Emotional Intelligence and Social Awareness
management, social awareness, and relationship management. These skills pair up under two primary leadership capabilities: personal competence and social. Social awareness is key to managing your response to change, and an essential part of Build your Relationship management skills - the final EQ ability. This consists of two parts: social awareness and relationship management. One of the most important people skills for any manager is the ability to empathize.
Identify early on in a relationship, the types of traits and behaviors that you are seeking for in a partner. Detect traits and behaviors in a potential partner that may not be what you are looking for as well as be potentially harmful or dangerous to you.
Anticipate what will make your partner happy or unhappy. Help your partner process difficult feelings and manage difficult situations.
Three Social Awareness Skills You Need In A Relationship - Dr. Georgiana
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Learn to detect unhealthy traits and behaviors in others is available on Amazon Kindle at: In it you will find more dating tips: The Social cluster of Relationship Management is comprised of seven competencies; visionary leadership, which is inspiring and guiding groups and individuals; developing others, which is the propensity to strengthen and support the abilities of others through feedback and guidance; influence, which is the ability to exercise a wide range of persuasive strategies with integrity, and also includes listening and sending clear, convincing and well-tuned messages; change catalyst, which is the proficiency in initiating new ideas and leading people in a new direction; conflict management, which is resolving disagreements and collaboratively developing resolutions; building bonds, which is building and maintaining relationships with others; teamwork and collaboration, which is the promotion of cooperation and building of teams.
The Emotionally Intelligent Organisation: The Emotionally Intelligent Organisation i. Effective leadership improves business performance and provides organisations with a competitive advantage. Becoming an EI organisation The decision to become an emotionally intelligent organisation needs to be based on an organisational strategy to improve business performance.
Emotional Intelligence and Social Awareness
To implement this strategy you first need to define what the core capabilities your business requires to achieve its vision, values and business strategies which includes Emotional Intelligence clusters and competencies. You will also need to identify the more specific competency profiles for positions within the organisation.
This capability framework and competency profiles, then forms the basis for your performance management system in conjunction with your Key Performance Indicators. The performance management system then becomes a mechanism for driving and achieving changes in the workplace.
The framework can also be used to support recruitment and selection and other cultural development strategies, thus ensuring a more appropriate match of people and organization goals. In other words it will grow their Emotional Intelligence. These are seen primarily through improved leadership and interpersonal relationships and as a result improved business performance.
Growing your EI competencies is not easy or quick, as it takes perseverance in the process of critical self-reflection, commitment to improvement and of course behavioural practice. Transformational Learning When you grow your Emotional Intelligence, it is called transformational learning, as this growth comes from using critical self-reflection. So, what is critical self-reflection? If you do not respect emotional boundaries you can waste a lot of time trying to change the feelings of other people when this is beyond your control.
The second part of social awareness is your ability to understand the structure and workings of your organization. This was not part of his original model of emotional intelligence.
In practical terms organizational awareness means your ability to understand your organization's structure and operational processes, inner workings, including how things are achieved informally. In addition, it means your ability to understand the organizations of your clients and vendors, understand these organizations' business objectives and operations, and act with your client's best interest in mind.
There are two main aspects of organizational awareness that Goleman discusses: The former involves accurately recognizing the individuals who have power and political influence in your organization. This means you knowing 'who' the real decision-makers are even if they do not appear to have any official responsibility. You need to ask yourself the following questions to identify these personnel: By systematically answering these queries you will be able to evaluate the key power relationships within your organization.
This knowledge alone is not sufficient for a high EQ; you also need to be aware of an organization's precise culture and values to gain real insight into its workings. This knowledge comes from first-hand interaction with and experience of your own organization and those of your clients or vendors.
You can also gain a significant insight into an organization by reading what it says in its annual reports and marketing material and on its website. Sometimes, however, there is discrepancy between what the organization says about itself and what is actually happening on a day-to-day basis. The most accurate way to evaluate the culture and values of an organization is to look at the recognition and reward system.
In particular you should ask yourself: Answering these questions can cut through the organization's PR and make clear its real priorities. Some organizations are notorious for elevating revenue earning potential above everything else.
In some instances this means laying-off staff who cannot be placed on billable work for any period of more than a few weeks. Other organizations seem to promote people on the basis that they have managed to create a problem, which they then proceed to fix with as much drama as possible.