Emotional Intelligence 2.0 Read Online Free Page A
Author: Travis Bradberry, Jean Greaves, Patrick Lencioni
behaviors and found that it subsumes the majority of them, including time management, decision-making, and communication. Your EQ is the foundation for a host of critical skills—it impacts most everything you say and do each day. EQ is so critical to success that it accounts for 58 percent of performance in all types of jobs. It’s the single biggest predictor of performance in the workplace and the strongest driver of leadership and personal excellence.
EQ is so critical to success that it accounts for 58 percent of performance in all types of jobs.
No matter whether people measure high or low in EQ, they can work to improve it, and those who score low can actually catch up to their coworkers. Research conducted at the business school at the University of Queensland in Australia discovered that people who are low in EQ and job performance can match their colleagues who excel in both—solely by working to improve their EQ.
The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary.
Of all the people we’ve studied at work, we have found that 90 percent of high performers are also high in EQ. On the flip side, just 20 percent of low performers are high in EQ. You can be a high performer without EQ, but the chances are slim. People who develop their EQ tend to be successful on the job because the two go hand in hand. Naturally, people with high EQs make more money—an average of $29,000 more per year than people with low EQs. The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary. These findings hold true for people in all industries, at all levels, in every region of the world. We haven’t yet been able to find a job in which performance and pay aren’t tied closely to EQ.
In order to be successful and fulfilled nowadays, you must learn to maximize your EQ skills, for those who employ a unique blend of reason and feeling achieve the greatest results. The remainder of this book will show you how to make this happen.
3
WHAT EMOTIONAL INTELLIGENCE LOOKS LIKE: UNDERSTANDING THE FOUR SKILLS
To truly improve your ability in the four emotional intelligence skills, you need to better understand each skill and what it looks like in action.
T o truly improve your ability in the four emotional intelligence skills, you need to better understand each skill and what it looks like in action. The four emotional intelligence skills pair up under two primary competencies: personal competence and social competence. Personal competence is made up of your self-awareness and self-management skills, which focus more on you individually than on your interactions with other people. Personal competence is your ability to stay aware of your emotions and manage your behavior and tendencies. Social competence is made up of your social awareness and relationship management skills; social competence is your ability to understand other people’s moods, behavior and motives in order to improve the quality of your relationships.
The four skills that together make up emotional intelligence. The top two skills, self-awareness and self-management, are more about you. The bottomtwo skills, social awareness and relationship management, are more about how you are with other people.
Self-Awareness
Self-awareness is your ability to accurately perceive your own emotions in the moment and understand your tendencies across situations. Self-awareness includes staying on top of your typical reactions to specific events, challenges, and people. A keen understanding of your tendencies is important; it helps you quickly make sense of your emotions. A high degree of self-awareness requires a willingness to tolerate the discomfort of focusing on feelings that may be negative.
The only way to genuinely understand your emotions is to spend enough time thinking through them to figure out
EQ is so critical to success that it accounts for 58 percent of performance in all types of jobs.
No matter whether people measure high or low in EQ, they can work to improve it, and those who score low can actually catch up to their coworkers. Research conducted at the business school at the University of Queensland in Australia discovered that people who are low in EQ and job performance can match their colleagues who excel in both—solely by working to improve their EQ.
The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary.
Of all the people we’ve studied at work, we have found that 90 percent of high performers are also high in EQ. On the flip side, just 20 percent of low performers are high in EQ. You can be a high performer without EQ, but the chances are slim. People who develop their EQ tend to be successful on the job because the two go hand in hand. Naturally, people with high EQs make more money—an average of $29,000 more per year than people with low EQs. The link between EQ and earnings is so direct that every point increase in EQ adds $1,300 to an annual salary. These findings hold true for people in all industries, at all levels, in every region of the world. We haven’t yet been able to find a job in which performance and pay aren’t tied closely to EQ.
In order to be successful and fulfilled nowadays, you must learn to maximize your EQ skills, for those who employ a unique blend of reason and feeling achieve the greatest results. The remainder of this book will show you how to make this happen.
3
WHAT EMOTIONAL INTELLIGENCE LOOKS LIKE: UNDERSTANDING THE FOUR SKILLS
To truly improve your ability in the four emotional intelligence skills, you need to better understand each skill and what it looks like in action.
T o truly improve your ability in the four emotional intelligence skills, you need to better understand each skill and what it looks like in action. The four emotional intelligence skills pair up under two primary competencies: personal competence and social competence. Personal competence is made up of your self-awareness and self-management skills, which focus more on you individually than on your interactions with other people. Personal competence is your ability to stay aware of your emotions and manage your behavior and tendencies. Social competence is made up of your social awareness and relationship management skills; social competence is your ability to understand other people’s moods, behavior and motives in order to improve the quality of your relationships.
The four skills that together make up emotional intelligence. The top two skills, self-awareness and self-management, are more about you. The bottomtwo skills, social awareness and relationship management, are more about how you are with other people.
Self-Awareness
Self-awareness is your ability to accurately perceive your own emotions in the moment and understand your tendencies across situations. Self-awareness includes staying on top of your typical reactions to specific events, challenges, and people. A keen understanding of your tendencies is important; it helps you quickly make sense of your emotions. A high degree of self-awareness requires a willingness to tolerate the discomfort of focusing on feelings that may be negative.
The only way to genuinely understand your emotions is to spend enough time thinking through them to figure out
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