respect, supports them, seeks their perspectives, and recognizes their efforts.” In the case of groups, this means dealing with members who violate group norms or undermine their effectiveness. This “dealing” can be done in a light-hearted way, simply by reminding the person of the norm he or she has violated. To “anticipate problems and take action to prevent them while taking responsibility and working to overcome challenges”
“Understand the people with whom we have an interest and build relationships with them.” One way that high-performing teams do this is by assigning certain team members to serve as “ambassadors” who help the team build relationships with important stakeholders in the organization. This allows the team to develop stronger relationships with departments that may provide assistance or resources in the future. You take the initiative to build good relationships with them. They will provide you with resources when you need them.
A must-read for leaders who want to build high-quality teams! Experts teach four steps to create a high emotional intelligence culture
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 an organization:
Self-discipline. The founder of one company had frequent outbursts that affected everyone. His subordinates said: “He will criticize you fiercely. He will not take it seriously and five minutes later it will be like nothing. But the person who is being scolded can’t do that. So we all make guesses before reporting to him. His emotions are not a good thing. If an employee needs your help but cannot tell you immediately, by the time you know it, the problem has become worse. ““Self-discipline” is a term for managing one’s own emotions and behavior. For example, don’t lose your temper with others. Studies have shown that when a boss gets angry at someone, the other person becomes distant and distances himself from the boss later (if he still has to work with the boss, this may take the form of passive resistance). A boss’s rage can sever ties with employees.
Be emotionally transparent. The leader of a company dies, and the deputy manager gets teary-eyed as he talks to employees about his own grief. This opens up a conversation and employees say how they feel. That leader’s vulnerability is seen as a strength, a sign of sincerity, not 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. She did not arrange other schedules that afternoon so that she could respond to employees immediately. Email sent after the meeting. Her behavior was a demonstration of empathy, as she put herself in the employee’s shoes and understood how disappointed or anxious they would be if she delayed in answering.
Respond emotionally. This means having empathy for your employees and showing respect, but still drawing clear lines—setting a routine so they follow the same behavior. To give an example in the digital age: Murphy, the former head of customer relationship management at Progressive Insurance Company, hopes to stay in touch with the approximately 7,000 insurance brokers in Taiwan as much as possible. Before the epidemic, he would go on site visits, talk to agents and cultivate relationships, which he believed could maintain people’s motivation to stay in the industry. When asked tough questions, it will be easier for him to deal with them if he has good connections with people. He would send handwritten notes and videos that insurance agents might find useful. But after the outbreak of the new crown epidemic, Murphy could no longer meet with them, so he opened a Facebook page to share the life of an insurance agent. At the beginning, there were only a few brokers following it, but later it grew to the point where most people were following it.
A leader’s vulnerability is seen as a strength, a sign of sincerity, not weakness. Self-awareness, empathy, and emotional transparency allow people to peek into your emotions. Give an emotional response. This means having empathy for your employees and showing respect, but still clearly drawing the lines.
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