The Tribune

MUCH emphasis has historically been placed on skills and competencies in the workplace, and the direct correlation they have to productivity and efficiency. Since the 1990s, though, greater emphasis has been placed on the emotional intelligence of employees and the impact this has on their ability to lead, serve and perform their various tasks and assignments. Emotional intelligence (EQ) is the ability to identify and manage your own emotions, and the emotions of others.

It is generally said to include three skills: Emotional awareness; the ability to harness emotions and apply them to tasks such as thinking and problem solving; and the ability to manage emotions, which includes regulating your own emotions and cheering up or calming down other people.

So why the focus and shift towards EQ? Why so much talk about ensuring that team members are emotionally whole and well? There are any number of reasons why this is important.

For starters, workers with high EQ are better able to work in teams, adjust to change and be flexible. No matter how many degrees or other on-paper qualifications a person has, if he or she does not have certain emotional qualities, they are unlikely to succeed. As the workplace continues to evolve, making room for new technologies and innovations, these qualities may become increasingly important. Here is what research from Daniel Goleman (a leading author on the topic) says about hiring and retaining employees with higher EQ.

Self-awareness: If a person has a healthy sense of self-awareness, he understands his own strengths and weaknesses, as well as how his actions affect others. A person who is self-aware is usually better able to handle and learn from constructive criticism than one who is not.

Self-regulation: A person with a high EQ can maturely reveal her emotions and exercise restraint when needed. Instead of squelching her feelings, she expresses them with restraint and control.

Motivation: Emotionally intelligent people are self-motivated. They are not motivated simply by money or a title. They are usually resilient and optimistic when they encounter disappointment, and are driven by an inner ambition.

Empathy: A person who has empathy has compassion and an understanding of human nature that allows him to connect with other people on an emotional level. The ability to empathise allows a person to provide great service and respond genuinely to others' concerns.

People skills: People who are emotionally intelligent are able to build rapport and trust quickly with others on their teams. They avoid power struggles and backstabbing. They usually enjoy other people, and have the respect of others around them.

Start assessing the Emotional Intelligence of your team today and, more critical than this, begin the journey of implementing - in your sourcing and recruitment patterns - ways of detecting those who are emotionally balanced and healthy as a means of building above-average EQ teams.

• NB: Ian R. Ferguson is a talent management and organisational development consultant, having completed graduate studies with regional and international universities. He has served organsations, both locally and globally, providing relevant solutions to their business growth and development issues. He may be contacted at tcconsultants@coralwave.com