The concept of emotional intelligence (EQ) came to prominence in the mid-1990s in Daniel Goleman’s seminal text of the same name. Much has been written about it since. It would be easy to dismiss EQ as just another passing fad in the burgeoning management science literature, but at The School of Life, we view it as critical to the health, wellbeing and success, not only of individuals, but of whole organisations.
What does it mean to be an emotionally intelligent business and how can such an organisation be developed? An organisation committed to raising its EQ sets out to help people develop and flourish by examining and resolving areas of emotional turmoil and barriers to collaboration. This helps develop employees, also addressing how efficiently and effectively people work together in pursuit of organisational goals.
Some hurdles are procedural, while many more are psychological in nature, including defensiveness, irrational rivalry and people-pleasing. Overcoming these is, at one level, a matter for the individual. But there are organisation-wide measures that can develop collective EQ. Issues that feel personal – such as not listening – can be addressed in an institutional way, as the following tips explain.