Open the file (Self-Assessment Paper Instructions) for instructions YOU HAVE TO FOLLOW IT the write 8 full pages NO less than that and take a look at the rubric this worth 100 points DO NOT TAKE THE ASSIGNMENT IF YOU WON’T FOLLOW THE INSTRUCTIONS OR YOU won’t WRITE 8 FULL PAGES.
Self-Assessment Paper (100 points): Report student’s current skill-set (strengths and weaknesses) within the four domains and 18 competencies of emotional intelligence by analyzing your Emotional Intelligence Appraisal. (8-10 page paper of synthesized work with at least 3 references).
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Papers must include the following 4 EI domain headings and competency subheadings. For a review of the domains and competencies revisit your reading assignment from week 1 on pages 253-256 of the Primal Leadership textbook. APA format is required.
1) Self-Awareness
a) Emotional self-awareness
b) Accurate self-assessment
c) Self-confidence
2) Self-Management
a) Self-control
b) Transparency
c) Adaptability
d) Achievement
e) Initiative
f) Optimism
3) Social Awareness
a) Empathy
b) Organizational awareness
c) Service
4) Relationship Management
a) Inspiration
b) Influence
c) Developing others
d) Change catalyst
e) Conflict management
f) Teamwork and collaboration
Please see the attached rubric as a guideline and reference. Save your work in Word or PDF. Submit it via the submission link. Your work will be checked for originality and plagiarism detection.
Self-Assessment Paper Rubric
PRAISE FOR
Emotional Intelligence 2.0
“All sentient beings possess awareness, but among them human
beings possess great intelligence. Subject to a constant stream of
positive and negative thoughts and emotions, what distinguishes
us as human beings is that we are capable of positive change.
Emotional Intelligence 2.0 succinctly explains how to deal with
emotions creatively and employ our intelligence in a benefi cial
way.”
—the Dalai Lama
“A fast read with compelling anecdotes and good context in
which to understand and improve your score.”
—Newsweek
“Surveys of 500,000 people on the role of emotions in daily life
have enabled the authors to hone EQ assessment to a 28-ques-
tion online survey that can be completed in seven minutes.”
—The Washington Post
“Read worthy strategies for improving emotional intelligence
skills make this our how- to book of the week. It’s nice to know
that average IQ doesn’t limit a person to average performance.
And who can resist an online quiz with instant feedback?”
—Newsday
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“This book gives abundant, practical fi ndings and insights with
emphasis on how to develop EQ. Research shows convincingly
that EQ is more important than IQ in almost every role and
many times more important in leadership roles.”
—Stephen R. Covey, author of the perennial bestseller,
The 7 Habits of Highly Effective People
“Emotional intelligence is an extremely important skill to have
for personal and professional success. This book is excellent and
the learning included in the free online test is cutting- edge. I
strongly recommend it.”
—Ken Blanchard, bestselling business book author of
all time; coauthor The One Minute Manager®
“My clients tend to be very successful and incredibly busy. This
book delivers valuable insights without wasting time! My coaches
and I have done powerful work aided by this book and the emo-
tional intelligence test that comes with it. A fantastic combina-
tion for learning the skills that are critical to high job
performance.”
—Marshall Goldsmith, bestselling author of
What Got You Here Won’t Get You There, and
premier executive educator as ranked by
The Wall Street Journal, Forbes, The Harvard Business Review,
and Fast Company
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“At last a book that gives how to’s rather than just what to’s. We
need no more convincing that emotional intelligence is at the
core of life success. What we need are practical ways of improv-
ing it. Bradberry and Greaves’ brilliant new book is a godsend.
It will change your life.”
—Joseph Grenny, New York Times bestselling coauthor of,
Crucial Conversations
“This book is fi lled with wisdom, inspiration, and practical ad-
vice, rooted in groundbreaking research. The authors’ positive
strategies are immensely powerful and will change the way you
look at your life, your work, and the world.”
—Captain D. Michael Abrashoff,
author of the bestseller It’s Your Ship
“If you’re wondering why your career is stalled or plateaued—or
if you simply want to get on the fast track to the next level—this
book is a must- read. Emotional intelligence is the sine qua non
of success at work and this book gives you a quick- start to devel-
oping critical skills and behaviors to complement your technical
expertise.”
—Lois P. Frankel, Ph.D., New York Times bestselling author,
Nice Girls Don’t Get the Corner Office
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“This book is a wake- up call for anyone who wants to dramati-
cally improve their work life and strengthen their relationships.
Drs. Bradberry and Greaves offer powerful research, practical
strategies, and fascinating stories that will transform the way we
think about ourselves and how we interact with those we care
about the most.”
—Jim Loehr, New York Times bestselling author,
The Power of Full Engagement
“I distributed the book to my entire team. We found it very
helpful in our dealings with each other and our internal custom-
ers. With all the new buzzwords over the past few years, the heart
and soul of a company’s culture is how they support and promote
emotional intelligence. Those with foresight see that emotional
intelligence will separate the good companies from the great
ones. This book is a wonderful tool for a grass-roots approach.
If your desire is to be a truly resonant leader that people will trust
and follow, this is an opportunity that cannot only change your
professional career, but also your personal relationships.”
—Regina Sacha, vice president, human resources,
FedEx Custom Critical
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“In the fast lane of business life today, people spend more time
on computer keyboards, BlackBerries and conference calls than
they do in face- to- face communication. We’re expected to piece
together broken conversations, cryptic voicemails, and abbrevi-
ated text messages to fi gure out how to proceed. In this increas-
ingly complex web, emotional intelligence is more important
than ever before. This book is fi lled with invaluable insights and
information that no one can afford to ignore.”
—Rajeev Peshawaria, executive director,
Goldman Sachs International
“Drs. Bradberry and Greaves have created a gem that is powerful
and easy to read. This book provides a captivating look at the
things that matter most in life. Succeeding in Hollywood is as
tough as any business, and emotional intelligence skills are es-
sential. I highly recommend this book.”
—Matt Olmstead, executive producer, Prison Break and NYPD Blue
“This is a wonderful, practical, helpful book full of tools and
techniques you can use to get along better with all the people in
your life.”
—Brian Tracy, bestselling author, Eat That Frog
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“Drs. Bradberry and Greaves have succeeded in creating a practi-
cal summary of emotional intelligence. Without being simplistic,
this book is accessible to managers and employees who need a
quick yet sophisticated understanding of the topic. This book
and TalentSmart® e- learning are important components of
Nokia’s management and employee development programs.”
—Jennifer Tsoulos, M.S., human resources, Nokia Mobile Phon
es
“Whip out your pen and get ready to take copious notes. This
wonderful gem of a book is chock- a- block full of invaluable in-
sights and incredibly useful suggestions—backed by strong sci-
entifi c evidence. Word for word this is the most precious book
I’ve read in a long time. I will give it to all my friends and clients
as the one ‘must read’ for the season.”
—Jim Belasco, New York Times bestselling coauthor,
Flight of the Buffalo
“This book is a great resource for those of us charged with pro-
viding emergency services to the public. Through the simple and
effective steps outlined in the book, I was able to learn and sub-
sequently put into practice the emotional intelligence skills nec-
essary to better relate to my customers during crisis situations.
This book is a tool most supervisors should fi nd useful in facili-
tating teamwork and promoting esprit de corps.”
—Dominick Arena, fire captain, City of Escondido,
California, Fire Department
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“Emotional intelligence is a critical determinant of a physician’s
ultimate success or failure. Drs. Bradberry and Greaves have hit
the bull’ s- eye with this timely research- based resource. I teach
emotional intelligence in our faculty development leadership
program, and I also mentor medical students. I can envision how
this book can be woven into the medical school curriculum.”
—Dixie Fisher, Ph.D., assistant professor of clinical,
Keck School of Medicine, USC
“Success in my business is quantifi able and backing highly effec-
tive CEOs in our portfolio companies has been the key. There is
no doubt in my mind that this book hits the nail on the head.
Emotional intelligence in an individual determines the outcome
more than any other factor, and is the one least understood. This
book is a ‘must read’ for managers to gain insight and create a
plan to improve their effectiveness as well as the success of the
organization.”
—Rick Hoskins, managing director, Genstar Capital, LLC
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71060_FM.indd ix71060_FM.indd ix 4/6/09 10:18:35 AM4/6/09 10:18:35 AM
11526 Sorrento Valley Road
San Diego, CA 9212
1
For information regarding special discounts for bulk purchases,
contact TalentSmart® at:
888-818-SMART (toll free, US & Canada callers) or 858-509-058
2
Visit us on the web at www.TalentSmart.com
Copyright © 2009 by TalentSmart®
Copyright © 2009 by Travis Bradberry, Ph.D., and Jean Greaves, Ph.D.
All rights reserved, including the right of reproduction in whole or in part in
any form.
ISBN: 978-0-9743206-2-
5
First Printing: 2009
TalentSmart®, Emotional Intelligence Appraisal®, Emotional Intelligence 2.0,
Emotional Intelligence Quick Book, Goal Tracking System, and the fl ying
man logo are trademarks of TalentSmart®, Inc., San Diego, CA.
The Emotional Intelligence Appraisal® items, feedback report, and e- learning
are protected by copyright of TalentSmart®, Inc., 2001-2009. All rights
reserved.
Printed and assembled in the United States of America. Illustrations by
CruxCreative.com
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To the loyal TalentSmart® certifi ed trainers and
all who’ve attended their sessions.
Your passion is the breath of life for this book.
CONTRIBUTORS
The following individuals made
signifi cant contributions to this book.
Sue DeLazaro, M.S.
Melissa Monday, Ph.D.
Jean Riley, Ph.D. ABD
Lac D. Su, Ph.D. ABD
Nick Tasler, M.S.
Eric Thomas, MBA, M.S.
Lindsey Zan, M.S.
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–xiii–
CONTENTS
Foreword by Patrick Lencioni xv
1. The Journey 1
2. The Big Picture 1
3
3. What Emotional Intelligence Looks Like:
Understanding the Four Skills 23
4. Digging In: An Action Plan to Increase
Your EQ 51
5. Self- Awareness Strategies 61
6. Self- Management Strategies 9
7
7. Social Awareness Strategies 135
8. Relationship Management Strategies 177
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–xiv–
Epilogue—Just the Facts: A Look at the Latest
Discoveries in Emotional Intelligence 225
Discussion Questions for Reading Groups 247
Notes 251
Learn More 257
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–xv–
FOREWORD
Not education. Not experience. Not knowledge or intel-lectual horsepower. None of these serve as an adequate
predictor as to why one person succeeds and another
doesn’t. There is something else going on that society doesn’t
seem to account for.
We see examples of this every day in our workplaces,
our homes, our churches, our schools and our neighbor-
hoods. We observe supposedly brilliant and well- educated
people struggle, while others with fewer obvious skills or
attributes fl ourish. And we ask ourselves why?
The answer almost always has to do with this concept
called emotional intelligence. And while it is harder to
identify and measure than IQ or experience, and certainly
diffi cult to capture on a resume, it’s power cannot be
denied.
And by now, it’s not exactly a secret. People have been
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–xvi–
talking about emotional intelligence for a while, but some-
how they haven’t been able to harness its power. After all,
as a society we continue to focus most of our self- improvement
energy in the pursuit of knowledge, experience, intelli-
gence and education. This would be fi ne if we could hon-
estly say we had a full understanding of our emotions, not
to mention the emotions of others, and an understanding
of how our emotions infl uence our lives so fundamentally
every day.
I think the reason for this gap between the popularity
of emotional intelligence as a concept and its application in
society is twofold. First, people just don’t understand it.
They often mistake emotional intelligence for a form of
charisma or gregariousness. Second, they don’t see it as
something that can be improved. Either you have it or you
don’t.
And that’s why this is such a helpful book. By under-
standing what emotional intelligence really is and how we
can manage it in our lives, we can begin to leverage all of
that intelligence, education and experience we’ve been stor-
ing up for all these years.
So, whether you’ve been wondering about emotional
intelligence for years or know nothing about it, this book
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–xvii–
can drastically change the way you think about success. You
might want to read it twice.
Patrick Lencioni
author of The Five Dysfunctions of a Team;
president of the Table Group
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–1–
1
THE JOURNEY
The warm California sun greeted Butch Connor as he stepped out of his truck and onto the sands of Salmon
Creek Beach. It was the fi rst day of a long holiday weekend,
and a perfect morning to grab his board and head out for
a surf. Most of the other local surfers had the same idea that
morning, and after 30 minutes or so, Butch decided to
leave the crowd behind. He penetrated the water’s surface
with long, deep strokes that propelled him away from the
pack and over to a stretch of beach where he could catch a
few waves away from the crowd.
Once Butch had paddled a good 40 yards away from
the other surfers, he sat up on his board and bobbed up and
down in the rolling swells while he waited for a wave that
caught his fancy. A beautiful teal wave began to crest as it
approached the shoreline, and as Butch lay down on his
board to catch the wave, a loud splash behind him stole his
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–2–
attention. Butch glanced over his right shoulder and froze
in horror at the sight of a 14-inch, gray dorsal fi n cutting
through the water toward him. Butch’s muscles locked up,
and he lay there in a panic, gasping for air. He became
hyper- focused on his surroundings; he could hear his heart
pounding as he watched the sun glistening on the fi n’s
moist
surface.
The approaching wave stood tall to reveal Butch’s worst
nightmare in the shimmering, translucent surface—a mas-
sive great white shark that stretched 14 feet from nose to
tail. Paralyzed by the fear coursing through his veins, Butch
let the wave roll past, and with
it a speedy ride to the safety of
the shoreline. It was just the
shark and him now; it swam in
a semi- circle and approached
him head-on. The shark drifted
in slowly along his left side, and
he was too transfi xed by the
proximity of the massive fi sh to
notice his left leg dangling perilously off his surfboard in
the frigid saltwater. It’s as big around as my Volkswagen,
Butch thought as the dorsal fi n approached. He felt the
The approaching wave
stood tall to reveal
Butch’s worst
nightmare in the
shimmering,
translucent surface—a
massive great white
shark that stretched 14
feet from nose to tail.
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–3–
sudden urge to reach out and touch the shark. It’s going to
kill me anyway. Why shouldn’t I touch it?
The shark didn’t give him a chance. The shark, with a
massive chomp of its jaws, thrust its head upward from
underneath Butch’s leg. Butch’s leg stayed on top of the
shark’s rising, boulder- sized head and out of its cavernous
mouth, and he fell off the opposite side of his surfboard
into the murky water. Butch splashing into the water sent
the shark into a spastic frenzy. The shark waved its head
about maniacally while snapping its jaws open and shut.
The great white struck nothing; it blasted water in all direc-
tions as it thrashed about. The irony of fl oating alongside
a 3,000-pound killing machine without so much as a
scratch was not lost on Butch. Neither was the grave reality
that this apex predator was unlikely to miss again. Thoughts
of escape and survival fl ooded Butch’s mind as quickly and
completely as terror had in the moments prior.
The shark stopped snapping and swam around Butch
in tight circles. Instead of climbing back on his surfboard,
Butch fl oated on his belly with his arms draped over the
board. He rotated the surfboard as the shark circled, using
the surfboard as a makeshift barrier between himself and
the man- eater. Butch’s fear morphed into anger as he waited
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–4–
for the beast to strike. The shark came at him again, and
Butch decided it was time to put up a fi ght. He aimed the
sharp, pointed nose of his surfboard at the shark as it ap-
proached. When it raised its head out of the water to bite,
Butch jammed the nose of the board into the shark’s slotted
gills. This blow sent the shark into another bout of nervous
thrashing. Butch climbed atop his board and yelled,
“Shark!” at the pack of surfers down the beach. Butch’s
warning and the sight of the turbulent cauldron of white-
water around him sent the surfers racing for dry land.
Butch also paddled toward safety, but the shark stopped
him dead in his tracks after just a few strokes. It surfaced in
his path to the shoreline, and then began circling him once
more. Butch came to the dire conclusion that his evasive
tactics were merely delaying the inevitable, and a paralyzing
fear took hold of him yet again. Butch lay there trembling
on his surfboard while the shark circled. He mustered the
will to keep the tip of his board pointed in the shark’s direc-
tion, but he was too terror- stricken to get back in the water
and use his board as a barrier.
Butch’s thoughts raced between terror and sadness. He
wondered what his three children were going to do without
him and how long his girlfriend would take to move on
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–5–
with her life. He wanted to live. He wanted to escape this
monster, and he needed to calm down if that was ever going
to happen. Butch convinced himself that the shark could
sense his fear like a rabid dog; he decided that he must get
hold of himself because it was his fear that was motivating
the shark to strike. To Butch’s surprise, his body listened.
The trembling subsided, and the blood returned to his arms
and legs. He felt strong. He was ready to paddle. And pad-
dle Butch did—straight for the shoreline. A healthy rip
current ensured that his journey to shore was a nerve- rattling
fi ve minutes of paddling like mad with the sense that the
shark was somewhere behind him and could strike at any
moment. When Butch made it to the beach, an awestruck
group of surfers and other beachgoers were waiting for him.
The surfers thanked him profusely for the warning and
patted him on the back. For Butch Connor, standing on
dry land had never felt so good.
WHEN REASON AND FEELING COLLIDE
Butch and the great white weren’t fi ghting the only battle
in the water that morning. Deep inside Butch’s brain, his
reason struggled for control of his behavior against an on-
slaught of intense emotions. The bulk of the time,
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–6–
his feelings won out, which was mostly to his detriment
(paralyzing fear) but at times a benefi t (the anger- fueled jab
of his surfboard). With great effort, Butch was able to calm
himself down, and—realizing the shark wasn’t going away—
make the risky paddle for shore that saved his life. Though
most of us will never have to tussle with a great white shark,
our brains battle it out like Butch’s every single day.
The daily challenge of dealing effectively with emotions
is critical to the human condition because our brains are
hard- wired to give emotions the upper hand. Here’s how it
works: everything you see, smell, hear, taste and touch trav-
els through your body in the form of electric signals. These
signals pass from cell to cell until they reach their ultimate
destination, your brain. They enter your brain at the base
near the spinal cord, but must travel to your frontal lobe
(behind your forehead) before reaching the place where ra-
tional, logical thinking takes place. The trouble is, they pass
through your limbic system along the way—the place where
emotions are produced. This journey ensures you experience
things emotionally before your reason can kick into gear.
The rational area of your brain (the front of your brain)
can’t stop the emotion “felt” by your limbic system, but the
two areas do infl uence each other and maintain constant
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–7–
communication. The communication between your emo-
tional and rational “brains” is the physical source of emo-
tional intelligence.
When emotional intelligence was fi rst discovered, it
served as the missing link in a peculiar fi nding: people with
the highest levels of intelligence (IQ) outperform those
with average IQs just 20 percent of the time, while people
with average IQs outperform those with high IQs 70
The physical pathway for emotional intelligence starts in the brain, at the
spinal cord. Your primary senses enter here and must travel to the front of
your brain before you can think rationally about your experience. But fi rst
they travel through the limbic system, the place where emotions are expe-
rienced. Emotional intelligence requires effective communication between
the rational and emotional centers of the brain.
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–8–
percent of the time. This anomaly threw a massive wrench
into what many people had always assumed was the source
of success—IQ. Scientists realized there must be another
variable that explained success above and beyond one’s IQ,
and years of research and countless studies pointed to emo-
tional intelligence (EQ) as the critical factor.
A Time magazine cover and hours of television coverage
introduced millions to EQ, and once people were exposed
to it, they wanted to know more. They wanted to know
how EQ worked and who had it. Most importantly, people
wanted to know if they had it. Books emerged to scratch
this itch, including our own,
The Emotional Intelligence
Quick Book. Released in 2004,
the Quick Book was unique
(and still is) because each copy
contained a passcode that let
the reader go online and take
the world’s most popular EQ
test, the Emotional Intelligence
Appraisal ®. The book satisfi ed readers’ curiosity by teaching
the ins and outs of EQ and (thanks to the test) providing a
new self- perspective that wasn’t available anywhere else.
people with the highest
levels of intelligence
(IQ) outperform those
with average IQs just
20% of the time, while
people with average
IQs outperform those
with high IQs 70% of
the
time.
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–9–
The Emotional Intelligence Quick Book hit home—it
was an instant best seller that has been translated into 23
languages and is now available in more than 150 countries.
But times have changed. The emotional intelligence fi eld is
on the steep incline of a new wave of understanding—how
people can improve their EQ and make lasting gains that
have a profoundly positive impact upon their lives. Just as
knowing your EQ score was reserved for the privileged few
before the publication of The Emotional Intelligence Quick
Book, learning how to increase your EQ is something that
happens only in isolated circles. Our company trains hun-
dreds of people each week to increase their EQ, but even at
this pace it would take 3,840 years to hit every adult in the
U.S.! We realize that we’ve unwittingly been holding im-
portant information back. We believe everyone should have
the opportunity to increase his or her EQ, and have created
this book to make it possible.
YOUR JOURNEY
Emotional Intelligence 2.0 has one purpose—increasing
your EQ. These pages will take you far beyond knowing
what EQ is and how you score. You’ll discover time- tested
strategies that you can begin using today to take your EQ
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–10–
to new heights. As you transform yourself and bring new
skills into your life, you’ll reap all of the benefi ts that this
incredible human ability has to offer.
The 66 strategies in this book are the result of many
years of careful testing with people just like you. These
strategies provide the specifi cs of what you need to say, do,
and think to increase your EQ. To glean everything they
have to offer, you need to know where to focus your atten-
tion. The fi rst major step in your journey to a higher EQ is
to go online and take the new edition of the Emotional
Intelligence Appraisal ® test. Taking the test now provides a
baseline against which you can gauge your improvement as
you read on and learn. Measuring your EQ takes your
learning beyond a conceptual or motivational exercise—
your score profi le uncovers the EQ skills you need to im-
prove the most, and it pinpoints the individual strategies
from this book that will get you there. This feature is new
to 2.0, and it takes the guesswork out of choosing the strat-
egies that will increase your EQ the most.
The value of measuring your EQ now is akin to learn-
ing the waltz with an actual partner. If I tell you how the
dance works, you are likely to learn something and may
even get the urge to try it yourself. If, as I show you how to
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–11–
do a waltz, you practice each step with a partner, your
chances of remembering them later on the dance fl oor go
up exponentially. The EQ profi le you receive from taking
the Emotional Intelligence Appraisal ® is your dance partner
in developing these skills. It will remind you where to step
with every beat of the music.
Your online report includes a goal- tracking system that
summarizes the skills you are working on and provides au-
tomatic reminders to help you stay focused. E- learning ac-
tivities bring EQ to life via clips from Hollywood movies,
television and real- world events. You will also learn how
your scores compare to other people’s. You will see what
percentage of the population you scored higher than and
how your scores compare to those of specifi c groups with
which you share certain characteristics. You can “ask” your
report to contrast your scores with others based on gender,
age, region of the world, job type and job title. For example,
you might discover how you compare to other women in
their forties who hold a marketing manager title at a com-
pany in North America.
In addition to receiving the most accurate scores pos-
sible, taking the Emotional Intelligence Appraisal ® now lets
you see how much your EQ scores increase with time. You
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can take the test twice—once now and again after you’ve
had enough time to practice and adopt the strategies from
this book. After you complete the test a second time, your
updated feedback report will display your scores side by
side and offer insights into how you’ve changed and what
your next steps should be to keep your EQ working for
you. The orange insert at the back of this book contains
instructions for going online to access the Emotional Intel-
ligence Appraisal ®, as well as the unique passcode that you’ll
need to access the test.
Emotions can help you and they can hurt you, but you
have no say in the matter until you understand them. We
invite you to begin your journey now, because we know
that emotional mastery and understanding can become re-
alities for
you.
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2
THE BIG PICTURE
Before you take a closer look at each of the four EQ skills in the next chapter, there are some important
things you need to know about EQ as a whole. Over the
last decade we’ve tested more than 500,000 people to ex-
plore the role emotions play in daily living. We’ve learned
how people see themselves versus what others see, and we’ve
observed how various choices affect personal and profes-
sional success.
Despite the growing focus on EQ, a global defi cit in
understanding and managing emotions remains. Only 36
percent of the people we tested are able to accurately iden-
tify their emotions as they happen. This means that two
thirds of us are typically controlled by our emotions and are
not yet skilled at spotting them and using them to our
benefi t. Emotional awareness and understanding are not
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taught in school. We enter the workforce knowing how to
read, write, and report on bodies of knowledge, but too
often, we lack the skills to manage our emotions in the heat
of the challenging problems that we face. Good decisions
require far more than factual knowledge. They are made
using self- knowledge and emotional mastery when they’re
needed most.
Considering the range of emotions people express, it’s
no wonder they can get the better of us. We have so many
words to describe the feelings that surface in life, yet all
emotions are derivations of fi ve core feelings: happiness,
sadness, anger, fear, and shame. As you move through your
daily routine—whether you’re working, spending time with
family or friends, eating, exercising,
relaxing, or even sleeping—you are
subject to a constant stream of emo-
tions. It is so easy to forget that we
have emotional reactions to almost ev-
erything that happens in our lives,
whether we notice them or not. The
complexity of these emotions is revealed in their varying
forms of intensity.
Only 36 percent
of the people we
tested are able
to accurately
identify their
emotions as
they happen.
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Triggers and Emotional Hijackings
While Butch Connor was being attacked by a great white
shark, he experienced several emotional hijackings—mo-
ments when his emotions controlled his behavior and he
reacted without thinking. Typically, the more intense your
emotions are, the greater the likelihood that they will dic-
tate your actions. Matters of life or death—such as being
attacked by a massive beast—are certain to induce a tem-
porary emotional hijacking.
In Butch’s case, emotional hijackings left him paralyzed
by fear, but even in the presence of a man- eater, Butch was
able to use his thoughts to take back control from his emo-
tions. Butch reasoned with himself until the paralysis sub-
sided and he was calm enough to complete the paddle to
shore. Butch’s thoughts didn’t make his feelings of fear and
terror disappear, but they did keep his emotions from hi-
jacking his behavior.
Since our brains are wired to make us emotional crea-
tures, your fi rst reaction to an event is always going to be
an emotional one. You have no control over this part of the
process. You do control the thoughts that follow an emo-
tion, and you have a great deal of say in how you react to
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an emotion—as long as you are aware of it. Some experi-
ences produce emotions that you are easily aware of; other
times, emotions may seem nonexistent. When something
generates a prolonged emotional reaction in you, it’s called
a “trigger event.” Your reaction to your triggers is shaped by
your personal history, which includes your experience with
similar situations. As your EQ skills grow, you’ll learn to
spot your triggers and practice productive ways of respond-
ing that will become habitual.
Sizing Up the Whole Person
Emotional intelligence is your ability to recognize and un-
derstand emotions in yourself and others, and your ability
to use this awareness to manage your behavior and relation-
ships. Emotional intelligence is the “something” in each of
us that is a bit intangible. It affects how we manage behav-
ior, navigate social complexities, and make personal deci-
sions that achieve positive results.
Emotional intelligence taps into a fundamental element
of human behavior that is distinct from your intellect.
There is no known connection between IQ and EQ; you
simply can’t predict EQ based on how smart someone is.
Cognitive intelligence, or IQ, is not fl exible. Your IQ, short
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of a traumatic event such as a brain injury, is fi xed from
birth. You don’t get smarter by learning new facts or infor-
mation. Intelligence is your ability to learn, and it’s the
same at age 15 as it is at age 50. EQ, on the other hand, is
a fl exible skill that can be learned. While it is true that some
people are naturally more emotionally intelligent than oth-
ers, a high EQ can be developed even if you aren’t born
with it.
Personality is the fi nal piece in the puzzle. It’s the stable
“style” that defi nes each of us. Your personality is a result of
your preferences, such as your inclination to introversion
or extroversion. However, like IQ, personality can’t be used
to predict emotional intelligence. Also like IQ, personality
is stable over a lifetime. Personality traits appear early in
life, and they don’t go away. People often assume that cer-
tain traits (for example, extroversion) are associated with a
higher EQ, but those who prefer to be with other people
are no more emotionally intelligent than people who prefer
to be alone. You can use your personality to assist in devel-
oping your EQ, but the latter isn’t dependent on the for-
mer. EQ is a fl exible skill, while personality does not change.
IQ, EQ, and personality assessed together are the best way
to get a picture of the whole person. When you measure all
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three in a single individual, they don’t overlap much. In-
stead, each covers unique ground that helps to explain what
makes a person tick.
The Impact of EQ
How much of an impact does EQ have on your profes-
sional success? The short answer is: a lot! It’s a powerful way
IQ, personality, and EQ are distinct qualities we all possess. Together, they
determine how we think and act. It is impossible to predict one based upon
another. People may be intelligent but not emotionally intelligent, and people
of all types of personalities can be high in EQ and/or IQ. Of the three, EQ is
the only quality that is fl exible and able to
change.
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to focus your energy in one direction with a tremendous re-
sult. We’ve tested EQ alongside 33 other important work-
place behaviors and found that it subsumes the majority of
them, including time management,
decision- making, and communica-
tion. 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
EQ is so critical
to success that it
accounts for 58
percent of
performance in
all types of jobs.
EQ is the foundation for a host of critical skills. A little effort spent on increas-
ing your EQ tends to have a wide- ranging, positive impact on your life.
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accounts for 58 percent of performance in all types of jobs.
It’s the single biggest predictor of performance in the work-
place and the strongest driver of leadership and personal
excellence.
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 co workers. 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.
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 fl ip 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. Nat-
urally, 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
The link between EQ
and earnings is so
direct that every point
increase in EQ adds
$1,300 to an annual
salary.
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in EQ adds $1,300 to an annual salary. These fi ndings hold
true for people in all industries, at all levels, in every region
of the world. We haven’t yet been able to fi nd a job in which
performance and pay aren’t tied closely to EQ.
In order to be successful and fulfi lled nowadays, you
must learn to maximize your EQ skills, for those who em-
ploy a unique blend of reason and feeling achieve the great-
est results. The remainder of this book will show you how
to make this happen.
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3
WHAT EMOTIONAL
INTELLIGENCE LOOKS LIKE:
UNDERSTANDING
THE FOUR SKILLS
To truly improve your ability in the four emotional intel-ligence skills, you need to better understand each skill
and what it looks like in action. The four emotional intel-
ligence skills pair up under two
primary competencies: personal
competence and social compe-
tence. Personal competence is
made up of your self- awareness
and self- management skills,
which focus more on you indi-
vidually than on your interac-
tions 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
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.
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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 qual-
ity of your re
lationships.
Self- Awareness
Self- awareness is your ability to accurately perceive your
own emotions in the moment and understand your tenden-
cies across situations. Self- awareness includes staying on top
of your typical reactions to specifi c events, challenges, and
people. A keen understanding of your tendencies is impor-
tant; it helps you quickly make sense of your emotions. A
The four skills that together make up emotional intelligence. The top two
skills, self- awareness and self- management, are more about you. The bot-
tom two skills, social awareness and relationship management, are more
about how you are with other
people.
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high degree of self- awareness requires a willingness to toler-
ate 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 fi gure
out where they come from and why they are there. Emo-
tions always serve a purpose. Because they are reactions to
your life experience, emotions always come from some-
where. Many times emotions seem to arise out of thin air,
and it’s important to understand why something gets a re-
action out of you. People who do this can cut to the core
of a feeling quickly. Situations that create strong emotions
will always require more thought, and these prolonged pe-
riods of self- refl ection often keep you from doing some-
thing that you’ll regret.
Self- awareness is not about discovering deep, dark se-
crets or unconscious motivations, but, rather, it comes from
developing a straightforward and honest understanding of
what makes you tick. People high in self- awareness are re-
markably clear in their understanding of what they do well,
what motivates and satisfi es them, and which people and
situations push their buttons.
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The surprising thing about self- awareness is that just
thinking about it helps you improve the skill, even though
much of your focus initially tends to be on what you do
“wrong.” Having self- awareness means you aren’t afraid of
your emotional “mistakes.” They tell you what you should
be doing differently and provide the steady stream of infor-
mation you need to understand as your
life unfolds.
Self- awareness is a foundational skill; when you have it,
self- awareness makes the other emotional intelligence skills
much easier to use. As self- awareness increases, people’s sat-
isfaction with life—defi ned as their ability to reach their
goals at work and at home—skyrockets. Self- awareness is
so important for job performance that 83 percent of people
high in self- awareness are top performers, and just 2 per-
cent of bottom performers are high in self- awareness. Why
is this so? When you are self- aware you are far more likely
to pursue the right opportunities, put your strengths to
work and—perhaps most importantly—keep your emo-
tions from holding you back.
The need for self- awareness has never been greater.
Guided by the mistaken notion that psychology deals ex-
clusively with pathology, we assume that the only time to
learn about ourselves is in the face of crisis. We tend to
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embrace those things with which we’re comfortable, and
put the blinders on the moment something makes us un-
comfortable. But it’s really the whole picture that serves us.
The more we understand the beauty and the blemishes, the
better we are able to achieve our full potential.
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What Self- Awareness Looks Like
Dave T., regional service manager
Self- awareness score = 95*
What people who work with him say:
“Dave has clear long- term goals, and he doesn’t make sacrifi ces
for short- term gains. Dave is an ‘ up- front’ kind of guy who
doesn’t play ‘mind games’ with people. I have witnessed this at
company meetings and in meetings with customers.”
“The best example I can provide for Dave is his move to our
company. I’m sure there was an intense desire to make changes
within the local team right out of the gate, but Dave took extra
care to diagnose the situation, the team, and the customer prior
to offering suggestions or mandates for change.”
“In short, Dave manages his emotions; they don’t manage him.
I’ve seen him accept diffi cult business news with a brief frown,
and then he quickly moves beyond that and partners with his
team to fi nd solutions to improve the situation.”
*Scores are on the 1- to 100-point scale from the Emotional Intelligence Appraisal®. Scores
and coworker comments are from actual people, though names and other identifying
information have been altered.
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Maria M., human resources manager
Self- awareness score = 90
What people who work with her say:
“In every situation that I have been involved with, good or bad,
Maria has always remained calm, cool, and collected—even at
times when I know she must have felt frustrated or angry. Maria
is really honest about what she is feeling without getting bent out
of shape about it. When faced with a diffi cult situation, she
knows how to be fi rm and still kind at the same time.”
“She is open and authentic at all times, and it is so meaningful
to everyone that she interacts with. I would suggest that Maria
not change: however, she can get a bit tougher sooner in some
cases. She is aware of this and watches to ensure that she does
not let kindness get in the way.”
“During challenging situations with employees, Maria is very
aware of her tone and makes an effort to keep the conversation
appropriate. People here trust her.”
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What a Lack of Self- Awareness
Looks Like
Tina J., marketing manager
Self- awareness score = 69
What people who work with her say:
“On occasion, Tina’s stress and sense of urgency are projected/
pushed on to other people. It would be good for her to better
understand how her behavior affects others’ work and emotional
stress. Also, she sometimes comes across as defensive or aggres-
sive, so for her to be more aware of her tone and language would
be helpful.”
“When things are going well for Tina, her emotional intelligence
skills are stronger. She needs to learn to read herself and recog-
nize her triggers so that she can respond more effectively when
triggered.”
“She needs to become aware of how she is perceived. She can
come across as being very demanding, but I don’t believe she
means to.”
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Giles B., operations direct
or
Self- awareness score = 67
What people who work with him say:
“Giles is very much in his ‘own little world.’ He obviously does
care about his coworkers, but he doesn’t seem to know where to
draw a line. His personality can be overwhelming, but he doesn’t
notice when the other person is feeling annoyed, frustrated, or
overwhelmed by him.”
“When working with customers, he is very good at talking about
the products and services we offer. On group projects, sometimes
he gets so focused on the outcome, the process is missed. If he
were to take a moment and let all the emotions settle, then take
a look at the options to reach the desired outcome, things would
go more smoothly.”
“Giles is passionate about what he does. Sometimes that passion
gets in the way. He might not notice that I am busy with some-
thing else before he jumps in and starts talking to me. When he
is excited, he talks over you, and it is hard to get a word in edge-
wise. He doesn’t mean to; he just is excited about what he
does.”
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Self- Management
Self- management is what happens when you act—or do
not act. It is dependent on your self- awareness and is the
second major part of personal competence. Self- management
is your ability to use your awareness of your emotions to
stay fl exible and direct your behavior positively. This means
managing your emotional reactions to situations and peo-
ple. Some emotions create a paralyzing fear that makes your
thinking so cloudy that the best course of action is nowhere
to be found—assuming that there is something you should
be doing. In these cases, self- management is revealed by
your ability to tolerate the uncertainty as you explore your
emotions and options. Once you understand and build
comfort with what you are feeling, the best course of action
will show itself.
Self- management is more than resisting explosive or
problematic behavior. The biggest challenge that people
face is managing their tendencies over time and applying
their skills in a variety of situations. Obvious and momen-
tary opportunities for self- control (i.e., “I’m so mad at that
darn dog!”) are the easiest to spot and manage. Real results
come from putting your momentary needs on hold to
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pursue larger, more important
goals. The realization of such
goals is often delayed, meaning
that your commitment to
self- management will be tested
over and over again. Those who
manage themselves the best are able to see things through
without cracking. Success comes to those who can put their
needs on hold and continually manage their tendencies.
Real results come from
putting your
momentary needs on
hold to pursue larger,
more important goals.
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What Self- Management Looks Like
Lane L., healthcare administrator
Self- management score = 93
What people who work with her say:
“Lane is the epitome of patience and understanding during
heated, emotionally- charged meetings. Others around her be-
come fully embroiled in the discussions, and Lane actively listens
and responds with knowledge and wisdom.”
“I have seen fi rst- hand how well she deals with diffi cult situations
(i.e., termination of an employee). Lane is sensitive, yet direct
and to the point. She listens patiently and sets a high standard
of conduct.”
“Lane is great one- on- one. She communicates well and thinks
on her feet. Her reaction to crisis is excellent. Her ability to
separate emotion from logic makes her a good tactical manager.
I wish there were many more of her.”
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Yeshe M., computer programmer
Self- management score = 91
What people who work with him say:
“Yeshe handles stressful and confrontational situations very well.
No matter how harshly project managers (PMs) hammer Yeshe,
he never loses his cool! This gives him a lot of credibility with
the PMs. He’s also able to work with other people whose work-
ing style he isn’t a fan of. I know going back and forth with them
can be frustrating sometimes, but Yeshe never loses his pa-
tience.”
“I’ve seen Yeshe in an extremely frustrating situation where he
couldn’t get something done because other people didn’t do their
jobs. He dealt with it politely and professionally. He was able to
explain the procedure again in order to achieve the best possible
solution, even though he was upset.”
“I have never heard Yeshe speak negatively about someone who
has a different opinion or idea. A lot of talking behind people’s
backs happens around here, and he doesn’t give into the tempta-
tion, even when he feels strongly about an issue.”
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What a Lack of Self- Management
Looks Like
Jason L., information technology consultant
Self- management score = 59
What people who work with him say:
“In stressful situations, or when something goes wrong, Jason
sometimes responds too quickly, sharply, or disjointedly. I wish
Jason would take some time to cool off and slow down before
responding. He’s so emotional. I have seen his coworkers respond
in disbelief to the manner in which he communicated with them.
Jason means well but can panic when he is stressed. His reactions
trickle onto his teammates.”
“Jason should be more aware of his verbal outbursts, and how
they affect both clients and coworkers. He is not mean- spirited;
he cares a great deal about others but these verbal miscues are just
that—outbursts that need to be thought out before expressed.
These happen more when he is stressed . . . as the old commercial
says, he shouldn’t let them see him sweat so much.”
“Jason lets his emotions rule his behavior. Sometimes he acts or
speaks hurriedly. I wish he would be a bit more patient and give
the situation an opportunity to work itself out before reacting.
Many times these situations resolve themselves or aren’t quite as
urgent as he perceives, but before you know it, he’s heightened
the intensity with a fl urry of messages.”
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Mei S., regional sales director
Self- management score = 61
What people who work with her say:
“Mei needs to not be so honest. Her staff don’t need to know
about all of the bull that goes down at corporate. If certain things
upset her, she needs to learn to keep them to herself. When she
is unhappy, it sets the tone for our team. Mei tends to radiate
stress in certain situations, and as a leader, it impacts her team
negatively by creating stress and negativity rather than diffusing
them.”
“Mei has a hard time congratulating staff for their accomplish-
ments, and it comes across as jealousy. It feels like I am in com-
petition with her rather than feeling like she wants me to succeed.
I think Mei is a great sales professional, and she treats clients
well. I wish she would give her employees the same treatment.”
“Mei needs to be proactive instead of reactive. In times of crisis,
she shouldn’t reveal to everyone how stressed she is. She’s so fo-
cused and driven to personally succeed that perhaps she takes on
too much herself. She has a demanding workload managing the
West Coast Team, but she needs to hold her emotions back when
people vent about their own problems in meetings.”
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Social Awareness
As the fi rst component of social competence, social aware-
ness is a foundational skill. Social awareness is your ability
to accurately pick up on emotions in other people and un-
derstand what is really going on with them. This often
means perceiving what other people are thinking and feel-
ing even if you do not feel the same way. It’s easy to get
caught up in your own emotions and forget to consider the
perspective of the other party. Social awareness ensures you
stay focused and absorb critical information.
Listening and observing are the most important ele-
ments of social awareness. To listen well and observe what’s
going on around us, we have to stop doing many things we
like to do. We have to stop talking, stop the monologue
that may be running through our minds, stop anticipating
the point the other person is about to make, and stop think-
ing ahead to what we are going to say next. It takes practice
to really watch people as you interact with them and get a
good sense of what they are thinking and feeling. At times,
you’ll feel like an anthropologist. Anthropologists make
their living watching others in their natural state without
letting their own thoughts and feelings disturb the
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observation. This is social awareness in its purest form. The
difference is you won’t be 100 yards away watching events
unfold through a pair of binoculars. To be socially aware,
you have to spot and understand people’s emotions while
you’re right there in the middle of it—a contributing, yet
astutely aware, member of the interaction.
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What Social Awareness Looks Like
Alfonso J., pharmaceutical sales manager
Social awareness score = 9
6
What people who work with him say:
“Alfonso has a rare talent to be able to read the emotions of oth-
ers very well. He adjusts to different situations and manages to
build relationships with almost anyone. Good examples are din-
ners, meetings, and ride- alongs with reps.”
“Alfonso does an excellent job relating to the frustrations reps
have with other departments within our company. He is always
looking out for his reps, and has the ability to put himself in the
reps’ shoes, and ask himself what is wrong with the situation.
People become very loyal to Alfonso.”
“Alfonso recognizes emotions very effectively when it comes to
the end- of- month numbers and end- of- year numbers with his
reps, getting the most out of his team. He was great at building
relationships with the surgeons at the dinner table because he
could read how to lead the conversation without them feeling
like they were being controlled.”
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Maya S., organizational development executive
Social awareness score = 92
What people who work with her say:
“Maya has an uncanny ability to spot and address the elephant
in the room. She does a good job acknowledging other people’s
feelings when communicating diffi cult news. She refl ects how
others are feeling, and adapts her communication style to help
reach a resolution. She gets to know people on a personal level
so she can better understand their perspectives and work well
with them.”
“Maya is great in executive team meetings where she respectfully
listens to her peers and then offers her opinion. She has a sincere
interest in understanding people and offers them valuable in-
sights based on what they’re saying or doing. She is a good
team- builder who strengthens bonds within the team.”
“Maya is the most effective ‘active listener’ I have ever seen. She
is skilled at communicating the ‘context’ for her comments with
the goal of ensuring understanding. She is respectful toward oth-
ers while being able to establish her authority. Maya motivates
and inspires people. She can uplift people and put them at
ease.”
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What a Lack of Social Awareness
Looks Like
Craig C., attorney
Social awareness score = 55
What people who work with him say:
“Craig needs to allow others to feel good about their ideas, even
when he has a better plan. He also needs to be more patient, and
allow them to have equally effective plans that are just different
from his plan. I would like him to seek to understand what people
are feeling and thinking and notice what evidence there is regard-
ing situations before speaking his opinion or offering solutions.”
“Craig needs to listen better. He needs to pay attention to what
is being said rather than thinking about what he wants to say. It
is usually apparent in his body language that he is not listening,
which puts people off. I also wish that he would be more accurate
when representing other people’s ideas.”
“Craig is not one to socialize. He is so focused on work and
sometimes comes across as not interested in what’s going on with
a person on that particular day. When he has new ideas (or ideas
from his former fi rm), he has a hard time explaining them so the
staff will accept them. Craig should learn to listen to others with
his ears and with his heart. He seems to have a ‘hardening of his
positions,’ and it makes him unwilling to accept other people’s
viewpoints or include their input in his decisions.”
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Rachel M., project manager
Social awareness score = 62
What people who work with her say:
“Rachel misses the non- technical currents in meetings. The
mood and evolution of opinions are lost on her. Rachel needs
to learn to absorb the non- technical, human side of meetings
and become a student of people and their feelings.”
“Rachel gets singularly focused on a particular issue and does not
see the forest for the trees. This can get frustrating for those of us
around her. She is typically oblivious to our reactions. She should
check with everyone around the table to calibrate where their
head is at before getting too enmeshed in the details of her project.
She would be better served by framing the topic in large chunks
rather than taking everyone through the details straight away.”
“Rachel can sometimes get so caught up in her own thoughts
during meetings and one- on- one conversations that she is not
really listening to either the explicit or implicit dialogue going
on. This makes her less effective because she is not actively par-
ticipating in the ongoing conversation and misses opportunities
to infl uence the direction. Rachel needs to work on considering
issues from the other person’s agenda or point of view so that she
can more effectively infl uence, or at least directly address, their
perspective. It will also help her to work on making her conver-
sations as concise and targeted as possible. People can lose inter-
est or get confused during long explanations, or when they are
unclear about the message.”
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Relationship Management
Though relationship management is the second compo-
nent of social competence, this skill often taps into your
abilities in the fi rst three emotional intelligence skills:
self- awareness, self- management, and social awareness. Re-
lationship management is your ability to use your aware-
ness of your own emotions and those of others to manage
interactions successfully. This ensures clear communication
and effective handling of confl ict. Relationship manage-
ment is also the bond you build with others over time.
People who manage relationships well are able to see the
benefi t of connecting with many different people, even
those they are not fond of. Solid relationships are some-
thing that should be sought and cherished. They are the
result of how you understand people, how you treat them,
and the history you share.
The weaker the connection you have with someone, the
harder it is to get your point across. If you want people to
listen, you have to practice relationship management and
seek benefi ts from every relationship, especially the chal-
lenging ones. The difference between an interaction and a
relationship is a matter of frequency. It’s a product of the
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quality, depth, and time you spend interacting with another
person.
Relationship management poses the greatest challenge
for most people during times of stress. When you consider
that more than 70 percent of the people we’ve tested have
diffi culty handling stress, it’s easy to see why building qual-
ity relationships poses a challenge. Some of the most chal-
lenging and stressful situations people face are at work.
Confl icts at work tend to fester when people passively avoid
problems, because people lack the skills needed to initiate
a direct, yet constructive conversation. Confl icts at work
tend to explode when people don’t manage their anger or
frustration, and choose to take it out on other people. Re-
lationship management gives you the skills you need to
avoid both scenarios, and make the most out of every in-
teraction you have with another person.
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What Relationship Management Looks Like
Gail C., chief fi nancial offi cer
Relationship management score = 95
What people who work with her say:
“Gail has an innate ability to read people and their emotions,
and she uses what she learns to create a safe and inviting forum
for discussion. There has never been a time that Gail’s door was
not ‘open’ when I have needed her, and she always manages to
maintain a pleasant and professional manner even when her
workload is demanding. People know that they can count on
Gail and what they say to her in confi dence will be respected and
not repeated.”
“Gail is very sensitive to others and tries to make situations
better. When someone is upset, she asks just enough questions
to get a handle on the situation, and then is able to give con-
crete advice and help to the person, making them feel 100%
better. Gail makes you feel smart and confi dent when she deliv-
ers feedback, even if you’ve made a mistake. She helps her staff
improve and grow, and she sets a good example for dealing with
people assertively and speaking up.”
“Even during tough conversations, Gail is concerned about
maintaining good, comfortable relationships with all parties in-
volved. Gail fi nds out something about the other person’s inter-
ests and inquires about it when meeting, even if it appears there
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is no common ground. Gail has a fi rm handle on her own emo-
tions and almost seems to feel what you feel when she is talking
with you, which helps you feel like she relates to you and under-
stands you.”
Allister B., physician
Relationship management score = 93
What people who work with him say:
“Allister is a wonderfully patient, empathetic listener, which is
why his patients love him. He tries very hard to be nonjudgmen-
tal and gives people the benefi t of the doubt. He is the same way
with the nurses and technicians. I’ve seen Allister in situations
where his patients’ families were asking diffi cult questions, and
he was able to remain calm and answer without alienating the
family member asking the questions. He listens carefully to what
others say and never shows if he is upset or bothered by it. He
responds kindly but with authority.”
“Allister’s interaction skills are supreme. In situations that I’ve
witnessed him less than pleased with a specifi c outcome, he has
always expressed his position with thoughtful insight about his
expectations without anger or outburst. I’d describe him as di-
rect, yet free from confrontation or sounding out of control. He
is also quick to praise the staff ’s efforts and success when deserv-
ing. He is good at seeing the overall picture and then counseling
in a compassionate and realistic manner.”
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“I have never left Allister feeling anything less than 110%. He
knows when to approach an issue sensitively, and knows when
to give praise and encouragement. Allister knows his colleagues
very well, and this enables him to handle confl ict in a calm and
positive manner. He’s respected for collecting feedback before
drawing conclusions. He tries to fi nd the best way to communi-
cate with others, even when there’s an atmosphere of resistance,
confusion, or outright confl ict. His ability to empathize with
others is outstanding, and it creates positive, strong relation-
ships.”
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What a Lack of Relationship Management
Looks Like
Dave M., sales manager
Relationship management score = 66
What people who work with him say:
“If Dave doesn’t see eye- to- eye with someone, he makes it appar-
ent that it’s not worth developing the relationship. I wish that he
would still dedicate the time and resources necessary to make a
win for the territory. When he feels that a certain person he is
working with may not be an ‘ally’ but someone not to be trusted,
he will be very clear about his opinion about that person. This
has a ripple effect on the people he tells, and it erodes camarade-
rie. Dave is usually effective when he gets to know people better,
and trusts that they are not a threat, but he’ll have to get over
this if he wants to keep climbing the ladder.”
“Dave can get over- excited when meeting new people and this
can be a good trait, but some people don’t respond to his enthu-
siasm, and they pull back from him. It makes it hard for them
to connect with him. I would like to see Dave work on unifying
his team, and dispel the feeling that some decisions are made
based on his personal opinion or bias. Too often, people feel as
if they’ve had their professional opinion ignored in spite of pro-
viding a solid foundation for that opinion.”
“Dave always reacts to people rather than responding to them.
To have a strong opinion is fi ne, but to dismiss others’ thoughts
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is not. He also needs to tailor his communication style to the
person. His approach is nearly always very direct, which can be
diffi cult for some people to handle.”
Natalie T., fl oor supervisor
Relationship management score = 69
What people who work with her say:
“Natalie often minimizes a person’s point of view or experience.
She justifi es bad situations by stating that it could always be
worse, you just don’t understand, or you should just get over it.
She comes across as blunt and not empathetic, particularly with
her subordinates. I want her to be more genuine in her interac-
tions with them, and show a general appreciation for others.”
“Natalie needs to stop fi nding faults in every situation. It is tiring
and de- motivating. She needs to start recognizing people’s
achievements. There is a stigma that exists that Natalie is tough,
diffi cult to work for, and unapproachable. She may achieve re-
sults, but at the expense of others.”
“I would like to see Natalie avoid making judgmental or negative
statements to her team, or others, when her statements add no
value. Helping people see what could be done different helps them
develop, but her continued negative feedback comes across as her
feeling the need to belittle people. People no longer value her
input, and at times view it as her need to be seen as superior.”
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4
DIGGING IN: MY EMOTIONAL
INTELLIGENCE ACTION PLAN
Information travels between the rational and emotional centers of your brain much as cars do on a city street.
When you practice EQ skills, the traffi c fl ows smoothly in
both directions. Increases in the traffi c strengthen the con-
nection between the rational and emotional centers of your
brain. Your EQ is greatly affected by your ability to keep
this road well traveled. The more you think about what you
are feeling—and do something productive with that feel-
ing—the more developed this pathway becomes. Some of
us struggle along a two- lane country road, while others have
built a fi ve- lane superhighway. Whether the former or the
latter best describes you, there’s always room to add lanes.
“Plasticity” is the term neurologists use to describe the
brain’s ability to change. Your brain grows new connections
much as your biceps might swell if you started curling heavy
weights several times a week. The change is gradual, and
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the weight becomes easier and easier to lift the longer you
stick to your routine. Your brain can’t swell like your biceps
since it’s confi ned by your skull, so instead the brain cells
develop new connections to speed the effi ciency of thought
without increasing its size.
As you apply the strategies from the remaining chapters
to increase your EQ skills, the billions of microscopic neu-
rons lining the road between the rational and emotional
centers of your brain will branch off small “arms” (much
like a tree branch) to reach out to the other cells. A single
cell can grow 15,000 connections with its neighbors. This
chain reaction of growth ensures the pathway of thought
responsible for the behavior
grows strong, making it easier
to kick this new resource into
action in the future.
You’ll have to practice the
strategies repeatedly before
they’ll become your own. It can
require tremendous effort to
get a new behavior going, but
once you train your brain it be-
comes a habit. If you typically
A single cell can grow
15,000 connections
with its neighbors. This
chain reaction of
growth ensures the
pathway of thought
responsible for the
behavior grows strong,
making it easier to
kick this new resource
into action in the
future.
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yell when you are feeling angry, for example, you have to
learn to choose an alternative reaction. You must practice
this new reaction many times before it will replace the urge
to yell. In the beginning, doing something other than yell-
ing when you are angry will be extremely diffi cult. But each
time you succeed, the new pathway is strengthened. Even-
tually the urge to yell is so small that it’s easy to ignore.
Studies have demonstrated a lasting change in EQ more
than six years after new skills were fi rst adopted.
The Emotional Intelligence Action Plan that follows
will help you to focus your efforts more effectively as you
explore and apply the EQ strategies in the remaining chap-
ters. Follow these steps to complete your Emotional Intel-
ligence Action Plan:
1. Transfer your Emotional Intelligence Appraisal ®
scores onto part one (My Journey Begins) of your
Emotional Intelligence Action Plan on page 56. Go
ahead and write right on the pages of this book.
2. Pick an EQ skill to work on. The human mind can
focus effectively on one EQ skill at a time. Even the
most ambitious people should trust that working dili-
gently on a single skill will take you far—your ability
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in other EQ skills will piggyback on your efforts. Your
feedback report from the Emotional Intelligence Ap-
praisal ® test recommends a skill for you to start with.
You may choose a skill on your own instead, but we
recommend you don’t start with relationship manage-
ment if you scored lower than 75 in all four EQ
skills.
3. Pick three strategies to begin using for your chosen
skill. Your feedback report from the Emotional Intelli-
gence Appraisal ® recommends specifi c strategies from
this book based on an analysis of your score profi le. Feel
free to choose from these recommendations, or choose
different strategies from the strategies chapter for your
chosen
skill.
4. Choose an EQ mentor. Find someone who is gifted in
your chosen EQ skill, and ask this person if he or she
is willing to offer you feedback and guidance at regular
intervals during your journey. Be certain to set up a
regular meeting time, and write this person’s name in
your action plan.
5. Keep the following in mind as you apply your cho-
sen strategies:
a. Expect success, not perfection. When it comes to
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developing new EQ skills, perfection means you
aren’t pushing yourself hard enough. You’ll need to
continue to catch yourself when your emotions get
the best of you, if you want to keep improving.
b. Practice, practice, practice. Sheer quantity of prac-
tice is the real secret to increasing your EQ skills.
Practice your EQ strategies as often as you can, in a
variety of situations, and with all types of people.
c. Be patient. When you work to improve your EQ, it
will take a few months to realize a lasting change.
Most people see measurable, enduring changes three
to six months after they begin working on a skill.
6. Measure your progress. Once you’ve made suffi cient
progress in the EQ skill you selected for part one of
your action plan, go online and take the Emotional In-
telligence Appraisal ® a second time. Complete part two
of the action plan.
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MY EQ ACTION PLAN
Part One – My Journey Begins
Date Completed:
List your scores from the Emotional Intelligence Appraisal ®
test
below.
Score
Overall EQ:
Self- awareness:
Self- management:
Social Awareness:
Relationship Management:
Pick One EQ Skill and Three Strategies
Which of the four core emotional intelligence skills will
you work on fi rst? Circle your chosen skill in the image
below.
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Review the strategies for the EQ skill you selected, and list
up to three that you will practice below.
1.
2.
3.
My EQ Mentor
Who do you know who is gifted in your chosen EQ skill
and willing to provide feedback and advice throughout
your journey?
My EQ mentor is: ______________________________
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Part Two – How Far My Journey Has Come
Date Completed:
After you take the Emotional Intelligence Appraisal ® test a
second time, list your new and old scores below.
Old New +/-
Score Score Change
Overall EQ
Self- awareness:
Self- management:
Social Awareness:
Relationship Management:
Pick a New EQ Skill and Three Strategies
Based on the results explained in your Emotional Intelli-
gence Appraisal ® feedback report, where will you focus your
skill development efforts going forward? Pick a new EQ
skill and circle it in the image below.
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Review the strategies for the EQ skill you selected, and list
up to three that you will practice below.
1.
2.
3.
My New EQ Mentor
Who do you know who is gifted in your new chosen EQ
skill and willing to provide feedback and advice throughout
your journey?
My New EQ mentor is: __________________________
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5
SELF- AWARENESS
STRATEGIES
Simply put, to be self- aware is to know yourself as you really are. Initially, self- awareness can come across as a
somewhat ambiguous concept. There is no fi nish line where
someone is going to slap a medal on you and deem you
“ self- aware.” In addition, awareness of yourself is not just
knowing that you prefer oranges over apples or telling peo-
ple that you are a morning person instead of a night owl.
It’s deeper than that. Getting to know yourself inside and
out is a continuous journey of peeling back the layers of the
onion and becoming more and more comfortable with
what is in the middle—the true essence of you.
Your hard- wired emotional reactions to anything come
before you even have a chance to respond. Since it isn’t pos-
sible to leave your emotions out of the equation, managing
yourself and your relationships means you fi rst need to be
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aware of the full range of your feelings, both positive and
negative.
When you don’t take time out to notice and understand
your emotions, they have a strange way of resurfacing when
you least expect or want them to. It’s their way of trying to
bring something important to your attention. They will
persist, and the damage will mount, until you take notice.
Facing the truth about who you are can at times be
unsettling. Getting in touch with your emotions and ten-
dencies takes honesty and courage. Be patient and give
yourself credit for even the smallest bits of forward momen-
tum. As you start noticing things about yourself that you
weren’t previously aware of (things you aren’t always going
to like), you are progressing.
The remainder of this chapter introduces you to 15
original strategies, which were designed to help you maxi-
mize your self-awareness to create positive changes in your
life. The strategies are straightforward and packed full of
insights and examples that will help your self- awareness
grow.
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SELF- AWARENESS STRATEGIES
1. Quit Treating Your Feelings as Good or Bad
2. Observe the Ripple Effect from Your Emotions
3. Lean into Your Discomfort
4. Feel Your Emotions Physically
5. Know Who and What Pushes Your Buttons
6. Watch Yourself Like a Hawk . . .
7. Keep a Journal about Your Emotions
8. Don’t Be Fooled by a Bad Mood
9. Don’t Be Fooled by a Good Mood, Either
10. Stop and Ask Yourself Why You Do the Things
You Do
11. Visit Your Values
12. Check Yourself
13. Spot Your Emotions in Books, Movies, and Music
14. Seek Feedback
15. Get to Know Yourself under Stress
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1 Quit Treating Your Feelings as Good or Bad
It’s human nature to want to create two simple and easy
piles of emotions: the good ones and the bad ones. For
instance, most people would automatically classify guilt as
bad. You don’t want to feel it—you might even beat your-
self up about it—and you do whatever you can to get rid
of it. Likewise, we tend to let good emotions like excitement
run wild. We pump ourselves up and feed off the energy.
The downfall of attaching such labels to your emotions
is that judging your emotions keeps you from really under-
standing what it is that you are feeling. When you allow
yourself to sit with an emotion and become fully aware of
it, you can understand what is causing
it. Suspending judgment of emotions
allows them to run their course and
vanish. Passing judgment on whether
you should or shouldn’t be feeling
what you are feeling just heaps more
Suspending
judgment of
emotions allows
them to run their
course and
vanish.
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emotions on top of the pile and prevents the original feeling
from running its course.
So, the next time you feel an emotion begin to build,
take notice of it immediately. Refrain from putting it into
the good or bad pile and remind yourself that the feeling is
there to help you understand something
important.
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2 Observe the Ripple Effect from Your Emotions
Consider for a moment what happens when you drop a
stone into water. The stone’s swift plummet pierces the wa-
ter’s surface, sending ripples in all directions. Your outpour-
ings of emotion are like stones that send ripples through the
people in your life. Since emotions are the primary drivers
of your behavior, it’s important you understand the effect
they have on other people.
Let’s say a manager loses his cool and berates an em-
ployee in front of the rest of the team. When the lashing
happens, it may seem that the manager’s target is the only
one whose feelings get bruised, but the ripple effect from
the manager’s explosion affects all who witnessed it. As the
rest of the team members wander back to their desks, the
others, too, feel the manager’s wrath. They go back to work
with a pit in their stomachs, each one wondering when his
or her turn will come up.
The manager thinks his tirade was good for produc-
tivity because the rant “scared people straight,” but their
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fear soon settles into caution. To perform at their best, the
team members need to take risks, stretch themselves be-
yond their comfort zone, and even make some mistakes
along the way. No one on the team wants to be the man-
ager’s next target, so the team members play it safe and do
only as they are told. When the manager gets docked a year
later for leading a team that fails to take initiative, he won-
ders what’s wrong with the team.
Your emotions are powerful weapons, and continuing
to think that their effects are instant and minimal will only
do you a disservice. The key to observing the ripple effects
of your emotions is to watch closely how they impact other
people immediately, and then use that information as a
guide for how your emotions are bound to affect a wider
circle long after you unleash the emotion. To fully under-
stand the ripple effects of your emotions, you’ll need to
spend some time refl ecting upon your behavior. You’ll also
need to ask other people how they are affected by your
emotions. The more you understand how your emotions
ripple outward, the better equipped you’ll be to choose the
type of ripples that you want to create.
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3 Lean into Your Discomfort
The biggest obstacle to increasing your self- awareness is the
tendency to avoid the discomfort that comes from seeing
yourself as you really are. Things you do not think about
are off your radar for a reason: they can sting when they
surface. Avoiding this pain creates problems, because it is
merely a short- term fi x. You’ll never be able to manage
yourself effectively if you ignore what you need to do to
change.
Rather than avoiding a feeling, your goal should be to
move toward the emotion, into it, and eventually through
it. This can be said for even
mild emotional discomfort,
such as boredom, confusion, or
anticipation. When you ignore
or minimize an emotion, no
matter how small or insignifi –
cant, you miss the opportunity
to do something productive with that feeling. Even worse,
Rather than avoiding a
feeling, your goal
should be to move
toward the emotion,
into it, and eventually
through it.
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ignoring your feelings does not make them go away; it just
helps them to surface again when you least expect
them.
To be effective in life, we all need to discover our own
arrogance—those things we don’t bother to learn about and
dismiss as unimportant. One person thinks apologies are
for sissies, so she never learns to recognize when one is
needed. Another person hates feeling down, so he con-
stantly distracts himself with meaningless activity and never
really feels content. Both people need to take the bold step
of leaning into the feelings that will motivate them to
change. Otherwise, they will continue down an unproduc-
tive, unsatisfying path, repeating the same patterns over
and over again.
After the fi rst few times you lean into your discomfort,
you will quickly fi nd that the discomfort isn’t so bad, it
doesn’t ruin you, and it reaps rewards. The surprising thing
about increasing your self- awareness is that just thinking
about it will help you change, even though much of your
focus will initially be on the things you do “wrong.” Don’t
be afraid of your emotional “mistakes.” They tell you what
you should be doing differently and provide the steady
stream of information you need to understand yourself as
life unfolds.
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4 Feel Your Emotions Physically
When you experience an emotion, electric signals course
through your brain and trigger physical sensations in your
body. The physical sensations can be as varied as your stom-
ach muscles tightening, your heart rate increasing, your
breathing quickening, or your mouth going dry. Because
your mind and body are so tightly connected, one of the
most effective ways to understand your emotions as they
are happening is to learn how to spot the physical changes
that accompany your emotions.
To better understand the physical effects of your emo-
tions, try closing your eyes the next time you have a few
moments alone. Feel how fast or slow your heart is beating.
Notice the pace of your breathing. Determine how tense or
relaxed the muscles are in your arms, legs, neck, and back.
Now, think of a couple of events from your life—one pos-
itive and one negative—that generate strong emotions.
Think through one of these events in enough detail that
you can feel your emotions stir. Take note of the physical
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changes that accompany the feelings. Do they make your
breathing or heart rate change? Do your muscles grow
tense? Do you feel hotter or colder? Repeat this process
with the other event, and take note of the physical differ-
ences in the emotions from the positive and negative expe-
riences.
Closing your eyes and thinking of emotionally arousing
events is simply training for the real thing—spotting the
physical signs of your emotions on the fl y. In the beginning,
try not to think too hard—simply open your mind to no-
ticing the sensations. As you improve at this, you’ll fi nd that
you’re often physically aware of an emotion long before
you’re mentally aware of it.
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Know Who and What Pushes
Your Buttons5
We all have buttons—pet peeves, triggers, whatever you
want to call them—that, when pushed, just irritate and irk
us until we want to scream. Perhaps you have a coworker
who lives her life as if she were constantly on stage. Her
entrance into meetings is dramatic and fl aring, and she
feeds off the energy from everyone’s attention and uses that
energy to take control of the room. Her voice is louder than
most, and her contributions to the meetings are always
long- winded novels, as if she just loves to hear herself
talk.
If your modus operandi is more subtle (or you really
would like part of that stage yourself ), a person like that
may really eat at you. When you go into a meeting with
great ideas and a readiness to just sit down and get straight
to the point, a drama queen who is creating a stage in the
boardroom is bound to fl ip your switches for frustration
and rage. Even if you aren’t the type to blurt out impulsive
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comments or otherwise go on the attack, your body lan-
guage may give you away, or you may fi nd yourself on the
drive home obsessing over your lingering frustration.
Knowing who pushes your buttons and how they do it
is critical to developing the ability to take control of these
situations, maintain your poise, and calm yourself down.
To use this strategy, you can’t think about things generally.
You need to pinpoint the specifi c people and situations that
trigger your emotions. Your buttons are bound to get
pushed by a wide range of people and things. It could be
certain people (like drama queens), particular situations
(like feeling scared or caught off guard), or conditions in
the environment (like noisy offi ces). Having a clear under-
standing of who and what pushes your buttons makes these
people and situations a bit less diffi cult because they come
as less of a surprise.
You can take your self- awareness a big step further by
discovering the source of your buttons. That is, why do
these people and situations irk you so much when other,
equally annoying people and situations don’t bother you at
all? Perhaps the stage hog reminds you of your sister who
got all the attention when you were younger. You lived
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many years in her shadow, vowing to never let it happen
again. Now you sit beside her clone in every meeting. No
wonder she’s a trigger for your emotions.
Knowing why your buttons are what they are opens
doors to managing your reactions to your triggers. For now,
your tasks are simple—fi nd the sources of your buttons and
jot down a list. Knowing your buttons is essential to using
the self- and relationship management strategies that come
later in the book.
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es6 Watch Yourself Like a Hawk . . .
Hawks have the distinct advantage of soaring hundreds of
feet above the ground, looking down upon the Earth and
seeing all that happens below them. The creatures on the
ground go about their lives with narrow tunnel vision, not
even realizing that the hawk is soaring above them predict-
ing their every move. Wouldn’t it be great to be the hawk,
looking down upon yourself in those sticky situations that
tend to get the better of you? Think of all the things you
would be able to see and understand from above. Your ob-
jectivity would allow you to step out from under the con-
trol of your emotions and know exactly what needed to be
done to create a positive outcome.
Even though you are not a hawk, you can still develop
a more objective understanding of your own behavior. You
can practice by taking notice of your emotions, thoughts,
and behaviors right as the situation unfolds. In essence, the
goal is to slow yourself down and take in all that is in front
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of you, allowing your brain to process all available informa-
tion before you act.
Consider an example. Let’s say you have a teenage son
who is more than two hours late for his Friday night curfew.
You’re sitting in a living room chair in the dark, waiting for
him to stroll through the door and offer another creative
explanation for why he’s late and wasn’t answering his
phone. The more you sit there thinking about your son’s
disregard for your authority and the hours of sleep he’s just
robbed you of, the more your blood boils. Before long,
you’ve forgotten the real reason you’re so upset— you’re
worried about his safety. Sure, you want him to obey the
rules, but it’s the thought of him out there acting recklessly
that’s keeping you up.
Watching yourself like a hawk in this situation requires
taking advantage of this calm before the storm. You know
your anger is going to rumble to the surface the moment
his weak excuses tumble from his mouth, and you also
know he’s more likely to follow your rules if you can get
him to see and feel your concern. This is the moment when
you need to consider what this situation looks like from
above. You realize your brooding is just fanning the fl ames
of your anger. You remember that he’s a good kid who’s
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been acting too much like a typical teenager lately. You
know your anger isn’t going to make him change; it hasn’t
worked thus far. The bigger picture now in clear view, you
decide to explain the rationale for his punishment and why
you are so upset, rather than just fl y off the handle. When
he fi nally comes slithering into the house, knocking the
lamp off the end table in the darkness, you’re grateful you
can see the whole picture and not just what’s in front of
you.
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7 Keep a Journal about Your Emotions
The biggest challenge to developing self- awareness is ob-
jectivity. It’s hard to develop perspective on your emotions
and tendencies when every day feels like a new mountain
to climb. With a journal, you can record what events trig-
gered strong emotions in you and how you responded to
them.
You should write about time spent at work and home—
nothing is off limits. In just a month, you’ll begin to see
patterns in your emotions, and you’ll
develop a better understanding of your
tendencies. You’ll get a better idea of
which emotions get you down, which
pick you up, and which are the most
diffi cult for you to tolerate. Pay careful
attention to the people and situations that push your but-
tons, triggering strong emotions. Describe the emotions
you feel each day, and don’t forget to record the physical
sensations that accompany the emotions.
The biggest
challenge to
developing self-
awareness is
objectivity.
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In addition to helping you see yourself more clearly,
writing down your emotions makes your tendencies much
easier to remember, and the journal serves as a great refer-
ence as you raise your self- awareness.
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8 Don’t Be Fooled by a Bad Mood
We all succumb to them every now and then—those
down- in- the- dumps moods where nothing seems to be
going our way. When you feel this way, your low mood puts
a dark cloud over every thought, feeling, and experience
you have. The tricky thing about your brain is that, once a
negative mood takes over, you lose sight of what’s good in
your life, and suddenly you hate your job, you’re frustrated
with family and friends, you’re dissatisfi ed with your ac-
complishments, and your optimism about the future goes
out the window. Deep down, you know that things aren’t
as bad as they seem, but your brain just won’t hear it.
Part of self- awareness is knowing what you’re going
through even if you can’t totally change it. Admit to your-
self that your bad mood is hanging a cloud over everything
you see, and remind yourself that your moods are not per-
manent. Your emotions change all the time, and low moods
will pass if you allow them to.
When you’re stuck in a down mood, it’s not a good
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time to make important decisions. You’ll have to remain
aware of the mood and understand it if you hope to keep
it from leading you to make mistakes that will only pull you
down further. Not only is it OK to refl ect upon recent
events that may have brought on the mood, but this is also
a good idea—as long as you don’t dwell on them for too
long—because often that’s all it takes to get the mood to
pass.
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9 Don’t Be Fooled by a Good Mood, Either
Bad moods and negative emotions are not the only ones
that cause trouble. A good mood can deceive your thinking
just as much as a bad one. When you are feeling excited and
really happy, it’s easy to do something that you’ll regret.
Consider this familiar scenario: your favorite store is
having a once- a- year sale with markdowns of up to 75%.
You rush into the store on the day of the sale and end up
buying all sorts of things that you’ve always wanted but
can’t really afford (at least not all at once). The rush and
exhilaration of your purchases carry you through the week
as you show off the goods to your friends and family and
let them in on the fabulous deals you got. When your
credit card bill arrives at the end of the month, it’s another
story.
Foolish spending is not the only mistake you can make
while riding the high of a great mood. The excitement and
energy you enjoy during a good mood paint a rosy picture
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of all you encounter. This leaves you far more likely to make
impulsive decisions that ignore the potential consequences
of your actions. Stay aware of your good moods and the
foolish decisions these moods can lead to, and you’ll be able
to enjoy feeling good without any regrets.
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10 Stop and Ask Yourself Why You Do the Things You Do
Emotions come when they will, not when you will them to.
Your self- awareness will grow abundantly when you begin
seeking out the source of your feelings. Get in the habit of
stopping to ask yourself why surprising emotions rumbled
to the surface and what motivated you to do something out
of character. Emotions serve an important purpose—they
clue you into things that you’ll never understand if you
don’t take the time to ask yourself why.
Most of the time, it really is that easy, but when you are
left to your own devices, the days can just whiz by with
little time to contemplate why you do what you do. With
a little practice, you can trace your emotional reactions
back to their origins and understand the purpose of your
emotions. The surprising thing about this strategy is that
just paying attention to your emotions and asking yourself
good questions like these are enough to help you improve.
Can you remember the fi rst time you reacted like this and
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with whom? Are there similarities between then and now?
Can anyone evoke this reaction in you or only specifi c peo-
ple? The better you understand why you do the things you
do, the better equipped you’ll be to keep your emotions
from running the show.
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11 Visit Your Values
The plates of life are constantly spinning above you. You
juggle projects at work, never- ending meetings, bills, er-
rands, emails, phone calls, text messages, chores, meals,
time with friends and family—the list goes on. It takes
great amounts of attention and focus to keep the plates
from crashing to the ground.
Maintaining this balancing act keeps your attention
focused outward, rather than inward and on yourself. As
you run around struggling to check your daily “to dos” off
your list, it’s easy to lose sight of what’s really important to
you—your core values and beliefs. Before you know it, you
fi nd yourself doing and saying things that deep down you
don’t feel good about or believe in. This could mean you
fi nd yourself yelling at a coworker who made a mistake,
when you normally fi nd such hostility unacceptable. If yell-
ing at your colleagues runs contrary to the beliefs you wish
to live your life by, catching yourself (or being caught)
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doing it is bound to make you uncomfortable and even
unfulfi lled.
The trick here is to take the time to check in with your-
self and jot down your core beliefs and values. Ask yourself,
what are the values that I wish to live my life by? Take a sheet
of paper and separate it into two columns. List your core
values and beliefs in the left column and anything that
you’ve done or said recently that you aren’t proud of in the
right column. Is what you value in alignment with the
manner in which you conduct yourself? If not, consider
alternatives to what you said and did that would have made
you proud of yourself, or at least more comfortable.
Repeating this exercise somewhere between daily and
monthly will be a huge boost to your self- awareness. Before
long, you’ll fi nd yourself thinking of the list before you act,
which will set the stage for making choices you can live
with.
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Check Yourself12
Self- awareness is generally an internal process, but there are
a few instances in which the outside holds the clues you
need to understand what’s going on inside. Without ques-
tion, how you feel is refl ected in how you look. Your facial
expressions, posture, demeanor, clothes, and even your hair
all say important things about your mood.
Physical appearance is more straightforward—what you
wear sends a pretty clear, established message about how
you feel. For example, wearing old sweatpants and ratty
T- shirts and having disheveled hair every day tells the world
you’ve given up, while overdressing for every occasion and
never missing your weekly haircut lets people know you are
trying too hard. Your demeanor also says a lot about your
mood, but the message often gets twisted. If you’re meeting
someone for the fi rst time and you’re feeling insecure about
how you’ll be received, like many people, you may tend to
be aloof and a bit standoffi sh or get overzealous.
When you fi nd yourself in similar situations, it’s
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important to notice your mood and consider its infl uence
upon your demeanor. Is the look that you are projecting to
the world one that you have chosen, one that your mood
created, or one that you tend to lean on by default? Cer-
tainly, what you project refl ects how you feel, and it’s up to
you to understand it. Taking a moment here and there to
check yourself will allow you to understand your mood
before it sets the tone for the rest of your day.
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13 Spot Your Emotions in Books, Movies, and Music
If you’re having trouble looking within to spot your
emotional patterns and tendencies, you can discover the
same information by looking outside yourself at the
movies, music, and books that you identify with. When
the lyrics or mood of a song resonate with you, they say
a lot about how you feel, and when a character from a
movie or book sticks in your head, it’s probably because
important aspects of his or her thoughts and feelings
parallel your own. Taking a closer look in these mo-
ments can teach you a lot about yourself. It can also
provide a great tool for explaining your feelings to other
people.
Finding your emotions in the expressions of artists al-
lows you to learn about yourself and discover feelings that
are often hard to communicate. Sometimes you just can’t
fi nd the words to say what you are feeling until you see it
in front of you. Listening to music, reading novels,
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watching fi lms, and even looking at art can act as a gateway
into your deepest emotions. Take a closer look the next
time one of these mediums grabs your attention—you
never know what you’ll fi nd.
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14 Seek Feedback
Everything you see—including yourself—must travel
through your own lens. The problem is, your lens is tainted
by your experiences, your beliefs, and, without question,
your moods. Your lens prevents you from ever obtaining a
truly objective look at yourself, on your own. Often, there
is a big difference between how you see yourself and how
others see you. This chasm between the way you view your-
self and the way others view you is a rich source of lessons
that will build your self- awareness.
Self- awareness is the process of getting to know yourself
from the inside out and the outside in. The only way to get
the second, more elusive perspective is to open yourself up
to feedback from others, which can
include friends, coworkers, mentors,
supervisors, and family. When you ask
for their feedback, be sure to get spe-
cifi c examples and situations, and as
you gather the answers, look for
Self- awareness
is the process of
getting to know
yourself from the
inside out and
the outside in.
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similarities in the information. Others’ views can be a real
eye- opener by showing you how other people experience
you. Putting the perspectives together helps you see the en-
tire picture, including how your emotions and reactions
affect other people. By mustering the courage to peer at
what others see, you can reach a level of self- awareness that
few people attain.
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15 Get to Know Yourself under Stress
The mountain of stressors in your life is constantly grow-
ing. Every time your stress tolerance rises to new heights,
you—or those around you—push and push until you take
on more. All of the high- tech gadgets at your disposal aren’t
helping, either. If anything, they just seem to speed up your
life. If you are like most people, you already recognize some
of the warning signs that pop up when stress is looming.
The question is: do you heed their warning?
You will benefi t tremendously from learning to recog-
nize your fi rst signs of stress. The human mind and body—
at least when it comes to stress—have voices of their own.
They tell you through emotional and physiological reac-
tions when it’s time to slow down and take a break. For
example, an upset stomach can be a sign that nervousness
and anxiety are overwhelming your body. The indigestion
and fatigue that follow are your body’s way of taking some
time off to rest. For you, intense stress and anxiety may
create an upset stomach, while for others the physical signs
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can be a pounding headache, canker sores, or their backs
going out. Your self- awareness in times of stress should
serve as your third ear to listen to your body’s cries for help.
Your body speaks volumes when you push it too hard. Take
the time to recognize these signals and recharge your emo-
tional battery before your stress causes permanent damage
to your system.
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6
SELF- MANAGEMENT
STRATEGIES
Self- management is your ability to use awareness of your emotions to actively choose what you say and do.
On the surface, it may seem that self- management is sim-
ply a matter of taking a deep breath and keeping yourself
in check when emotions come on strong, and while it’s true
that self- control in these situations is a sizeable piece of the
pie, there’s far more to self- management than putting a
cork in it when you’re about to blow up. Your eruptions
are no different from a volcano—there is all sorts of rum-
bling happening beneath the surface before the lava starts
fl owing.
Unlike a volcano, there are subtle things you can do
each and every day to infl uence what is happening beneath
the surface. You just need to learn how to pick up on the
rumbling and respond to it. Self- management builds upon
a foundational skill— self- awareness. Ample self- awareness
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is necessary for effective self- management because you can
only choose how to respond to an emotion actively when
you’re aware of it. Since we’re hard- wired to experience
emotions before we can respond to them, it’s the one- two
punch of reading emotions effectively and then reacting to
them that sets the best self- managers apart. A high level of
self- management ensures you aren’t getting in your own
way and doing things that limit your success. It also ensures
you aren’t frustrating other people to the point that they
resent or dislike you. When you understand your own emo-
tions and can respond the way you choose to them, you
have the power to take control of diffi cult situations, react
nimbly to change, and take the initiative needed to achieve
your goals.
When you develop the ability to size yourself up quickly
and grab the reins before you head in the wrong direction,
it keeps you fl exible and allows you to choose positively
and productively how to react to different situations. When
you don’t stop to think about your feelings—including
how they are infl uencing your behavior now, and will con-
tinue to do so in the future—you set yourself up to be a
frequent victim of emotional hijackings. Whether you’re
aware of it or not, your emotions will control you, and
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you’ll move through your day reacting to your feelings with
little choice in what you say and do.
The remainder of this chapter presents 17 specifi c strat-
egies—things you can start doing today—that will help you
manage your emotions to your benefi t. Each simple strat-
egy is targeted to an important element of the self-
management skill. This carefully crafted set has been honed
through many years of testing with people just like you,
and are proven methods for increasing your self- management
skill.
As you master each of the strategies and incorporate
them into your daily routine, you will develop an increased
capacity to respond effectively to your emotions. Of course
no matter how skilled you become in managing your emo-
tions there are always going to be situations that push your
buttons. Your life won’t morph into a fairy tale devoid of
obstacles, but you will equip yourself with everything you
need to take the wheel and drive.
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SELF-MANAGEMENT STRATEGIES
1. Breathe Right
2. Create an Emotion vs. Reason List
3. Make Your Goals Public
4. Count to Ten
5. Sleep On It
6. Talk To a Skilled Self-Manager
7. Smile and Laugh More
8. Set Aside Some Time in Your Day for Problem
Solving
9. Take Control of Your Self-Talk
10. Visualize Yourself Succeeding
11. Clean Up Your Sleep Hygiene
12. Focus Your Attention on Your Freedoms Rather than
Your Limitations
13. Stay Synchronized
14. Speak to Someone Who is Not Emotionally Invested
in Your Problem
15. Learn a Valuable Lesson from Everyone You
Encounter
16. Put a Mental Recharge into Your Schedule
17. Accept That Change is Just around the Corner
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Breathe Right1
If you’re like most people, you breathe in short, shallow
breaths throughout the day that don’t fully contract your
diaphragm to fi ll your lungs—and you don’t even know it.
What’s to stop you? It’s not like you are suffering from the
lack of oxygen . . . or so you think. Your lungs are built to
provide precisely the amount of air your body needs for all
of your organs to function effectively. When you take shal-
low breaths—which is any breath that fails to make your
stomach protrude outward from the infl ux of air—you
aren’t giving your body the full amount of oxygen it
needs.
Your brain demands a full 20 percent of your body’s
oxygen supply, which it needs to control basic functions
like breathing and sight and complex functions like think-
ing and managing your mood. Your brain dedicates oxygen
fi rst to the basic functions, because they keep you alive.
Whatever oxygen remains is used for the complex func-
tions, which keep you alert, focused, and calm. Shallow
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breaths deprive your brain of oxygen, which can lead to
poor concentration, forgetfulness, mood swings, restless-
ness, depressed and anxious thoughts, and a lack of energy.
Shallow breathing handicaps your ability to self- manage.
The next time you are in a stressful or emotional situ-
ation, focus on taking slow deep breaths, inhaling through
your nose until you can feel your stomach swell outward
and grow tight, and then exhaling gently and completely
through your mouth. As you exhale, go ahead and push
that breath out until you have completely emptied your
lungs. If you want to make sure that you are breathing cor-
rectly, place one hand upon your sternum (the long, fl at
bone located in the center of your chest) and the other
hand upon your stomach as you take in breaths. If the hand
on your stomach is moving more than the hand on your
sternum as you exhale, then you know that you’re getting
enough oxygen and fully infl ating your lungs. If you prac-
tice this proper breathing technique, it will grow comfort-
able enough that you can do it in the presence of other
people without them noticing, which is handy for when
you fi nd yourself in the middle of a diffi cult conversation.
Anytime you choose to breathe right and fl ood your
brain with oxygen, you’ll notice the effects immediately.
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Many people describe the sensation as one of entering a
calmer, more relaxed state where they have a clear head.
This makes breathing right one of the simplest yet most
powerful techniques that you have at your disposal to man-
age your emotions. In addition to engaging your rational
brain on the spot, breathing right is a great tool for shifting
your focus away from intruding, uncomfortable thoughts
that are hard to shake. Whether you are overcome by anxi-
ety and stress because of a looming deadline, or fi xated on
negative thoughts and feelings about something that hap-
pened in the past, making yourself breathe right calms you
down and makes you feel better by powering up your ra-
tional brain.
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Create an Emotion vs.
Reason List2
You may not always realize it, but there are many times
when you allow your emotions to sway you in one direction
while your rational mind is tugging at your shirt to go an-
other way. Whenever you fi nd your mind having a battle of
the brains (emotional vs. rational), it’s time to make a list
that distinguishes the emotional side of the argument from
the rational one. The list will allow you to clear your mind,
use your knowledge and take into account the importance
of your emotions without letting them take control.
Creating an Emotion vs. Reason list is simple. Draw a
straight line down the middle of a page to make two col-
umns. In the left column write what your emotions are
telling you to do, and in the right column what your rea-
son is telling you to do. Now, ask yourself two important
questions: Where are your emotions clouding your judg-
ment, and where is your reason ignoring important cues
from your emotions? Your emotions will create trouble if
you let them lead you around without any reason, but your
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rational thoughts can be just as problematic if you try to
operate like a robot that is without feeling. Your feelings
are there whether you acknowledge them or not, and the
Emotion vs. Reason list forces you to get in touch with
them by putting them down on paper.
So, the next time a sticky or stressful situation gives you
grief, grab a sheet of paper and give yourself a few quiet
moments to organize your thoughts and make your list.
With the list in front of you, it will be much easier to see
whether you should allow the emotional or rational sides of
your thinking to have more say in your decision.
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Make Your Goals Public3
Much of self-
management comes
down to motivation,
and you can use the
expectations that other
people have of you as
a powerful force to get
you up off the
proverbial couch.
Walking your talk is hard, especially when life is always
throwing you curveballs. Sometimes, the biggest letdowns
are private ones—when we fail to reach a goal or do what
we set out to do. There is no more powerful motivator to
reach your goals than making them public. If you clearly
tell other people what you are setting out to accomplish—
be it friends, family or a spouse—their awareness of your
progress creates an incredible sense of accountability.
Much of self- management comes down to motivation,
and you can use the expectations that other people have of
you as a powerful force to get
you up off the proverbial couch.
If your boss assigns a project or
your running partner meets you
every morning at 5 a.m. sharp,
you’re simply more likely to do
something when other people
are involved. Select those
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people whom you know will actually pay attention to your
progress. When you share your goals with someone, ask
him or her to monitor your progress and hold you account-
able. You may even give them the power to dole out reward
or punishment, such as the university professor we know
who pays his colleagues $100 anytime he misses a deadline
on a research article. As you can imagine, he is the rare
individual who hardly ever misses a deadline!
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Count to Ten4
You can thank your kindergarten teacher for this one! It
was way back then sitting on the classroom rug with your
legs crossed that you learned one of the most effective
strategies for turning the temperature down when your
emotions are running hot. Adulthood has a funny way
of making us lose sight of some simple, yet profound,
strategies for self- control.
All you have to do is this: When you feel yourself get-
ting frustrated or angry, stop yourself by taking in a deep
breath and saying the number one to yourself as you exhale.
Keep breathing and counting until you reach the number
ten. The counting and breathing will relax you and stop
you from taking rash action long enough to regain your
composure and develop a more clear, rational perspective
of the
situation.
Sometimes, you might not even reach ten. For example,
if you are in a meeting and someone abruptly interrupts
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esEven if you don’t make
it to double digits,
you’ll stop the fl ow of
frustration and anger
long enough to cool
down your overheated
limbic system and give
your rational brain
some valuable time to
catch up.
you to blurt out something ridiculous that rubs you raw,
you are unlikely to sit there silently while you breathe your
way to ten. Even if you don’t make it to double digits, you’ll
stop the fl ow of frustration and anger long enough to cool
down your overheated limbic system and give your rational
brain some valuable time to catch up.
When your counting needs
to be more subtle, there are lots
of great ways to hide it from
others. Some people will actu-
ally bring a beverage with them
to every meeting they attend.
This way, whenever they feel as
though they may blurt out
some emotionally charged state-
ment, they take a drink. No
one expects them to talk when they are drinking. So they
have the time they need to calm down (and count if neces-
sary), organize their thoughts, and plan something to say
that’s more constructive.
Reacting quickly and without much thought fans the
fl ames burning in the emotional brain. Since a snappy
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comeback usually leads to a heated exchange where barbs
are thrown back and forth, it’s easy to fi nd yourself in the
midst of a full- blown emotional hijacking. When you slow
things down and focus on counting, it engages your ratio-
nal brain. You can then regain control of yourself and keep
your emotions from running the show.
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Sleep On It5
In the timeless classic, War and Peace, Leo Tolstoy wrote that
the two strongest warriors are time and patience. The power
of these warriors comes from their ability to transform situ-
ations, ease pain, and provide clarity. Sometimes situations
that require our patience can feel so uncomfortable, dissat-
isfying, and rife with anxiety that we jump to action just to
alleviate the internal turmoil. But more often than not, giv-
ing yourself that extra day, week, or month to digest the
situation before moving forward is all you need to stay in
control. And sometimes, while you’re waiting, things may
surface that make your decision that much easier to make.
Time helps you to self- manage because it brings clarity
and perspective to the thousands of thoughts that go swim-
ming through your head when something is important. Time
also helps you to gain control of emotions that you know
would lead you in the wrong direction if you were to let them
drive. It’s that simple. All you need to do is force yourself to
wait for the dust to settle before you make a move.
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Talk To a Skilled Self- Manager6
Role models come in all shapes and sizes, and they infl u-
ence our lives in ways that are hard to predict. One of the
most powerful ways to learn self- management is to seek out
skilled self- managers to learn their tricks.
Most people’s weaknesses in emotional intelligence are
simply the product of skills that don’t come naturally to
them. In the case of people who are gifted in an emotional
intelligence skill, they are usually very aware of what it is
they do well, which makes it easy for you to learn from
them.
First, fi nd a person whom you consider to be a master
self- manager. If you don’t feel that you can spot a skilled
self- manager on your own, you can always have someone
take the test that comes with this book. Offer to take your
self- management whiz out for lunch or coffee, explain that
you are seeking improvement in this skill, and ask him or
her to review the self- management section of this book be-
fore the meeting. During the meeting share your specifi c
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goals for improved self- management, and ask what tactics
he or she relies on to self- manage so well. Be sure to share
the emotions and situations that give you the most trouble.
You’re bound to learn some unique and effective ways to
manage yourself that you would have otherwise never been
exposed to. Before you leave the meeting, write down the
best tips and choose a couple that you can begin trying im-
mediately. Ask your self- management whiz if the two of
you can meet again after you’ve had a chance to try the
suggestions out.
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Smile and Laugh More7
Did you know that when you laugh and smile, your face
sends signals to your brain that you are happy? Your brain
literally responds to the nerves and muscles in your face to
determine your emotional state. So what does this mean for
self- management? When you’re stuck on a frustrating or
distressing thought, forcing yourself to smile counteracts
the negative emotional state. If you work in customer ser-
vice, or any time you need to look upbeat when you’re re-
ally not up for it, making yourself throw on a large,
legitimate smile (where your cheeks push upwards) will
trick your mind into feeling the mood you need for the
moment.
French university researchers measured the power of a
smile by having two groups of subjects read the same com-
ics page from the newspaper. One group of subjects was
instructed to hold a pencil in their teeth while reading
(which activates the muscles used in smiling), while the
other group held the pencil with their lips (which does not
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. . . it’s nice to
know you have
an out when you
need to put on a
happy face.
activate the muscles used in smiling). Those who were un-
knowingly “smiling” found the cartoons far more humor-
ous and had a better time while reading them than people
in the group that weren’t smiling.
You can also use smiling and laughter to lift your mood
by watching a show or reading a book
that you know you fi nd funny. This
can feel like an odd choice when you’re
feeling down, but it’s a great way to
override the negative emotions and
clear your head, especially if your down
mood is paralyzing your judgment. Smiling and laughter
won’t eliminate feeling down, and they shouldn’t—every
mood has its purpose—but it’s nice to know you have an
out when you need to put on a happy face.
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Set Aside Some Time in Your
Day for Problem Solving
8
You experience hundreds of emotions every day, some of
which you are not even aware. You spend your day bounc-
ing around from feeling to feeling, which can lead to mak-
ing some decisions at inopportune times.
Think back through some of your recent decisions, and
you’ll likely fi nd that the decisions you made while hurry-
ing through your day were seldom as effective as those made
with some planning and clear thinking. The only way to
ensure that you have the right space to make good decisions
is to set aside some time in your schedule for problem solv-
ing. Just keep it simple. A 15-minute period each day where
you turn off your phone, walk away from your computer,
and take time to just think, is a great way to ensure your
decisions aren’t muddled by your emotions.
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Take Control of Your Self- Talk9
Research suggests the average person has about 50,000
thoughts every day. Sound like a lot? It doesn’t stop there.
Every time one of those 50,000 thoughts takes place, chem-
icals are produced in your brain that can trigger reactions
felt throughout your body. There is a strong relationship
between what you think and how you feel, both physically
and emotionally. Because you are always thinking (much
like breathing), you tend to forget that you are doing it. You
likely don’t even realize how much your thoughts dictate
how you feel every hour of every single day.
It’s impossible to try and track every single thought you
have to see if it’s having a positive or negative infl uence on
your emotional state. The thoughts that are most infl uen-
tial are those where you literally talk to yourself. Though
you might not realize you have these thoughts, we all have
an internal voice inside our head that affects our perception
of things. We tell ourselves to keep quiet, we congratulate
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ourselves on a job well done and we reprimand ourselves
for making poor decisions. Our thoughts are “talking” to
us every day, and this inner voice is called “ self- talk.”
With thoughts, the primary vehicle for regulating your
emotional fl ow, what you allow yourself to think can rum-
ble emotions to the surface, stuff them down underground,
and intensify and prolong any emotional experience. When
a rush of emotion comes over you, your thoughts turn the
heat up or down. By learning to control your self- talk, you
can keep yourself focused on the right things and manage
your emotions more effectively.
Much of the time, your self- talk is positive and it helps
you through your day ( “I’d better get ready for the meeting”
or “I’m really looking forward to going out to dinner to-
night”). Your self- talk damages your ability to self- manage
anytime it becomes negative. Negative self- talk is unrealis-
tic and self- defeating. It can send you into a downward
emotional spiral that makes it diffi cult to get what you want
from life.
What follow are the most common types of negative
self- talk with the keys to taking control of them and turn-
ing them around:
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1. Turn I always or I never into just this time or some-
times. Your actions are unique to the situation in front
of you, no matter how often you think you mess up.
Make certain your thoughts follow suit. When you start
treating each situation as its own animal and stop beat-
ing yourself up over every mistake, you’ll stop making
your problems bigger than they really are.
2. Replace judgmental statements like I’m an idiot
with factual ones like I made a mistake. Thoughts
that attach a permanent label to you leave no room for
improvement. Factual statements are objective, situa-
tional, and help you to focus on what you can change.
3. Accept responsibility for your actions and no one
else’s. The blame game and negative self- talk go hand
in hand. If you are someone who often thinks either it’s
all my fault or it’s all their fault you are wrong most the
time. It is commendable to accept responsibility for
your actions, but not when you carry someone else’s
burden. Likewise, if you’re always blaming others, it’s
time to take responsibility for your part.
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Visualize Yourself Succeeding10
This is another strategy that at fi rst glance may appear too
simple to be effective, but it packs a powerful punch. Learn-
ing to self- manage well requires a lot of practice. Yet, many
of the situations that pose the greatest diffi culty for you
don’t come up all that often. So, you’ll have a hard time
forming the neural pathways needed to make your new
skills habitual . . . unless you learn to visualize.
Your brain has a diffi cult time distinguishing between
what you see with your eyes and what you visualize in your
mind. In fact, MRI scans of people’s brains taken while
they are watching the sun set are virtually indistinguishable
from scans taken when the same people visualize a sunset
in their mind. The same brain regions are active in both
scenarios.
Visualizing yourself managing your emotions and be-
havior effectively is a great way to practice your new skills
and make them into habits. For this to work, you might
want to do your visualization in a room that’s free from
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distractions, as you’ll need to immerse yourself fully in the
scenes playing out in your head. A great time to visualize
is before you go to bed at night. Just close your eyes and
visualize yourself in situations where you have the most
diffi culty managing yourself. Focus on the details of each
situation that make it so hard for you to remain in control;
concentrate on the sights and sounds you would experi-
ence if you were actually there until you literally feel the
same emotions. Next, picture yourself acting the way you’d
like to (i.e. calming your nerves and proceeding confi –
dently during a big presentation, dealing with someone
who pushes your buttons without losing your cool, etc.).
Imagine yourself doing and saying the right things and
allow yourself to feel the satisfaction and positive emotions
that come from this. Not a bad way to end the day, don’t
you think? Use this strategy nightly and incorporate new,
challenging situations as they surface.
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Clean Up Your Sleep Hygiene11
Self- management requires patience, fl exibility, and alert-
ness, which are the fi rst things to go when you don’t get a
good night’s sleep. Getting more sleep at night will proba-
bly help you manage yourself better, but not necessarily.
The critical factor for an alert, focused, and balanced mind
is the quality of your sleep, and for quality sleep you need
good sleep hygiene.
While you sleep, your brain literally recharges, shuffl ing
through the day’s memories and storing or discarding them
(which causes dreams), so that you wake up alert and
clear- headed. Your brain is very fi ckle when it comes to
sleep. It needs to move through an elaborate series of cycles
for you to wake feeling rested. You can help this along and
improve the quality of your sleep by following these steps
for good sleep hygiene:
1. Get twenty minutes of morning sunlight. Your eyes
need at least twenty minutes of pre- noon sunlight
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(cloudy days are fi ne) to reset your inner clock, which
makes it easier to fall asleep in the evening. The light
can’t be fi ltered by windows or sunglasses. So, take the
glasses off and crack your car windows on the way to
work, or fi nd some time to get outdoors before lunch-
time.
2. Turn off the computer at least two hours before bed-
time. The light of a computer screen right in front of
your face late at night is similar enough to sunlight that
it tricks your brain, making it diffi cult to fall asleep and
disruptive to the quality of your sleep.
3. Keep your bed for sleeping. The best way to check out
the moment you hit the mattress is to avoid working or
watching television in bed. Save your bed for sleep and
your body will respond.
4. Avoid caffeine, especially in the p.m. Caffeine has a
six-hour half- life. Have a cup of joe at eight a.m., and
you’ll still have 25 percent of the caffeine in your body
at eight p.m. Caffeine keeps you from falling asleep and
is extremely disruptive to the quality of your sleep. It’s
best avoided all together, or at least taken in small
amounts and only before noon.
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Focus Your Attention on Your
Freedoms, Rather than Your
Limitations
12
Life isn’t fair . . . there’s nothing you can do about it . . . it isn’t
up to you. Moms and dads tend to beat these mantras into
their children’s heads as if there were some secret Mommy
and Daddy Handbook that instructed them to do so. What
your folks forgot to explain is that you always have a choice—
a choice in how you respond to what’s before you. Even when
you can’t do or say anything to change a diffi cult situation,
you always have a say in your perspective of what’s happen-
ing, which ultimately infl uences your feelings about it.
Many times you can’t change a situation or even the
parties involved, but that doesn’t mean it’s time for you to
give up. When you fi nd yourself thinking that you have no
control, take a closer look at how you are reacting to the
situation itself. Focusing on restrictions is not only demor-
alizing—it helps negative feelings surface that confi rm your
sense of helplessness. You must take accountability for what
you have control over, and focus your energy on remaining
fl exible and open- minded in spite of the situation.
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Stay Synchronized13
FBI agents spend much of their time trying to fi gure out
whether suspects are lying. They study body language, voice
infl ections, and eye contact. The biggest clue that someone
is lying occurs when synchrony—body language that matches
the emotions being expressed—is absent.
Synchrony is also an important tool for effective
self- managers. When you are doing a good job of managing
your emotions, your body language will fi t the emotional
tone of the situation. When you can’t keep your body lan-
guage in check, it is a clear sign that your emotions are
getting the best of you.
When a commercial airliner crash- landed safely in New
York’s Hudson River in 2009, the pilot, Chelsea “Sully”
Sullenberger, saved every soul onboard by making sure the
plane hit the water at the exact angle and speed needed to
avoid breaking up upon impact. To accomplish this, he
silenced the alarm bells going off in his head and the fear
he was feeling. He kept his composure by directing his
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attention away from fear and onto landing the plane. He
kept his emotions from taking the controls, even though he
knew the chances for survival were slim.
On most days, you won’t be crash- landing airplanes,
but, if you’re like most people, you’ll have moments where
your emotions are getting the better of you. To keep your-
self synchronized, direct your attention away from your
emotions and on to the task at hand.
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Speak to Someone Who is Not
Emotionally Invested in Your
Problem
14
When problems arise, your brain is constantly thinking,
constantly sorting and analyzing information to decide the
best course of action. The problem is, the only information
your brain has to go on is what you’ve given it—what you’ve
seen before and what’s happening now. The way our minds
are structured, it’s far too easy to get stuck in a single train
of thought. Allow this to happen and you’re severely limit-
ing your options.
It’s no wonder that it can be such a relief to talk to
someone when you are feeling confused or emotional about
a situation. Not only is it helpful to talk to someone who
cares about how you are feeling, but new perspectives open
up additional avenues for you to explore.
When a diffi cult situation surfaces, seek out someone
whom you trust and feel comfortable with who is not per-
sonally affected by your situation. Use this person as a
sounding board for what you’ve experienced and what you
are thinking and feeling about the troubling situation.
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Their unique perspective will help you to see things differ-
ently, and expand your options.
Choose your third party wisely. The people you invite
to help you shouldn’t have a vested interest in the situation.
The more your “counselors” are personally affected by the
situation, the more their perspectives are going to be tainted
by their own needs and feelings. The opinions of people
directly affected by your situation will only muddy the wa-
ters for you and should be avoided at all costs. You should
also avoid someone you know will simply agree with you.
While their support feels good, it keeps you from seeing the
entire picture. Sitting down with a potential devil’s advo-
cate may irk you in the moment, but you’ll fare far better
having seen things from a unique perspective.
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Learn a Valuable Lesson from
Everyone You Encounter15
Think back to a time when a conversation immediately put
you on the defensive. There you were, forcefully gripping
your sword and shield, ready to do battle. Maybe someone
criticized you, or a colleague disagreed with you strongly,
or perhaps someone questioned your motives. As odd as it
may sound, in moments like these you are missing out on
a valuable opportunity to learn from other people. Ap-
proaching everyone you encounter as though they have
something valuable to teach you—something that you will
benefi t from—is the best way to remain fl exible,
open- minded, and much less stressed.
You can do this with pretty much any situation that
happens in your life. Let’s say you are driving to work and
someone cuts you off and then swerves around a corner and
motors off in another direction. Even this inconsiderate
jerk has something to teach you. Perhaps you need to learn
to have more patience with irritating people. Or it may
make you grateful that you are not in such a hurry. It is
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much more diffi cult to get angry, defensive, and stressed
when you are trying to learn something from the other
party.
The next time you fi nd yourself caught off-guard and
on the defensive, embrace this opportunity to learn some-
thing. Whether you learn from the other person’s feedback,
or just from how they are behaving, keeping this perspec-
tive is the key to keeping yourself in control.
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Put a Mental Recharge into
Your Schedule16
The physical benefi ts of exercise are obvious, and there al-
ways seems to be someone—a doctor, a friend, an article—
reminding us that we need to do it more. What most
people don’t realize is how critical exercise and other relax-
ing and recharging activities are to the mind. If you want
to become an adept self- manager, you need to give your
mind a fi ghting chance, and a lot of this, surprisingly, comes
down to how you treat your body.
When you take time out of your day to get your blood
fl owing and keep your body healthy, it gives your mind an
important break—the most signifi cant rest and recharge
you can give your brain beyond sleep. While intense phys-
ical activity is ideal, other more relaxing and equally in-
vigorating diversions can also have a great effect on your
mind. Yoga, massage, gardening or a stroll through the
park are all relaxing ways to give your mind a breather.
These activities—though none more so than vigorous ex-
ercise—release chemicals in your brain like serotonin and
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endorphins that recharge it and help to keep you happy
and alert. They also engage and strengthen areas in your
brain that are responsible for good decision- making, plan-
ning, organization, and rational thinking.
For most of us the biggest challenge in implementing
this strategy is fi nding the time to squeeze these things into
our day. They tend to tumble down our priority list as
work, family, and friends monopolize our days. If you rec-
ognize recharging your mind for what it is—a maintenance
activity that’s as important to your brain as brushing your
teeth is for your mouth—it’s easier to schedule it into your
calendar at the start of the week, rather than waiting to see
if you fi nd the time. If you want to improve your
self- management skills, implementing this strategy will be
well worth the effort.
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Accept That Change is Just
around the Corner17
. . . admit to yourself
that even the most
stable, trusted facets
of your life are not
completely under your
control.
None of us is born with a crystal ball that predicts the
future. Since you can’t foresee every change and every ob-
stacle that life throws in your path, the key to navigating
change successfully is your perspective before changes even
surface.
The idea here is to prepare for change. This is not so
much a guessing game where you test your accuracy in an-
ticipating what’s next, but rather thinking through the con-
sequences of potential changes
so that you aren’t caught off
guard if they surface. The fi rst
step is to admit to yourself that
even the most stable, trusted
facets of your life are not com-
pletely under your control.
People change, businesses go through ebbs and fl ows, and
things just don’t stay the same for long. When you allow
yourself to anticipate change—and understand your options
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if changes occur—you prevent yourself from getting bogged
down by strong emotions like shock, surprise, fear and dis-
appointment when changes actually happen. While you’re
still likely to experience these negative emotions, your ac-
ceptance that change is an inevitable part of life enables you
to focus and think rationally, which is critical to making the
most out of an unlikely, unwanted or otherwise unforeseen
situation.
The best way to implement this strategy fully is to set
aside a small amount of time either every week or every
other week to create a list of important changes that you
think could possibly happen. These are the changes you’ll
want to be prepared for. Leave enough room below each
change on your list to write out all the possible actions you
will take should the change occur. And below that, jot
down ideas for things that you can do now to prepare for
that change. What are the signs that you can keep an eye
out for that would suggest the change is imminent? Should
you see these signs, is there anything you can do to prepare
and soften the blow? Even if the changes on your list never
come to fruition, just anticipating change and knowing
what you’d do in response to it makes you a more fl exible
and adaptive person overall.
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7
SOCIAL AWARENESS
STRATEGIES
Have you ever had a coworker approach you, and with-out you saying anything, he understood what kind of
day you were having and where your mind was wandering?
He knew you must have come from a meeting with so- and- so
because he could “see it” all over your face. He knew it was
probably time to let you vent, instead of asking for that favor
he had in mind. He must have picked up on something.
Or how about that waitress who seems to “just know”
what each of her customers need: one couple is in their own
world and prefers to be alone; another couple welcomes
some fresh conversation from a new person, while another
table wants professional and polite service, minus the small
talk. Everyone’s sitting at a table to eat and drink and be
served, and yet there’s so much below the surface that makes
each table unique. How does she quickly size up these tables
and know their needs?
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Both this perceptive coworker and the waitress have a
high level of social awareness, a skill they use to recognize
and understand the moods of other individuals and entire
groups of people. Though these two may be seasoned vet-
erans at this, it is a skill that they most likely learned and
practiced over time.
Instead of looking inward to learn about and under-
stand yourself, social awareness is looking outward to learn
about and appreciate others. Social awareness is centered on
your ability to recognize and understand the emotions of
others. Tuning into others’ emotions as you interact with
them will help you get a more accurate view of your sur-
roundings, which affects everything from relationships to
the bottom line.
To build your social awareness skills, you will fi nd your-
self observing people in all kinds of situations. You may be
observing someone from afar while you’re in a checkout
line, or you may be right in the middle of a conversation
observing the person to whom you are speaking. You will
learn to pick up on body language, facial expressions, pos-
tures, tone of voice, and even what is hidden beneath the
surface, like deeper emotions and thoughts.
One of the intriguing things about building an acute
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sense of social awareness is that emotions, facial expres-
sions, and body language have been shown to translate
across many different cultures. You can use these skills
wherever you are.
The lens you look through must be clear. Making sure
you are present and able to give others your full attention
is the fi rst step to becoming more socially aware. Looking
outward isn’t just about using your eyes: it means tapping
into your senses. Not only can you fully utilize your basic
fi ve senses, but you can also include the vast amount of
information coming into your brain through your sixth
sense, your emotions. Your emotions can help you notice
and interpret cues other people send you. These cues will
give you some help in putting yourself in the other person’s
shoes.
The 17 strategies in this section will help you tackle the
obstacles that get in your way and provide you with a help-
ing hand when the going gets tough. You can only attend
to so much, so it’s critical to pick up on the right signals.
These proven social awareness strategies will help you do
just that.
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SOCIAL AWARENESS STRATEGIES
1. Greet People by Name
2. Watch Body Language
3. Make Timing Everything
4. Develop a Back- Pocket Question
5. Don’t Take Notes at Meetings
6. Plan Ahead for Social Gatherings
7. Clear Away the Clutter
8. Live in the Moment
9. Go on a 15-minute Tour
10. Watch EQ at the Movies
11. Practice the Art of Listening
12. Go People Watching
13. Understand the Rules of the Culture Game
14. Test for Accuracy
15. Step into Their Shoes
16. Seek the Whole Picture
17. Catch the Mood of the Room
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1 Greet People by Name
Maybe you’ve been named after a special relative or family
friend, or maybe you have a nickname that abbreviates your
long last name. Whatever the story is behind your name,
it’s an essential part of your identity. It feels so good when
people use your name and remember it.
Greeting someone by name is one of the most basic and
infl uential social awareness strategies you can adopt. It’s a
personal and meaningful way
to engage someone. If you have
a tendency to withdraw in so-
cial situations, greeting some-
one by name is a simple way to
stick your neck out; using
someone’s name breaks down
barriers and comes across as warm and inviting. Even if you
are a social butterfl y, greeting people by name is a strategy
to live by.
Enough said about the value of greeting by name. Now
Whatever the story is
behind your name, it’s
an essential part of
your identity. It feels so
good when people use
your name and
remember it.
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let’s talk about following through. If names are usually on
the tip of your tongue, you claim to be “great with faces,
but not names,” or you can’t seem to remember anyone’s
name 30 seconds after you hear it—make this the month
to practice saying, “Hello, [name],” to someone each time
you enter a room and to those you’re introduced to. Re-
membering a person’s name is a brain exercise—practice
may be required. If a name sounds unusual to you, ask the
person to spell it for you so you can picture the name writ-
ten. This will help you remember it later. Be sure to use the
person’s name at least twice during the conversation.
Greeting people by their names not only acknowledges
them as the essence of who they are, but also allows you to
remain connected to them in more than just a superfi cial
way. By making it a goal to remember someone’s name
when you meet or greet him or her, you are focusing your
mind, which will only increase your awareness in social
situations.
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2 Watch Body Language
Ask professional poker players what they study most care-
fully about their opponents, and they will tell you they look
for small changes in behavior that indicate a player’s confi –
dence in his hand.
They check posture, eye movement, hand gestures, and
facial expressions. The confi dent player with bravado is
often the bluff, while the quiet hand is the royal fl ush wait-
ing to sneak up from behind. For professional poker play-
ers, reading body language is a matter of winning or going
home empty- handed. Acute social awareness skills literally
make or break them.
It’s just as important for us to become expert readers of
body language; we’ll know how people are really feeling and
can plan an appropriate response. To get a complete read
from a person, do a head- to- toe body language assessment.
Start with the head and face. The eyes communicate more
than any other part of the human anatomy. You can get a
lot of information from them, but be careful not to stare.
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Maintained eye contact can show if a person is trustworthy,
sincere, or caring. Shifty eyes or too much blinking can
suggest deception. People whose eye movements are relaxed
yet attentive to the person they are conversing with are
more sincere and honest.
Next, look at the person’s smile. Is it authentic or
forced? Researchers can tell the difference. They look for a
crinkle of skin in the corner of the eyes, and if it is not
there, the smile is probably fake. Authentic smiles change
rapidly from a small facial movement to a broad open ex-
pression.
Once you’ve fi nished with the face, move to the shoul-
ders, torso, and limbs. Are the shoulders slouched or held
naturally upright? Are the arms, hands, legs, and feet calm
or fi dgety? The body communicates nonstop and is an
abundant source of information, so purposefully watch
body language during meetings, friendly encounters, and
fi rst introductions. Once you tune into body language, its
messages will become loud and clear, and you’ll soon notice
cues and be able to call someone’s bluff.
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3 Make Timing Everything
You’ve probably heard the phrase “timing is everything” to
explain hundreds of situations and scenarios. When dealing
with people and their emotions, timing really is everything.
You don’t ask for a raise when business is not going well,
you don’t try to correct someone who feels threatened by
you, and you don’t ask for a favor when someone is under
a lot of stress or angry.
To practice your timing as it relates to social awareness,
start working on your timing with asking questions. The
goal is to ask the right questions at the right time with the
right frame of mind, all with your audience in mind.
Just think about how it would go over if you were talk-
ing with a colleague who is venting about her spouse. She
is concerned about her marriage, and is showing more emo-
tion than ever. As a response, you blurt out the question,
“Have you thought about what ideas you have for the proj-
ect proposal yet?” She stares at you blankly and is
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blindsided by your question. Her face drops. The conversa-
tion is
over.
In this case, the timing, the question, and the frame of
mind were wrong. You asked the right question at the right
time for you; but the time and frame of mind of the other
person were way off. Remember, this isn’t about you—it’s
about the other person. An appropriate question at that
time for her frame of mind would have been, “Is there any-
thing I can do for you?” Most likely, she would’ve appreci-
ated your concern, and calmed down. At that point, you
could’ve gently asked your question, most likely acknowl-
edging that the timing was still a little off.
As you practice your timing, remember that the key to
social awareness is focusing on others, instead of on your-
self, so that you can be more effective.
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4 Develop a Back- pocket Question
Sometimes conversations just don’t go as planned. Either
the other person isn’t talking as much as you expected, or
you are getting one- word answers. A 10-second chunk of
silence feels like an eternity; you cringe because it is so
awkward. You need to pull something out of your back
pocket fast. How about a handy back- pocket question?
A back- pocket question is what you use just in case to
bail you out of any awkward silence or uncomfortable mo-
ment. This social awareness strategy buys you time so you
can get to know someone better and shows the other person
that you are interested in his or her thoughts, feelings, and
ideas. It can be something like: “What do you think about
[fi ll in blank]?” Pick from a handful of issues that require
some explanation like work or current events, but avoid
politics, religion, and other potentially sensitive areas.
The versatile conversationalist knows exactly when to
pull out his or her back- pocket question—the conversation
needs a kick start, and you’re just not ready to give up yet.
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It may feel like an abrupt subject change. Don’t worry; if it
injects life into the conversation, you’ve done well. If there’s
still dead air, it might be time to politely include someone
else in the conversation or excuse yourself to refi ll your
beverage.
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5 Don’t Take Notes at Meetings
It’s been hammered into our heads that if we want to be
successful, we need to learn to juggle a hectic workload
and take on more and more. With multi- tasking, the
more you can juggle, the more successful you are, right?
Wrong. Multi- tasking actually sacrifi ces your quality of
work, as the brain is simply incapable of performing at a
high level in multiple activities at once.
Let’s say you’re in a meeting where several ideas are
being shared. Pros and cons of each idea are tossed about
the room. Though the notes are being captured on fl ip-
charts, you prefer to take your own so you don’t miss any
details. As you fi nish your last thoughts, suddenly Oscar’s
voice shifts abruptly from an even tone to one that’s clearly
annoyed. A terse exchange between Oscar and Melinda
ensues. You review your notes and can’t fi nd the cause of
this shift. What just happened? You missed critical de-
tails.
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By having your head focused on your tablet and your
hand scribbling away, you miss the critical clues that shed
some major light on how others are feeling or what they
may be thinking. Someone who wants the whole story
and complete picture observes others without the distrac-
tion of phones, typing, or writing. Instead, he or she
simply observes. Remember, the main goal of social aware-
ness is to recognize and understand how others are think-
ing and feeling. To do this, you need to focus on other
people.
A great place to observe others is at meetings. There’s
already a captive audience, and
usually there’s minimal distrac-
tion with email and phone—
but there’s the mighty pen. At
your next meeting, don’t take
notes. Instead, look at each per-
son’s face and notice his or her
expressions. Make eye contact
with whoever is speaking. You
will feel more engaged and focused on others, and pick up
on things that pen and paper surely miss.
By having your head
focused on your tablet
and your hand
scribbling away, you
miss the critical clues
that shed some major
light on how others are
feeling or what they
may be thinking.
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Note- taking certainly has its value. But it doesn’t have
to be your modus operandi, either. If you need to take notes
for practical purposes, temporarily stop at intervals to prac-
tice observation.
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6 Plan Ahead for Social Gatherings
Picture yourself leaving a dinner party. You can’t believe you
forgot to bring the bread. You spent at least 10 minutes at
the party beating yourself up over it, and another 15 taking
ribbing from your breadless yet good- natured friends. As
you put your keys in the ignition, you suddenly remember
that you wanted to get Jack’s business card to call him about
a marketing venture, but the “bread incident” got you off
track. Then there’s Kate. She seemed down throughout din-
ner. Why didn’t you ask her about it when you were
there?
You planned to attend this dinner, but did you plan for
it? Planning ahead for an event can be your saving grace,
whether the event’s a dinner party or a meeting for work.
If you walk through the door with a plan, you free up your
mental energy and brainpower so you can focus on the
present moment.
The next time you RSVP for an event, in your next
breath remind yourself to plan. On an index card, list who
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is going to be at the event and list any talking points or to
do’s. Don’t be shy—carry the list with you!
Now let’s replay the former party scenario, but this time
with your plan on paper and in tow. After you arrive, you
give the host that promised loaf of bread. Check. You spot
Jack in the kitchen, and move toward him to fi t in a quick
chat and request that business card. Check. With that done,
you notice that Kate is off—she looks somber. You notice
right away, not as an afterthought while you drive home.
You immediately address the alarm in your brain and pull
Kate aside to see if she needs to talk. She appreciates your
concern, smiles, and shares her story. With that, you both
return to the group and enjoy the meal in front of you.
A bit of planning will not just prepare you for the event;
planning will also help you enjoy the event more because
you’ll be less stressed and more present while you’re there.
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7 Clear Away the Clutter
To be socially aware, you must be socially present and re-
move distractions—especially the ones inside your head.
These internal distractions are much like clutter in your
garage or closet—there’s useful stuff in there, but it’s
crowded and hard to get to what you need. The solution:
clear away the clutter.
There are a few culprits that are worthy of spring clean-
ing. First, we all have conversations and chatter going on
inside our heads; we talk to ourselves constantly. We’re so
busy having these internal chats that we tune the outside
world out—which is counterproductive to social awareness.
The second culprit is a process where we form our responses
while the person we’re talking with is still in fact talking.
This, too, is counterproductive—it’s tough to listen to
yourself and the other person fully.
To clean up this internal clutter, there are some simple
steps to follow. When you are in a conversation, don’t inter-
rupt the other person until he or she is completely fi nished.
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Next, to squelch the voice that is planning your response,
it’s important to catch yourself in the act; and when you do,
stop yourself and clear away the clutter. Now refocus your-
self on the person’s face and words. If you need to, physi-
cally lean toward the speaker to focus your body into the
conversation. This awareness proves you’re making progress
because, at one time, you didn’t realize this pattern ex-
isted.
Remind yourself that you are in the conversation to
listen and learn something, not to wow the other person
with your insightful remarks. As you continue to be aware
of your clutter and clear it, you’ll become better at quiet-
ing your inner thoughts, and your listening skills will
sharpen.
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8 Live in the Moment
There’s no one better at living in the moment than a child.
A child does not think about what happened yesterday or
what he’s going to do later today. In the moment, he is
Superman, and while he is fi ghting the bad guys, nothing
else in the world exists.
Adults, on the other hand, worry about the past (Oh, I
should not have done that) and stress about the future (How
am I going to handle this tomorrow?). It’s impossible to focus
on the present while the future and the past loom. Social
awareness requires that you live in the moment as naturally
as a child does, so you can no-
tice what’s happening with oth-
ers right now.
Make being in the present
moment a habit; it will only lift
your social awareness skills.
Starting this month, if you are
at the gym, then be at the gym.
Remember, planning
the future and
refl ecting on the past
are valuable exercises,
but doing this
throughout your day
interferes with what is
in front of you—your
present.
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If you are at a meeting, be at the meeting. Wherever you
are, be as present as possible so that you see the people
around you and experience life in the moment. If you
catch yourself being somewhere else mentally, snap back to
the present. Remember, planning the future and refl ecting
on the past are valuable exercises, but doing this through-
out your day interferes with what is in front of you—your
present.
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9 Go on a 15-minute Tour
Didn’t someone say that life is about the journey, not the
destination? To become socially aware, we need to remem-
ber to enjoy the journey and notice people along the way.
When you are focused only on getting to the next meeting,
starting your next class period, seeing the next patient,
making it to all your client sites, or hurrying to send an
email, you’re missing all of the people between Points A
and B.
To commit some time to the journey, take some time
to walk around where you work and notice your surround-
ings. Going on a short tour will help you get in tune with
other people and their emotions, and refocus your atten-
tion on some of the smaller yet critical social clues that exist
right under your nose.
During any workday, take just 15 minutes to observe
things you’ve never noticed before. Things to look for in-
clude the look and feel of people’s workspaces, the timing
of when different people move around the offi ce, and which
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people seek interaction versus those who stay at their desks
all day.
After your fi rst observation tour, select a different day
to tour your workspace for moods. Other people’s moods
can provide you with critical hints about how things are
going both individually and collectively. Notice what peo-
ple may be feeling or how they make you feel when you
drop by to talk briefl y. Also observe the overall mood in the
offi ce or the school, patient care area, manufacturing
fl oor—whatever your work area looks like. Focus intently
on what you see, hear, and pick up on in other people.
Schedule 15 minutes to tour your workplace twice a
week for a month. On the days you tour, be sure to avoid
making too many assumptions or conclusions—just simply
observe. You’ll be amazed at what you see along the way.
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Watch EQ at the Movies10
Hollywood. It’s the entertainment capital of the world
known for glitz, glamour, and celebrity. Believe it or not,
Hollywood is also a hotbed of EQ, ripe for building your
social awareness skills.
After all, art imitates life, right? Movies are an abundant
source of EQ skills in action, demonstrating behaviors to
emulate or completely avoid. Great actors are masters at
evoking real emotion in themselves; as their characters are
scripted to do outrageous and obvious things, it’s easy to
observe the cues and emotions on- screen.
To build social awareness skills, you need to practice
being aware of what’s happening with other people; it
doesn’t matter if you practice using a box offi ce hero or a
real person. When you watch a movie to observe social
cues, you’re practicing social awareness. Plus, since you are
not living the situation, you’re not emotionally involved,
and the distractions are limited. You can use your mental
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energy to observe the characters instead of dealing with
your own life.
This month, make it a point to watch two movies spe-
cifi cally to observe the character interactions, relationships,
and confl icts. Look for body language clues to fi gure out
how each character is feeling and observe how the charac-
ters handle the confl icts. As more information about the
characters unfold, rewind and watch past moments to spot
clues you may have missed the fi rst time. Believe it or not,
watching movies from the land of make- believe is one of
the most useful and entertaining ways to practice your so-
cial awareness skills for the real world.
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11 Practice the Art of Listening
This sounds basic, almost too basic to mention, but listen-
ing is a strategy and a skill that is losing ground in society.
Most people think they are good listeners, but if adults
played “the Telephone Game” today, how accurate would
the fi nal message be? Listening requires focus, and focus
isn’t easy because we’re stretched in several directions.
Listening isn’t just about hearing words; it’s also about
listening to the tone, speed, and volume of the voice. What
is being said? Anything not being said? What hidden mes-
sages exist below the surface? You may have sat through a
speech or presentation where powerful words were chosen,
but the tone, speed, or volume didn’t match the power of
the words. Instead, these likely matched the speaker’s frame
of mind.
Here’s the strategy to practice: when someone is talking
to you, stop everything else and listen fully until the other
person is fi nished speaking. When you are on a phone call,
don’t type an email. When your son asks you a question,
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put your laptop down and look at him while you respond.
When you’re eating dinner with your family, turn off the
TV and listen to the conversation around the table. When
you’re meeting with someone, close the door and sit near
the person so you can focus and listen. Simple things like
these will help you stay in the present moment, pick up on
the cues the other person sends, and really hear what he or
she is saying.
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12 Go People Watching
Sometimes all you want to do is just sit back and watch the
world go by—or, in this case, people. Sit back at a table at
your local coffee shop and just observe all the people going
in and out with their grande, non- fat, extra- hot lattes or the
couples walking hand- in- hand on the street: you are actu-
ally engaging in one of the most effective social awareness
strategies yet.
When you take the time to observe, you will notice
people reveal their moods. Watch how people interact with
each other in the line at the local coffee shop, grocery store,
or other public places: these are great practice arenas. You
will see people looking at shelves in stores, and the pace at
which they move. You can keep a safe distance and use this
as a trial run in spotting the body language or nonverbal
cues to tip you off to what people are feeling or thinking.
People watching is a safe way for you to pick up on
signals, observe interactions, and fi gure out underlying mo-
tivations or emotions without entering into the interaction
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yourself. Being able to identify moods and emotions of oth-
ers is a huge part of social awareness, and often, these are
things that fl y under your radar. So, in the next week, head
out to your local coffee shop, grab a beverage that strikes
your fancy, and get comfortable—because it’s the perfect
place to work on social awareness.
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13 Understand the Rules of the Culture Game
Social awareness extends beyond just picking up on another
person’s emotional cues. Let’s say you start a new job at a
company. To be successful, you will need to learn how
things are done in this company’s culture. You are assigned
to share an offi ce with Lac Su. To be successful with Lac,
you’ll also need to learn how Lac’s cultural and family back-
ground infl uences his expectations of you as an offi ce mate.
You can’t interpret his actions or reactions until you learn
Lac’s rules of the game.
Rules? Much of doing and saying the right things in
social situations comes from understanding the rules of the
culture game. Our world is a melting pot of vastly different
cultures. These cultures interact, live, and conduct business
with each other according to very specifi c rules. There is no
way around it, and it is a requirement to learn how to be-
come emotionally intelligent across cultures.
The secret to winning this culture game is to treat
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others how they want to be treated, not how you would
want to be treated. The trick is identifying the different
rules for each culture. To make matters even more compli-
cated, the rules you should be watching for and mastering
include the rules not only of ethnic culture but also of fam-
ily and business culture.
How do you go about mastering multiple sets of rules
at once? The fi rst step is to listen and watch even more and
for a longer period of time than you would with people
from your own culture. Collect multiple observations and
think before you jump to conclusions. Consider yourself
new in town, and before you open your mouth and insert
your foot, observe other people’s interactions. Look for
similarities and differences between how you would play
the game versus how others are playing it.
Next, ask specifi c questions. This may require talking
in settings outside meetings or on the sidelines. Many cul-
tures, both business and ethnic, value social interaction
around meals before getting down to business. There is wis-
dom in this approach because social interaction raises social
awareness for both parties and prepares them for playing by
the rules of the game.
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14 Test for Accuracy
Even the most socially aware people have off- days or situa-
tions they can’t quite read. Maybe there’s so much interfer-
ence and activity with people or the room that it’s diffi cult
to get a good reading in the midst of the hectic pace. Or
perhaps these socially aware people are almost sure they
know what’s going on but need some validation of their
observations. In these cases, there’s a social awareness strat-
egy to get the answers you need: just ask.
Just ask? Remember, there’s no such thing as a silly ques-
tion. Whether you’re a novice or an expert in social aware-
ness, we all need to confi rm social observations at some
point. The best way to test your accuracy is to simply ask if
what you’re observing in people or situations is actually
what’s occurring.
Maybe you have run into Steve at work and noticed
that he has a sullen look on his face with his head hang-
ing low and his eyes never looking up from the ground.
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You ask how he is doing, and he says he is doing “just
fi ne.”
Your evidence is telling you otherwise—he says he’s
fi ne, but he doesn’t appear to be fi ne. In this moment,
ask a refl ective question to clarify what you are seeing.
Say something like, “It looks like you are feeling down
about something. Did something happen?” Simply stat-
ing what evidence you see (it looks like you are feeling
down) and asking a direct question (did something hap-
pen?) is a refl ective statement at its best. You will likely
hear whatever he wants you to know for now; but you’ve
reached out to Steve and let him know that you are
interested.
Another type of question that tests for accuracy fo-
cuses on unspoken messages—or what wasn’t necessarily
said. Since people don’t always openly and directly say
how they feel about something, they’ll drop hints. If you
feel comfortable asking, this is a great opportunity to
see if you picked up on the hints and what you think
they meant. You will also have the opportunity to catch
your mistakes if you’ve jumped to conclusions or missed
a cue.
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Testing your observations for accuracy will ultimately
give you a keener understanding of social situations, and
help you pick up on cues that usually fl y under the radar.
If you don’t ask, you’ll never be sure.
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15 Step into Their Shoes
Actors do this all the time—they walk in characters’ shoes
for a living. Actors channel the same emotions and feelings,
embodying the minds and motivations of the characters.
It’s how actors with great, healthy upbringings are able to
play the most convincing, dysfunctional characters—and
vice versa. After actors’ work is complete, instead of com-
plaining about the process, they often report that they come
to appreciate the characters they inhabit—even if it’s the
bad guy.
Walking in the shoes of another is social awareness at
its best—and it’s not just for actors. It’s for all of us who
want to gain perspective and a deeper understanding of
others, improve our communication, and identify prob-
lems before they escalate. If you don’t think you need this,
when was the last time you thought, I wish I had known
that Jane felt that way. If you’re wishing, it’s already too late;
wouldn’t it be more useful to catch Jane sooner in the situ-
ation?
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To practice this strategy, you need to ask yourself ques-
tions that start with, “If I were this person . . .” Let’s say
you’re in a meeting and someone puts Jim on the spot,
questioning decisions he made on a project that had issues.
If you were the one who had to answer the question, your
tendencies would put you on the defensive. But, remember,
this isn’t about you—it’s now about Jim. Put away your
own beliefs, emotions, thinking patterns, and tendencies—
it’s about experiencing this situation as Jim. Ask yourself, If
I were Jim, how would I respond to this question? To answer
this, use your previous history with Jim to help you under-
stand him: how he’s reacted in similar situations in the past,
how he deals with being put on the spot, how he handles
himself in groups and one- on- one. How did he act, and
what did he say? This is all critical information.
How do you know if you’re on target? If you’re comfort-
able with Jim and the timing is right, approach him after
the meeting and test your thoughts. If you’re not comfort-
able with Jim, practice using another situation with some-
one else and test your thoughts. The more you practice and
get feedback, the more comfortable you’ll become in the
shoes of others.
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Seek the Whole Picture16
Since we see ourselves through our own rose- colored glasses,
chances are we’re seeing only part of the picture. If you had
the opportunity, would you be willing to see yourself
through the eyes of those who know you best? Looking
outward and seeking this feedback are key to social aware-
ness, because this gives us the chance to see how others view
us—to see the whole picture.
Taking advantage of this opportunity requires courage
and strength to invite your fans, as well as your critics, to get
down to the nitty- gritty and honestly share their percep-
tions of you. What if they’re wrong? What if they’re harsh?
What if they’re right?
Regardless of the answers, their perceptions matter be-
cause others’ opinions of you infl uence you and your life.
For example, if people think you are passive in meetings
when you simply need time to think before speaking, their
perceptions begin to shape what opportunities are offered
to you. Soon your boss is passing you over for chairing a
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committee because you are perceived as passive instead of
thoughtful.
The best method for seeing how others perceive you is
simple and powerful. For matters of EQ, you can send a
360-degree survey that asks you and other people questions
about your self- awareness, self- management, social aware-
ness, and relationship management skills. The result is a
complete picture of your own and others’ perceptions. Be-
lieve it or not, what others say about you is usually more
accurate than what you think about yourself. Nonetheless,
whatever these perceptions are, becoming aware is impor-
tant so you know how they will shape you.
Muster some of that strength and gather other people
to help you out in understanding yourself a bit more
through their eyes. Other than becoming a fl y on the wall
or videotaping yourself, this is what it takes to see yourself
in action through the eyes of others.
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17 Catch the Mood of the Room
Once you’ve mastered reading the cues and emotions of
other people, you’re ready to read an entire room. It may
sound daunting, but it’s what you’ve already learned about
social awareness—just on a larger scale.
Essentially, there are two ways to pick up the mood of
an entire room. First, you can rely solely on your gut in-
stincts. Emotions are contagious, meaning they spread from
one or two people until there’s
a palpable and collective mood
that you will feel at some level.
For example, imagine walking
into a room of 125 entrepre-
neurs who are networking and
sharing their ideas. It’s pretty
likely that there would be ex-
citement and positive energy there, and it wouldn’t take
long to become aware of it. You’d hear their voice levels and
tones, and see the focused and interested posture and body
Emotions are
contagious, meaning
they spread from one
or two people until
there’s a palpable and
collective mood that
you will feel at some
level.
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language. Now imagine walking into a room of 125 people
waiting to be chosen for jury duty. The room is quiet; peo-
ple are trying to distract themselves with reading material,
music, and anything else to pass the time. Even though it’s
our civic duty to attend, hardly anyone wants to be there.
The two moods are like night and day.
Here’s how you can catch the mood of the room. When
you enter the room, scan it and notice whether you feel and
see energy or quiet, subdued calm. Take notice of how peo-
ple are arranging themselves—alone or in groups. Are they
talking and moving their hands? Are some more animated
than others? What is your gut telling you about them?
Another way to read the mood of the room is to bring
along a more experienced guide, much like you would on
an African safari. Your guide should be a socially aware
expert willing to show you the ropes when it comes to tap-
ping into your instincts and picking up the room’s mood.
Shadow your guide and listen to what he feels and sees. Ask
what he senses and what clues gave the mood away. Eventu-
ally, you should be the one to take the lead. Size up the
room and share and compare your thoughts with your
guide. Through this exercise, you will soon pick up on
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observations like your guide does, in time doing so on your
own.
Human nature and behavior may not be that far from
what happens on the open African savannah. The sooner
you can hone your ability to spot safety, concern, or shifts
in moods in group settings, the more skilled you will be in
maneuvering through the social wilds of your life.
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8
RELATIONSHIP MANAGEMENT
STRATEGIES
Most people have a spring in their step and put their best foot forward when they are in a new relation-
ship (work or otherwise), but they stumble and lose their
footing trying to maintain relationships over the long term.
Reality soon sets in that the honeymoon phase is offi cially
over.
The truth is, all relationships take work, even the great
ones that seem effortless. We’ve all heard this, but do we
really get it?
Working on a relationship takes time, effort, and
know- how. The know- how is emotional intelligence. If you
want a relationship that has staying power and grows over
time, and in which your needs and the other person’s needs
are satisfi ed, the fi nal EQ skill—relationship manage-
ment—is just what the doctor ordered.
Thankfully, these relationship management skills can
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be learned, and they tap into the three other EQ skills that
you’re familiar with— self- awareness, self- management, and
social awareness. You use your self- awareness skills to notice
your feelings and judge if your needs are being satisfi ed.
You use your self- management skills to express your feelings
and act accordingly to benefi t the connection. Finally, you
use your social awareness skills to better understand the
other person’s needs and feelings.
In the end, no man is an island; relationships are an
essential and fulfi lling part of life. Since you are half of any
relationship, you have half of the responsibility of deepen-
ing these connections. The following 17 strategies will help
you work on what’s critical to making relationships work.
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RELATIONSHIP MANAGEMENT
STRATEGIES
1. Be Open and Be Curious
2. Enhance Your Natural Communication Style
3. Avoid Giving Mixed Signals
4. Remember the Little Things That Pack a Punch
5. Take Feedback Well
6. Build Trust
7. Have an “ Open- door” Policy
8. Only Get Mad on Purpose
9. Don’t Avoid the Inevitable
10. Acknowledge the Other Person’s Feelings
11. Complement the Person’s Emotions or Situation
12. When You Care, Show It
13. Explain Your Decisions, Don’t Just Make Them
14. Make Your Feedback Direct and Constructive
15. Align Your Intention with Your Impact
16. Offer a “ Fix- it” Statement during a Broken
Conversation
17. Tackle a Tough Conversation
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1 Be Open and Be Curious
We can imagine a few readers thinking, “Oh brother, I
have to be open and curious with people at work? Can I
just work on my projects and what I was hired to do,
minus the touchy- feely stuff?” Actually, establishing, build-
ing, and maintaining relationships are all part of your
job—even if you work with just one other person. Main-
taining relationships may not be on your job description
and may not have even been discussed, but for you to be
successful, being open and curious is absolutely, unequivo-
cally part of your job.
Let’s explore what “open” means in terms of relation-
ship management. Being open means sharing information
about yourself with others. You can use your self- management
skills to choose how open you are and what you share, but
know that there’s a benefi t to opening up that may help you
with your choices: when people know about you, there’s
less room for them to misinterpret you. For example, if you
are particularly sensitive about showing up fi ve minutes
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early to meetings, and get annoyed when people stroll in at
the very beginning of the meeting or even a little late, some
people might interpret you as being uptight and rigid. If
you shared with these same people that you were in the
Marines for the fi rst years of your career, your coworkers
would understand and maybe even appreciate your sense of
timing and courtesy. Who knows, your punctuality might
even rub off!
Being an open book on your end isn’t the whole story
with managing a relationship—you also need to be inter-
ested in the other person’s story as well. In other words, you
need to be curious. The more you show interest in and
learn about the other person, the better shot you have at
meeting his or her needs and not misinterpreting them.
When you ask questions, draw from your social aware-
ness skills to choose an appropriate setting and time. Be
inquisitive in your tone—similar to how Santa Claus asks
a child what he’d like for Christmas. The opposite tone is
judgmental—think of someone who’s ever asked you a
question like, “Why on earth did you buy a motorcycle?”
or “You majored in philosophy? What did you plan to do
with THAT?”
When you ask questions and this person opens up, you
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will not only learn information that will help you manage
the relationship, but the other person will also appreciate
the interest shown in him or her. If you are beginning a new
relationship, in an established one, or even if you’re in a
rough patch, take a few minutes out of your day to identify
a few relationships that need some attention, and make
time to be open and curious with these people.
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2 Enhance Your Natural Communication Style
Whether it’s putting your two cents in when others are
talking to you or shying away from a disagreement, your
natural communication style shapes your relationships.
Now you have the opportunity to use your self- awareness,
self- management, and social awareness skills to shape your
natural style.
At the top of a page in a journal, describe what your
natural style is. You can call it whatever you would like.
Think about how your friends, family, and colleagues ex-
perience your style. Is it direct, indirect, comfortable, seri-
ous, entertaining, discreet, controlled, chatty, intense,
curious, cool, intrusive? You name it because you’ve likely
heard about it more than once.
On the left side of the paper, jot down the upsides of
your natural style. These are the things people appreciate
about how you interact with them. On the right side, list
the downsides or things that have created confusion, weird
reactions, or trouble.
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Once your list is complete, choose three upsides that
you can use more to improve your communication. Next,
choose three downsides, and think about ways you can ei-
ther eliminate, downplay, or improve them. Be honest with
yourself about what you will or won’t do. If you need help
fi guring out what will give you the biggest results, just ask
your friends, coworkers, and family for their suggestions.
Making your plan public will also build in accountability
that can help you make a lasting improvement in your re-
lationships.
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3 Avoid Giving Mixed Signals
We all rely on stoplights to safely direct us through intersec-
tions dozens of times each week. When the stoplights aren’t
working, and the lights either blink to proceed with caution
or are out altogether, the intersection transforms into an
every-man- for- himself situation. People are confused; and
when it’s their turn to cross, they gingerly look all ways
before moving ahead. With functioning stoplights, we have
confi dence in the system because it’s clear what we do—
stop on red, and go on green. It’s the same for signals that
we send to the people in our relationships.
Feelings express truth, and they have a way of rising to
the surface through our reactions and body language, de-
spite the words we choose. Telling your staff in a muted
voice and frowning face that they did a great job on the
product launch doesn’t match up; the words and the body
language are mixed. People trust what they see over what
they hear.
Even if you’re a good self- manager, your emotions rise
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to the surface. You experience many emotions every day,
and your brain can’t sort through every single one. When
you talk with someone, you may be saying one thing that’s
on your mind as your body reacts to an emotion you expe-
rienced minutes ago.
You confuse and frustrate others when you say one
thing and your body or tone say another. Over time, this
confusion will cause communication
issues that will affect your relation-
ships. To resolve the mixed signal
issue, use your self- awareness skills to
identify your emotions, and use your
self- management skills to decide which feelings to express
and how to express them.
Sometimes it might not be appropriate to match your
signals. Let’s say you become angry in a meeting and can’t
really show your emotion at that moment. Just put your
anger on the back burner for the moment, but don’t disre-
gard the feeling forever. Choose a time when you can ex-
press your anger: when it doesn’t work against you but
instead produces the most positive results. If your emotion
is strong enough and you can’t put off expressing it, your
best bet is to explain what’s happening (i.e., “If I seem
People trust
what they see
over what they
hear.
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distracted, it’s because I can’t stop worrying about a phone
call that went awry this morning”).
For the next month, pay close attention to matching
your tone and body language to what you are really trying
to say. Take mental note of those moments when you tell
someone that you are feeling fi ne, but your body, tone, or
demeanor is sending drastically different signals. When you
catch yourself sending a mixed signal, readjust to match it
or explain it.
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4 Remember the Little Things That Pack a Punch
It’s pretty obvious on any news channel, reality show, sit-
com, or newspaper that today’s media feed off the idea that
courtesy appears to be diminishing in modern society. With
the decline of good manners, there are fewer expressions of
appreciation. These days, in both personal and work- related
relationships, there are far too few “please’s,” “thank you’s,”
and “I’m sorry’s” being expressed.
Most workers will say that they never get thanked for
their contributions at work but yet will agree that hearing
“thank you,” “please,” or even “I’m sorry” can have a posi-
tive impact on morale.
Think about how often you really say “thank you,”
“please,” or “I’m sorry” when it is needed; if you don’t use
them often, it could be due to lack of time or habit, or
maybe even a bruised ego. Begin to make a habit of incor-
porating more of these phrases into your relationships. Or,
rather, please make it a habit to use more of these phrases
during your day. Thank you.
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5 Take Feedback Well
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Feedback is a unique gift. It’s meant to help us improve in
ways that we perhaps cannot see on our own. Since you
never know exactly what you are going to receive, however,
feedback is sometimes like opening up a present and look-
ing inside to fi nd a pair of tiger- striped socks with red se-
quins.
The element of surprise can catch us off guard, so we
need to use our self- awareness skills to prepare ourselves for
that moment. What do I feel when I am on the spot and
surprised? How do I show it? With that awareness, move on
to your self- management skills: what response should I
choose?
To help you receive feedback well, let’s break it down.
First, consider the source of your feedback. This person
probably has a relevant perspective—he or she knows you
and has seen your performance—and has an interest in see-
ing you improve.
As you receive feedback, turn on your social awareness
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skills to listen and really hear what is being said. Ask clarify-
ing questions and ask for examples to better understand the
person’s perspective. Whether you agree with what was said
or not, thank the person for his or her willingness to share,
because it takes almost as much grace to give feedback as it
does to receive it.
After you receive the feedback, use your self- management
skills to decide your next steps; don’t feel pressured to rush
into action. Time can help you absorb the underlying point,
sort out your feelings and thoughts, and help you to decide
what to do about the feedback. Remember the Emotion vs.
Reason list?
Receiving feedback is probably the hardest part of the
process. Once you decide what to do with the feedback,
follow up with plans. Actually making adjustments will
show the person who gave you feedback that you value his
or her comments. Take the person’s feedback seriously and
try what he or she suggested. There may be no better way
to solidify your relationship with him or her.
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6 Build Trust
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Have you ever been asked to “practice” trust? The exercise
looks like this: you have a partner, and you stand about fi ve
feet in front of the person with your back facing him. You
close your eyes, and on a count of three, you fall backward
toward the person so that he can catch you. When you’re
caught, everyone enjoys a laugh and is thankful neither
person wiped out. If only trust were a matter of good,
strong arms and steady balance.
An unknown author said, “Trust is a peculiar resource;
it is built rather than depleted by use.” Trust is something
that takes time to build, can be lost in seconds, and may be
our most important and most diffi cult objective in manag-
ing our relationships.
How is trust built? Open commu-
nication; willingness to share; consis-
tency in words, actions, and behavior
over time; and reliability in following
through on the agreements of the
“Trust is a
peculiar
resource; it is
built rather than
depleted by
use.”
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relationship, just to name a few examples. It’s ironic that,
for most relationships, a certain level of trust needs to be
present in order for you to develop trust.
To build trust, use your self- awareness and self-
management skills to be the fi rst to lay some of yourself on
the line and share something about you. Remember, you
should share parts of yourself at a time; don’t feel like you
have to be a complete open book up front.
To manage your relationships, you need to manage
your trust of others, and their trust level of you is critical to
deepening your connection with others. Cultivating rela-
tionships and building trust take time. Identify the rela-
tionships in your life that need more trust, and use your
self- awareness skills to ask yourself what is missing. Use
your social awareness skills to ask the other person what
needs to happen to build trust—and listen to the answer.
Asking will show you care about the relationship, which
will help to build trust, and deepen the rela
tionship.
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Have an “ Open- door” Policy7
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Here’s a quick history lesson that you may remember: the
Open Door policy originated in 1899 when the United
States feared it would lose its trading privileges in the East.
The United States declared an “ open- door policy,” allowing
all trading nations access to the Chinese market.
Access: it’s an important word that sums up the
open- door concept. Access has moved swiftly beyond trad-
ing agreements and into the workplace. Today, a true
open- door policy allows any employee to talk to anyone at
any level, fostering upward communication through direct
and easy access to everyone below.
Ask those around you if you should adopt an open- door
policy to better manage your relationships. If you need to
be more accessible and show people they can have unsched-
uled, informal conversations with you, then adopting this
policy might be right up your alley.
Keep in mind you don’t have to stretch yourself too
thin by being there for everyone at anytime; you simply
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have to communicate your policy and then stick to it. Use
your self- awareness skills to identify how the policy works
for you, and manage yourself to make it work. Ongoing
observations of others, also known as social awareness,
should help you determine how it’s working, too.
Remember, increasing your accessibility can only im-
prove your relationships—it literally opens the door to
communication, even if it’s virtual (by email or phone).
People will feel valued and respected because of the time
you’re giving them; and you get the opportunity to learn
about others. At the end of the day, the policy’s a win for
you and a win for others.
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8 Only Get Mad on Purpose
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“Anyone can become angry—that is easy. But to be angry
with the right person, to the right degree, at the right time,
for the right purpose, and in the right way, this is not
easy.”
We can thank Greek philosopher Aristotle for those
words and enduring insight into managing our emotions
and relationships. If you can master this one, consider
your EQ journey a success. Anger is an emotion that
exists for a reason—anger is not an emotion to stifl e or
ignore. If you manage it properly and use it purpose-
fully, you can get results that enhance your relationships.
Really.
Think of the football coach who gets straight to the
point at halftime. His stern feedback grabs his players’
attention and focuses them for the second half. The
team returns refreshed, refocused, and ready to win; in
this case, the coach managed his emotions to motivate
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others to action. Expressing anger in appropriate ways
communicates your strong feelings and reminds people
of the gravity of a situation. Expressing anger too much
or at the wrong times desensitizes people to what you
are feeling, making it hard for others to take you se-
riously.
Using a strong emotion like anger to benefi t your rela-
tionships will take time to master, because hopefully you
don’t have daily opportunities to practice. There’s a lot of
behind- the- scenes preparation for this strategy, starting
with becoming aware of your anger.
Use your self- awareness skills to think about and defi ne
your varying degrees of anger—from what annoys you a
little to what sends you off the deep end. Write these down
and choose words that are specifi c and then write examples
to explain when you feel this way. Determine when you
should show your anger based on the criterion that if it’s
shared it will actually improve the relationship somehow.
To make your choices, use your social awareness skills to
think about the other people involved and their re-
sponses.
Remember, relationship management is about making
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choices and acting with the goal of creating an honest, deep
connection with others. To do this, you need to be honest
with others and with yourself, which sometimes means
using anger with a purpose.
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9 Don’t Avoid the Inevitable
You and Marge work in the same shipping and receiving
department. She gets under your skin; if you could press a
button to ship her to another department, it would’ve been
done fi ve years ago. The problem is, no such button exists,
and there’s no chance of change. To add fuel to the fi re,
your boss has just given you and Marge a large project to
work on together. She suggests meeting for lunch to talk
about the next steps, and you generate a fast list of reasons
why you can’t make it. You have offi cially brushed Marge
off. Now what? You’re still at square one (that’s what), and
you still have the project and have to fi gure out how to
work together.
This is when relationship management skills are abso-
lutely necessary, because though you might not choose a
friendship with this person, you and Marge are now re-
sponsible for the same project. Here’s a basic strategy to
work with Marge: do not avoid her or the situation. Accept
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it and make the choice to use your EQ skills to move for-
ward with her.
You’ll need to watch your emotions, and make deci-
sions about how to manage those emotions. Since you’re
not in this alone, conjure up your social awareness skills to
bring Marge into the fold and put yourself in her shoes.
Meet with her to learn about what experience she has to
offer and her preferences for working with you on this proj-
ect. Observe her body language to see how she responds to
you; maybe you frustrate her just as much! This may hurt
a little, but you may actually lay the groundwork for a
working relationship.
Next, share your preferences for managing the project
and come to an agreement. You won’t need to tell Marge
you don’t care for her—instead, you can share that you’d
prefer to work independently on separate parts of the proj-
ect and meet along the way to ensure you’re both on track.
If Marge agrees, your work process has been hammered
out. If she doesn’t agree, it’s time to apply more
self- management and social awareness skills until you reach
an agreement.
If you get frustrated along the way (and chances are you
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will), ask yourself why and decide how to manage yourself.
Loop back with Marge at your next meeting, and remind
yourselves about the goal of the project. At the end of the
project, fi nd a way to acknowledge what you both accom-
plished together.
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10 Acknowledge the Other Person’s Feelings
If you’re known for being terrible with relationships, then
this EQ strategy may be a great place to start getting better.
Let’s say that, one morning, you’re pulling into your com-
pany’s parking lot, and you see your coworker Jessie holding
back tears as she exits her car next to you. You ask her if
she’s OK, and she’s not. You respond with, “Well, work will
get it off your mind. See you inside.” Then you wonder
why she avoids you for the rest of the day.
One key to managing relationships is leaning into your
own discomfort and taking a moment to acknowledge, not
stifl e or change, other people’s feelings. “I’m sorry you’re
upset; what can I do?” shows Jessie that if crying is what’s
going to help her, then you’d be willing to fi nd her a tissue.
Simple acts like this one acknowledge emotions without
making them a big deal, marginalizing them, or dismissing
them. Everyone has a right to experience feelings, even if
you might not feel the same way. You don’t have to agree
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with the way people are feeling, but you do have to recog-
nize those feelings as legitimate and respect them.
To help you validate someone’s feelings, let’s use Jessie’s
example. Using your social awareness skills, listen to her
intently and summarize what you’ve heard back to her. Not
only does it show great listening skills, but it also shows that
you’re adept at relationship management because you
reached out to show you cared, and took an interest in her.
You’ll end up with a better connection with a now- calm
Jessie—and all it took was some time to pay attention and
notice her feelings.
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Complement the Person’s
Emotions or Situation11
If you calmly phone your utility company to have an incor-
rect fee removed from your monthly bill, you would assume
that the customer service representative would be helpful,
friendly, and courteous with your request.
Let’s say you make the same phone call, but this time
you’re in a terrible mood. You’re feeling testy, agitated, and
annoyed at the error. You’ve been on hold for 10 minutes,
which doesn’t help. When the customer service rep talks to
you, he can hear it in your voice. When he speaks, he
sounds serious, as if he wants to resolve this quickly. You
appreciate the professionalism and service, check this prob-
lem off your list, and move on. This customer service rep is
skilled at picking up on cues and adapting to them to give
fast, hassle- free service—which benefi ts the customer and
the company as well. And his high EQ makes him promot-
able and marketable.
What he did exactly is a strategy in relation ship man-
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agement that requires social awareness skills—listening,
being present, putting yourself in the shoes of the other
person, identifying where someone is emotionally, and
choosing an appropriate and complementary response. This
last piece, choosing a complementary response, doesn’t re-
quire you to match or mirror emotions; it wouldn’t make
sense for the customer service rep to use the same impatient
approach you did—that would infuriate you as the cus-
tomer. Mirroring emotions would also make coworkers and
friends recoil. The complementary response always says you
recognize what the other person feels and you think it’s
important.
To practice complementing emotions in your relation-
ships, think about one or two emotional situations you’ve
experienced where there wasn’t a lot of gray area and there
was at least one other person present. How did the other
person respond to you? Did his or her response help or
hurt your mood? Was the person able to complement your
emotional state? Once you can answer these questions, it’s
your turn to focus on complementing other people’s emo-
tions in the situations they face. Give yourself a week or
two to be at the ready for the people in your closest
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relationships—the people at work or home. Tell yourself
your role is to notice their moods and to be there for your
coworkers and family members in a helpful way. Whether
you are excited or concerned for them, you will show that
you are sensitive and care about what they are going
through.
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12 When You Care, Show It
Here’s a true story for aspiring high- EQ managers across
the globe. One morning, I groggily went up in the elevator
of my offi ce building to start yet another day. It had been
a long night the day before; I had stayed late so I could fi n-
ish some projects for my boss. When I got to my cubicle, I
saw that there was a fresh black- and- white cookie and a
card that said, “Thanks for fi lling in the black and whites.”
It was from my boss. She was always such a busy person,
juggling home and work. I was fl oored to see that she had
found a few minutes to slip into a bakery on behalf of my
sweet tooth, and get into the offi ce early to put a cookie on
my chair. I just about cried at her thoughtfulness.
Talk about the simple things that go a long way. That
cookie motivated me to work even harder, and I did so
happily and with fi erce loyalty.
We hear this story in many forms, but the strategy is
always the same. There are people who do great work
around you every day. When you care, show it. Don’t
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hesitate or put it off until next week. Do something this
week or even today. Things as simple as a greeting card or
something else inexpensive, yet meaningful, that sums up
how you feel are all you need to make an impact and
strengthen a relationship.
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13 Explain Your Decisions, Don’t Just Make Them
It’s frightening to be in a place you’re not familiar with and
be completely in the dark. Case in point—have you ever
planned to go camping but got to the site in the dark? It’s
hard to get your bearings, you’re setting up a tent in the
dark, and because you’re in the wilderness, it’s just eerily
quiet and black. You go to bed with one eye open and hope
for the best.
The next day, you wake up tired and unzip your tent,
and you’re amazed at the beauty around you: water, moun-
tains, tree- lined trails, and cute little animals abound.
There’s nothing to be afraid of—you soon forget last night’s
anxieties, and you move about your day. What were you so
worried about, anyway?
The only difference between these two scenarios is
light—it’s the same place, and you’re with the same people
with the same gear. This is what people experience when
decisions are made for them. When you are in the dark,
intentionally or not, about upcoming layoffs, contract
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negotiations, and the like, you may as well be setting up
camp in blackness. If there are layoffs that increase your
workload or change your shift, you’ll fi nd out when the
pink slips are handed out. If taxes are changed, you’ll see it
on your paycheck. No recourse, no trial period. It’s a done
deal.
That’s a tough pill to swallow because we’re not chil-
dren or dependents; we’re adults. To support an idea, we
need to understand why the decision was made.
When you use your EQ to manage relationships, keep
this in mind. Instead of making a change and expecting
others to just accept it, take time to explain the why behind
the decision, including alternatives, and why the fi nal
choice made the most sense. If you can ask for ideas and
input ahead of time, it’s even better. Finally, acknowledge
how the decision will affect everyone. People appreciate this
transparency and openness, even though the decision may
negatively impact them. Transparency and openness also
make people feel like they are trusted, respected, and con-
nected to their organization—instead of being told what to
do and kept in the dark.
If you have a habit of making decisions quickly and
independently, you’re likely very personally competent.
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Though old habits die hard, since they’re ingrained in your
brain’s wiring, it’s time to rewire and add social competence
to your decision- making repertoire.
First, you’ll likely have to spot your upcoming deci-
sions. Take out your calendar to look over the next three
months to identify which decisions will need to be made
by then. Now work backward and see who will be impacted
by these decisions. Make a complete list of who will be af-
fected by each decision and plan on when and where you
will talk together about each, including the details that ex-
plain why and how each decision will be made. If you have
to invite people to a special meeting for just this purpose,
so be it. As you plan your agenda and your words, use your
social awareness skills to put yourself in the shoes of others,
so you can speak to your audience before and after you
make the decision as they would expect and hope.
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14 Make Your Feedback Direct and Constructive
Think about the best feedback you ever received. It wasn’t
something you necessarily wanted or expected, but it made
a difference in your behavior going forward. The feedback
may have shaped your overall performance, or how you
deal with a particular situation, or even your career. What
made the feedback so good?
If you are responsible for giving feedback, there are sev-
eral guidebooks to walk you through the process, making
sure it’s within legal and human resources guidelines. Sit
down, we have some news: following legal guidelines isn’t
what makes feedback a performance- or person- changing
experience; infusing EQ know- how into your feedback,
though, is what does.
Here’s how to think about feedback and EQ—giving
feedback is a relationship- building event that requires all
four EQ skills to be effective. Use your self- awareness skills
to identify your feelings about the feedback. Are you com-
fortable with the process? Why or why not? Next, use your
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self- management skills to decide what
you’ll do with the information you
just learned about yourself from an-
swering the above questions. For ex-
ample, if you’re anxious about giving
feedback about phone etiquette be-
cause you don’t want people to think you’re eavesdropping,
how exactly are you going to get beyond this anxiety to
confi dently give feedback? It’s up to you, but don’t ignore
the feedback because of your discomfort.
Next, use your social awareness skills to think of the
person who’s receiving the feedback. Remember, feedback
is meant to address the problem, not the person. How does
the person need to hear your message so it’s clear, direct,
constructive, and respectful? Constructive feedback has two
parts: sharing your opinion and offering solutions for
change. Let’s take Todd: he’s very direct—sugarcoating his
need to make phone etiquette improvements will insult
him. But if sugarcoating hard news is in his improvement
plan, consider sharing feedback with and without the sugar
so he can hear the difference and learn from it.
Jenni, on the other hand, is sensitive. Since this is a
relationship- building experience, keep Jenni in mind when
Giving feedback
is a relationship-
building event
that requires all
four EQ skills to
be effective.
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planning her feedback. Using softeners such as “I think,”
or “I believe,” or “This time” to begin a statement may
soften the blow. Instead of “Your report is terrible,” use “I
believe there are parts of your report that could use revi-
sions. May I walk you through some suggestions?” Here,
offering suggestions for improvement is helpful—not pre-
scriptive. At the end, ask the person for his or her thoughts,
and thank the person for his or her willingness to consider
your suggestions.
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15 Align Your Intention with Your Impact
Let’s say you’re in a staff meeting and the next topic on the
agenda is to fi gure out why some key deadlines are being
missed. After some back- and- forth, it’s looking like Ana
might be partially to blame—and the room is getting tense.
In an honest attempt to lighten the mood, you say some-
thing like, “Geez, Ana—looks like maybe taking those lon-
ger lunches is fi nally catching up to you!”
Instead of laughs, there’s dead silence. You don’t under-
stand what you did wrong, and you later tell Ana, “I was
only kidding,” but she seems put off. These are the famous
last words of someone who had good intentions, but the
result, or impact, was not aligned. And it’s too late.
Or think about the results- driven manager who has
good intentions about guiding her staff toward achieving
higher goals. She’s so focused on success that she becomes
entrenched in the work (doing most of it herself or pushing
everyone to do it her way)—completely missing how to
manage the work through others. Her staff deems her a
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hard- driving micromanager who doesn’t share knowledge,
and all she intended was for the team to learn from her and
be successful. Yet again, intentions were good, but they had
the opposite impact. Relationships are now tarnished, and
the manager can’t fi gure out why her staff resents her.
If you fi nd that you spend time smoothing things over
to repair a relationship, or you are unsure about what’s
going wrong in your relationships, know that these situa-
tions are avoidable. With the help of your awareness and
management skills, making small adjustments will make all
the difference.
To align your words and actions with your intent, you
need to use your social awareness and self- management
skills to observe the situation and the people in it, think
before you speak or act, and make an appropriate and sen-
sitive response. Do a quick analysis. Think of a situation
where the impact of what you said or did was not what you
intended. On a piece of paper, describe the incident, your
intentions, your actions, and the impact—the end result or
reaction of others. Next, write what you didn’t realize in the
situation—and fi ll in what you understand now in hind-
sight, including missed cues, what you learned about your-
self, and others. Finally, answer what you could have done
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differently to keep your intent and impact aligned. If you’re
not sure, ask someone who was involved in the situation.
In Ana’s case, you didn’t realize it was the wrong mo-
ment for that joke. It singled her out publicly. Next time,
you’ll lighten the mood by poking fun at yourself, not
someone else. The results- driven manager didn’t realize
what motivated her staff members. She didn’t give them
space and time to learn and grow on their own. To better
manage your relationships, it’s critical to spot misalign-
ments before you act, so that your actions match your im-
pact with your good intentions.
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16 Offer a “ Fix- it” Statement during a Broken Conversation
Airline agents. They are often the bearer of unavoidably bad
news in person—weather delays, delays due to mechanical
repairs, lost luggage, overbooking. The list goes on and on.
Airline agents attempt to repair your broken experience
with fi x- its or tools—like rebooking and vouchers—to
problem solve and address the ultimate goal to get you to
your destination.
It’s probably safe to assume that we’ve all had conversa-
tions where we could use a fi x- it. A simple discussion breaks
into a disagreement or gets stuck going around in circles.
In these broken conversations, past mistakes may get
brought to the surface, regretful comments are made, and
blame is present. No matter who said what, or who “started
it,” it’s time to refocus and fi x it. Someone needs to step
back, quickly assess the situation, and begin repairing the
conversation with a fi x- it.
To do this, you need to let go of blame and focus on
the repair. Do you want to be right, or do you want a
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resolution? Use your self- awareness skills to see what you
are contributing to the situation; self- manage to put your
tendencies aside and choose the high road. Your social
awareness skills can help you identify what the other person
brought to the table or feels. Looking at both sides will help
you fi gure out where the interaction
broke down, and which “ fi x- it” state-
ment is needed to begin the repairs.
Fix- it statements feel like a breath of
fresh air, are neutral in tone, and fi nd
common ground. A “ fi x- it” statement
can be as simple as saying, “This is
hard,” or asking how the person is feeling. Most conversa-
tions can benefi t from a fi x- it, and it won’t do any harm if
you feel the conversation breaking down.
This strategy will help you maintain open lines of com-
munication when you’re upset, and with conscious effort
and practice, you will be able to fi x your broken conversa-
tions before they become damaged beyond repair.
Fix- it statements
feel like a breath
of fresh air, are
neutral in tone,
and fi nd
common ground.
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17 Tackle a Tough Conversation
“Why did I get passed over for the promotion?” your staff
member Judith asks with a slightly defensive tone, a
wounded posture, and a quivering voice. This is going to
be a tough one. The news leaked out early about Roger’s
promotion before you could speak with Judith. You value
Judith and her work, but you’ll need to explain that she’s
not ready for the next level yet. That’s not the hardest
part of this conversation—damage control is another
story.
From the boardroom to the break room, tough conver-
sations will surface, and it is possible to calmly and effec-
tively handle them. Tough conversations are inevitable;
forget running from them because they’re sure to catch up
to you. Though EQ skills can’t make these conversations
disappear, acquiring some new skills can make these con-
versations a lot easier to navigate without ruining the rela-
tionship.
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1. Start with agreement. If you know you are likely to
end up in a disagreement, start your discussion with the
common ground you share. Whether it’s simply agree-
ing that the discussion will be hard but important or
agreeing on a shared goal, create a feeling of agreement.
For example: “Judith, I fi rst want you to know that I
value you, and I’m sorry that you learned the news from
someone other than me. I’d like to use this time to ex-
plain the situation, and anything else you’d like to hear
from me. I’d also like to hear from you.”
2. Ask the person to help you understand his or her
side. People want to be heard—if they don’t feel heard,
frustration rises. Before frustration enters the picture,
beat it to the punch and ask the person to share his or
her point of view. Manage your own feelings as needed,
but focus on understanding the other person’s view. In
Judith’s case, this would sound like, “Judith, along the
way I want to make sure you feel comfortable sharing
what’s on your mind with me. I’d like to make sure I
understand your perspective.” By asking for Judith’s
input, you are showing that you care and have an inter-
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est in learning more about her. This is an opportunity
to deepen and manage your relationship with Judith.
3. Resist the urge to plan a “comeback” or a rebuttal.
Your brain cannot listen well and prepare to speak at
the same time. Use your self- management skills to si-
lence your inner voice and direct your attention to the
person in front of you. In this case, Judith has been
passed up for a promotion that she was really interested
in, and found out about it through the grapevine. Let’s
face it—if you’d like to maintain the relationship, you
need to be quiet, listen to her shock and disappoint-
ment, and resist the urge to defend yourself.
4. Help the other person understand your side, too.
Now it is your turn to help the other person understand
your perspective. Describe your discomfort, your
thoughts, your ideas, and the reasons behind your
thought process. Communicate clearly and simply;
don’t speak in circles or in code. In Judith’s case, what
you say can ultimately be great feedback for her, which
she deserves. To explain that Roger had more experi-
ence and was more suited for the job at this time is an
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appropriate message. Since his promotion was leaked to
her in an unsavory way, this is something that requires
an apology. This ability to explain your thoughts and
directly address others in a compassionate way during
a diffi cult situation is a key aspect of relationship man-
agement.
5. Move the conversation forward. Once you under-
stand each other’s perspective, even if there’s disagree-
ment, someone has to move things along. In the case of
Judith, it’s you. Try to fi nd some common ground
again. When you’re talking to Judith, say something
like, “Well, I’m so glad you came to me directly and
that we had the opportunity to talk about it. I under-
stand your position, and it sounds like you understand
mine. I’m still invested in your development and would
like to work with you on getting the experience you
need. What are your thoughts?”
6. Keep in touch. The resolution to a tough conversation
needs more attention even after you leave it, so check
progress frequently, ask the other person if he or she is
satisfi ed, and keep in touch as you move forward. You
are half of what it takes to keep a relationship oiled and
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running smoothly. In regard to Judith, meeting with
her regularly to talk about her career advancement and
promotion potential would continue to show her that
you care about her progress.
In the end, when you enter a tough conversation, pre-
pare yourself to take the high road, not be defensive, and
remain open by practicing the strategies above. Instead of
losing ground with someone in a conversation like this, it
can actually become a moment that solidifi es your relation-
ship going forward.
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EPILOGUE
JUST THE FACTS: A LOOK AT
THE LATEST DISCOVERIES IN
EMOTIONAL INTELLIGENCE
When TalentSmart® released the Emotional Intelligence Appraisal ®, EQ was still taking root in the minds of
business leaders, other professionals, and anyone who sim-
ply wanted to lead a happier and healthier life. By measur-
ing their EQ and showing them how to improve in one
swoop, the Emotional Intelligence Appraisal ® quickly became
the vehicle that enabled people to turn their newfound
emotional mastery into strengthened relationships, better
decisions, stronger leadership, and ultimately, more success-
ful organizations. At TalentSmart®, we’ve watched hun-
dreds of thousands of people from the top to the bottom of
organizations take the journey to higher EQ.
The fi eld of EQ skill development has truly blossomed
since then, and we’ve taken special interest in tracking the
changing landscape all along the way. What we’ve found in
our studies has sometimes startled and often encouraged us.
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What remains constant throughout our discoveries is the
vitally important role EQ skills play in the quest to lead a
happy, healthy, and productive personal and professional
life. More specifi cally, our research sheds new light on the
battle of the sexes, the generational divide, the quest for
career advancement and higher- paying jobs, as well as clue-
ing us in on which countries are primed for future success
in an increasingly global economy. All offer hope for those
looking to increase their EQ skills.
Here’s what we found . . .
The Poles Are Melting: EQ Then and Now
At the end of 2008, we took a good look at how the collective
EQ of the U.S. population had changed since 2003. While
we weren’t surprised to see those we tested and taught im-
prove their EQ, we were intrigued to watch the EQ scores of
newbies increase with each passing year. And the increase
continued, year after year after year—the EQ scores of those
we’d never tested or taught made a slow and steady climb.
We discovered a substantial increase in the emotional intel-
ligence of the U.S. workforce between 2003 and 2007.
Skeptics might be tempted to look at the graph and
think, What’s the big deal? That’s just a four- point increase in
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fi ve years! But think of the impact a seemingly small tem-
perature increase—say one or two degrees—has upon our
ecosystem. The same is true with human behavior in the
workplace, where the frozen poles of low emotional intel-
ligence are starting to melt.
Once we take a closer look at the specifi c changes the
broad gains in EQ have created, the real power of the trans-
formation comes to light. In the last fi ve years, we’ve seen
the percentage of people who are highly attuned to their
own emotions and to the emotions of other people rise
from 13.7% to 18.3%. During that same period, the per-
centage of people with a poor understanding of how anxi-
ety, frustration, and anger infl uence their behavior has
dropped from 31.0% to 14.0%. When you apply these
proportions to the 180 million people in America’s
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workforce, it means that 9 million more people today than
in 2003 almost always keep their cool during heated con-
fl icts; 9 million more people actually show that they care
about their co- workers and customers when they suffer
hard times; and 25 million fewer people are painfully obliv-
ious to the impact their behavior has on others.
What makes this discovery so special is that prior to
taking the test, very few, if any, of the people in our sample
had ever received formal emotional intelligence training.
Yet their average EQ scores steadily increased from year to
year. It’s as if the people who intentionally practice emo-
tionally intelligent behaviors are infecting others who may
have never even heard of the concept. Emotional
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intelligence skills—much like emotions themselves—are
contagious. That means that our EQ skills are highly de-
pendent on the surrounding people and circumstances. The
more we interact with empathetic people, the more empa-
thetic we become. The more time we spend with other
people who openly discuss emotions, the more skilled we
become at identifying and understanding emotions. That
is precisely what makes emotional intelligence a learned
skill, rather than some unalterable trait bestowed only upon
a lucky few at birth.
But that’s where the good times end. In 2008—for the
fi rst time since we began tracking it—collective emotional
intelligence dropped, underscoring just how susceptible to
change these skills truly are.
Federal economists pinpointed December 2007 as the
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start of the United States’ worst economy in 70 years, which
means that 2008 did not see a single day without recession.
The relapse in emotional intelligence skills between 2007
and 2008 is the product of economic woes. Hard times of
any kind—fi nancial, familial, or job- related—create more
intense and often prolonged negative emotions that ulti-
mately result in stress. In addition to the physical costs of
stress, such as weight gain and heart disease, stress also taxes
our mental resources. Under stress- free conditions, we can
consciously devote extra effort to staying calm and collected
during the trials and tribulations of everyday life. We are
more confi dent in our abilities to handle unexpected events,
and we allow our minds to overcome troublesome matters.
Unmanaged stress, however, consumes much of those men-
tal resources. It reduces our minds to something like a state
of martial law in which emotions single- handedly dictate
behavior, while our rational capacities are busy trying to
turn lemons into lemonade. Suddenly, a little setback in
your project at work that would have been no big deal in
relatively prosperous times feels more like a catastrophe
than a minor nuisance. For many people, their EQ skills
desert them at precisely the time when they need these skills
the most—under stress. Only those with well- trained and
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almost second- nature EQ skills can effectively weather the
storm.
This stress seems to be having a signifi cant impact on
our collective emotional intelligence. We went from 18.3%
of people being highly skilled in emotional intelligence in
2007 to only 16.7% in 2008.
In other words, we lost 2.8 mil-
lion highly skilled soldiers in
the battle for a more emotion-
ally intelligent society. That is
2.8 million people who could
In other words, we lost
2.8 million highly
skilled soldiers in the
battle for a more
emotionally intelligent
society.
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have been guideposts showing others the way to more emo-
tionally intelligent behaviors, but are instead struggling to
keep their own skills sharp.
The Battle of the Sexes: EQ and Gender
Sheila began her career as a fi nancial consultant specializing
in healthcare at a multi national consulting fi rm. It only
took a few years of dazzling clients and garnering rave re-
views from upper management before she was eventually
snatched up by her current employer—a large regional
healthcare system in the Midwest. Still in her early 30s,
Sheila is already an assistant vice president on the fast track
to a C- level appointment. Her past and current superiors
unanimously agree that Sheila is “smart,” yet there is some-
thing else—something they can’t quite put a fi nger on.
Early in Sheila’s consulting career, after watching her defuse
tense situations with clients time and again, her former
manager summed up the secret to Sheila’s success: She just
“gets people.”
In 2003, we found some stark contrasts between the
EQ skills expressed by men and those found in women like
Sheila. Women outperformed men in self- management,
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social awareness, and relationship management. In fact,
self- awareness was the only EQ skill in which men were
able to keep pace with women.
But times have changed, and so have men.
As the graph shows, men and women are still neck and
neck in their ability to recognize their own emotions—just
as in 2003. But men have caught up in their ability to man-
age their own emotions. Chalk this change up to nothing
more than shifting social norms.
This evolution of cultural mores benefi ts men. Men
are now encouraged to pay their emotions some extra
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thought, which goes a long way toward clearer thinking.
Not surprisingly, we found that a full 70% of male leaders
who rank in the top 15% in decision- making skills also
score the highest in emotional intelligence skills. In con-
trast, not one single male leader with low EQ was among
the most skilled decision makers. Although this seems
counterintuitive, it turns out that paying attention to your
emotions is the most logical way to make good decisions.
So instead of feeling like time spent addressing angst or
frustration is somehow a sign of weakness, men are now
free to get a stronger handle on their emotions in the name
of sound judgment.
It’s Lonely at the Top
Considering the mountains of literature about EQ, you’d
think corporate executives would be pretty smart about it.
As we revealed in our Harvard Business Review article,
“Heartless Bosses,” our research shows that the message still
isn’t getting through. We have measured EQ in half a million
senior executives (including 1,000 CEOs), managers, and
line employees across industries on six continents. Scores
climb with titles, from the bottom of the corporate ladder
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upward toward middle management. Middle managers
stand out, with the highest EQ scores in the workforce. But
up beyond middle management, there is a steep downward
trend in EQ scores. For the titles of
director and above, scores descend
faster than a snowboarder on a black
diamond. CEOs, on average, have the
lowest EQ scores in the workplace.
A leader’s primary function is to
get work done through people. You might think, then,
that the higher the position, the better the people skills. It
appears the opposite is true. Too many leaders are
CEOs, on
average, have
the lowest EQ
scores in the
workplace.
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promoted because of what they know or how long they
have worked, rather than for their skill in managing oth-
ers. Once they reach the top, they actually spend less time
interacting with staff. Yet among executives, those with the
highest EQ scores are the best performers. We’ve found
that EQ skills are more important to job performance than
any other leadership skill. The same holds true for every
job title: those with the highest EQ scores within any
position outperform their peers.
The Generational Divide: EQ and Age
The mass exodus of Baby Boomers from the workplace has
already begun. According to the U.S. Offi ce of Personnel
Management, between 2006 and 2010, Boomer retirement
will have robbed American companies of nearly 290,000
full- time experienced employees.
Silver hair, pension funds, and personal memories of
the Kennedy assassinations are not the only things our
struggling economic engine will lose when Boomers settle
into the quiet life. Boomers hold the majority of top leader-
ship roles in the workplace, and their retirement creates a
leadership gap that must be fi lled by the next generations.
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The question is whether or not the Boomers’ successors are
up to the challenge.
We wanted to fi nd out. We broke EQ scores down into
the four generations in today’s workplace—Generation Y
(18–30 years old), Generation X (31–43 years old), Baby
Boomers (43–61 years old), and Traditionalists (62–80
years old). When we looked at each of the four core EQ
skills separately, a huge gap emerged between Boomers and
Gen Y in self- management. In a nutshell, Baby Boomers
are much less prone to fl y off the handle when things don’t
go their way than the younger generations.
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It may not appear that this should create any real cause
for concern. After all, retirement has been a fact of life ever
since FDR signed the Social Security Act. The generation
that designated Dennis Hopper as its unoffi cial spokesman
proved capable of fi lling the superhuman- sized work boots
of the Greatest Generation. So how hard can it be for the
leaders- in- waiting to replace the Easy Rider Generation?
Without well- honed self- management skills, it might
be a lot harder than we think. Of course, while Gen Y’s
approach may be different from the Boomers’ approach,
many would argue that it isn’t any worse. Actually, when
you consider how knowledgeable and technically profi cient
Gen Yers are, they might even have a leg up on their prede-
cessors in the Information Age. However, it should be clear
by now that there is a lot more to leadership than being a
walking Wikipedia. So, if Gen Yers can’t manage them-
selves, how can we expect them to manage, much less lead,
others?
At TalentSmart®, we went round and round debating
the possible explanations for this chasm in self- management
skill between the experienced and youthful. One possibility
seemed that coming of age with too many video games,
instantaneous Internet gratifi cation, and doting parents has
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created a generation of self- indulgent young workers who
can’t help but wear their emotions on their sleeve in tense
situations. However, we weren’t convinced.
When we looked at the data from another angle, the
picture became clearer. Self- management skills appear to
increase steadily with age—60 year olds scored higher than
50 year olds, who scored higher than 40 year olds, and so
on. That means the younger generation’s defi cient
self- management skills have little to do with things we can’t
change like the effects of growing up in the age of iPods and
MySpace. Instead, Gen Xers
and Gen Yers just haven’t had as
much life in which to practice
managing their emotions.
That’s good news, because prac-
tice is something Gen Yers can
get. Reversing the hands of time
to go back and change their up-
bringing might be tricky.
This discovery says as much about the malleable nature
of EQ as it does about the differences between generations.
With practice, anyone can—and many people do—become
more skilled at picking up on emotions and managing
. . . the younger
generation’s defi cient
self- management skills
have little to do with
things we can’t change
like the effects of
growing up in the age
of iPods and MySpace.
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them. Developing those skills takes time, but a little con-
scious effort can cut that time down to a fraction of how
long it would ordinarily take. One of Gen Y’s signature
traits is its enormous capacity to soak up new information
and to acquire new skills. That means it’s almost entirely up
to each individual to do the legwork necessary to speed up
the development pace of his or her EQ. For members of
Gen Y, the option is to either let years of experience run
their course (waiting until their 50s to master their emo-
tions) or to take their development into their own hands.
If Gen Yers choose to, they can start now. By the time Gen
Yers reach their 30s, they can be poised to lead like seasoned
veterans.
With Boomers retiring sooner rather than later, talented
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twenty- somethings not only can prepare themselves for
leadership roles today: the Gen Yers must. Those Gen Yers
who take the time and the effort to train themselves to resist
the temptation to speak when it won’t help a situation, and
to keep the lines of communication open even when upset,
will be the ones who are tapped to fi ll the vacant leadership
positions in tomorrow’s organizations. Along with those
positions will come not only better pay but also the ability
to make the changes Gen Yers so desperately want to see in
the world around them.
China’s Secret Weapon: EQ and Culture
“Made in China” just doesn’t mean what it used to. Manual
labor by the country’s 1.3 billion citizens was long consid-
ered its sole competitive advantage in the global economy.
While American business has turned a blind eye to the Chi-
nese laborer, the country’s burgeoning skilled workforce
now stands as the biggest competitive threat to American
business today. How did this happen?
Forget that Wal- Mart imports $25 billion annually in
goods from China—that’s old news. Today, China has the
knowledge workers needed to take hold of sectors like
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fi nance, telecommunications, and computing. Surprised?
You shouldn’t be. In 2004, Chinese computer giant Lenovo
paid $1.25 billion to buy IBM. In 2005, U.S. investors
scrambled to get in on the biggest IPO of 2005, a Chinese
bank with $521 billion in assets. That IPO marked the fi rst
major Chinese fi nancial institution to offer shares overseas,
and despite its tremendous size, it’s only the third-largest
bank in China. Even though the balance of economic power
has not totally shifted, it’s no secret that China is America’s
single largest creditor. The sleeping giant has indeed been
stirring.
A few years ago, TalentSmart® researchers decided to
see what role EQ was playing in China’s colossal transition
from cheap supplier to knowledge leader. We spent the
summer of 2005 measuring the EQ of 3,000 top executives
in China. Our unexpected fi ndings illustrate the secret in-
gredients of China’s economic success, and a serious threat
to America’s ability to compete in the global marketplace:
discipline. American executives averaged 15 points lower
than Chinese executives in self- management and relation-
ship management.
The Chinese executives who participated in the study
were homebred talent. All 3,000 were nationals from the
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–243–
public and private sectors who took the Emotional Intelli-
gence Appraisal ® test in Chinese. The executives’ scores in
self- awareness and social aware-
ness, though a few points higher
than the U.S. sample, were sta-
tistically similar to those of U.S.
executives. This means execu-
tives in both countries have a
similar awareness of emotions in
themselves and others, but Chinese executives use this aware-
ness to their benefi t—and actions speak louder than words.
American executives
averaged 15 points
lower than Chinese
executives in self-
management and
relationship
management.
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Chinese execs are living the qualities that Americans
permit HR to put into the company competency model.
American leaders like how these behaviors look on paper,
but they don’t tend to walk their talk. Lip service seems to
be all the energy U.S. execs are willing to spend on seeking
feedback, working together as a team, getting to know their
peers, and following through on commitments.
Making business personal is nothing new in China. Ex-
ecutives ordinarily schedule dinner meetings with their staff
to talk about business trends, career aspirations, and family.
People expect their leaders to set an eminent example in
how they make decisions, connect with others, and im-
prove. There is genuine shame in not fulfi lling these duties
because people really care.
The implications for the rest of the world are clear: pay
attention to managing emotions or suffer the consequences.
Whether for countries trying to protect their existing com-
petitive advantage in the global economy or for those na-
tions whose stars are rising, the link between EQ and
economic prosperity cannot be overestimated. China seems
to have a slight advantage here because of the culture in
which Chinese execs were raised. If you grow up in a cul-
ture where emotional outbursts and careless self- gratifi cation
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–245–
are not only discouraged but are also considered personally
shameful, such an upbringing is going to affect the way you
manage yourself and others. As we discussed earlier, EQ is
very susceptible to cultural infl uence. The question here is
whether that culture promotes or prohibits emotionally in-
telligent behaviors.
There’s an old Chinese proverb that says, “Give a man a
pole, and he’ll catch a fi sh a week. Tell him what bait to use,
and he’ll catch a fi sh a day. Show him how and where to fi sh,
and he’ll have fi sh to eat for a lifetime.” The fl ipside to that
proverb is that the man or woman without a pole, without
bait, and without knowledge of the how and the where runs
a serious risk of famine. Similarly, emotionally ignorant
people with little understanding of how and where emo-
tions affect their lives will have an exceedingly diffi cult time
reeling in success. On the other hand, those who use the
right tools and strategies for harnessing their emotions put
themselves in a position to prosper. That same truth applies
to individuals, organizations, and even entire countries.
Closing Thoughts: EQ and the Future
While the sum total of these fi ndings is encouraging, these
discoveries also act as a stern warning. The steady, fi ve- year
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–246–
rise in EQ—and unexpected dip in 2008—as well as the
climb in men’s EQ skills show that emotional intelligence
is a skill set that can be learned—and unlearned. Just as you
can work hard to lose weight over the summer only to pack
those pounds on again over the winter holidays, you can
sharpen your EQ skills only to see them go dull again. That
is precisely why we recommend reading this book and re-
viewing these skill development strategies at least once a
year.
You wouldn’t expect to forever master the game of golf
or playing the piano after practicing for six months and
then quitting, would you? The same is true with EQ skill
development. If you let up and stop consciously practicing
these skills, somewhere down the road you will almost cer-
tainly allow tough circumstances to overpower you. You
will slide right back into those old bad habits. These
hard- earned skills can be lost almost as easily as they were
gained, and with them the higher pay, stronger relation-
ships, and better decisions you’ve come to enjoy.
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–247–
DISCUSSION QUESTIONS
FOR READING GROUPS
Discussing EQ will help you bridge the learning- doing gap. Use these questions to start a meaningful dialogue
and build your understanding of how the four EQ skills
apply in daily living.
1. How many members in the group were familiar with
the term “emotional intelligence” before reading Emo-
tional Intelligence 2.0?
2. For those who had never heard of EQ before, what’s the
most important thing you discovered after reading
Emotional Intelligence 2.0?
3. For those who were familiar with EQ before reading the
book, what’s the most important thing you discovered?
4. Have you felt an emotional hijacking similar to Butch
Connor’s during his run- in with the shark?
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–248–
5. What are the physical symptoms you experience with
emotion? An example might be your face turns red
when you’re angry.
6. What are the few fundamental changes you might like
to make now that you know change can happen at a
physical level? What would you like to train your brain
to do?
7. What’s one experience that stands out for you in
learning to recognize or manage your emotions? What
about learning to recognize what other people are
feeling?
8. In your job, how are emotions dealt with? Is there any-
thing covered in the book that will help you in the next
six months at work? How about next week?
9. How are EQ skills visible in current events today? Dis-
cuss politicians, celebrities, athletes, etc.
10. Can you think of any historical fi gures or events that
were infl uenced by either poor management or excel-
lent management of emotions?
11. Only 36% of people are able to identify their emotions
accurately as they happen. Why do you suppose this is
the case? How might someone get better at this?
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–249–
Groups that decide to take the online Emotional Intel-
ligence Appraisal ® test before meeting can bring their
results and discuss them as follows.
12. Without sharing specifi c numbers, which EQ skill score
was your highest?
13. Which EQ skill score was your lowest? Which strategies
will you practice to improve this skill?
14. What will make practicing EQ skills most challenging
for you?
15. What would you like to know from the other people in
the group about how they:
• Work on being more self- aware?
• Self- manage?
• Read feelings or emotions in other people?
• Manage relationships?
16. Consider the following fascinating fi ndings and discuss
them as a group:
• EQ tends to increase with age.
• The biggest EQ gap between Baby Boomers and Gen-
eration Y (Millenials) is in their self- management
skills.
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–250–
• Women and men have the same average self- awareness
score, while men score higher in self- management and
women score higher in social awareness and relation-
ship management.
• CEOs and other senior executives, on average, have
the lowest EQ scores in the workplace.
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–251–
NOTES
THE JOURNEY
The story of Butch Connor’s shark attack comes from a highly entertaining
book of true stories edited by Paul Diamond, Surfi ng’s Greatest Misadventures:
Dropping In on the Unexpected, (Seattle: Casagrande Press, 2006). Online at:
www.casagrandepress.com/sgm.html. Another account of the incident from
Demian Bulwa (2004, May 31). Surfer goes toe- to- toe with shark. The San
Francisco Chronicle.
W.L. Payne coined the term emotional intelligence: “A study of emotion: De-
veloping emotional intelligence: Self integration; relating to fear, pain and de-
sire.” Doctoral thesis, The Union Institute, Cincinnati, OH (1988).
Seminal emotional intelligence research contributing to the term’s spread in
popularity: from Yale University: Jack Mayer, et al., “Perceiving affective con-
tent in ambiguous visual stimuli: A component of emotional intelligence.”
Journal of Personality Assessment, 54 (1990). A second study linking emotional
intelligence to success: Jack Mayer and Peter Salovey, “The intelligence of emo-
tional intelligence.” Intelligence, 17 (1993). A third linking it to well- being:
J. Mayer and A. Stevens, “An emerging u nderstanding of the refl ective (meta)
experience of mood.” Journal of Research in Personality, 28 (1994).
Gibbs, Nancy (1995, October 2). The EQ Factor. Time magazine.
Travis Bradberry and Jean Greaves, The Emotional Intelligence Quick Book,
(New York: Simon & Schuster, 2005).
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–252–
THE BIG PICTURE
The feelings table has been reproduced and modifi ed with the permission of
Julia West. The original table from her website for science fi ction writers is
located at http://www.sff.net/people/julia.west/CALLIHOO/dtbb/feelings.
htm.
Emotional hijacking is a term fi rst introduced in a book by Daniel Goleman,
Emotional Intelligence: Why It Can Matter More Than IQ, (New York: Bantam,
2005).
The tendency of low EQ individuals to catch up to their colleagues’ higher
scores after an EQ skill development initiative is from Neil M. Ashkanasy, “The
case for emotional intelligence in workgroups” Symposium presentation at the
annual conference of the Society for Industrial and Organizational Psychology
(April, 2001).
Emotional intelligence subsuming 33 other leadership skills is seen in Travis
Bradberry, Self-Awareness: The Hidden Driver of Success and Satisfaction, (New
York: Putnam, 2009).
The connection between EQ and job performance and the tendency for high
performers to be high in EQ is from Travis Bradberry and Jean Greaves, The
Emotional Intelligience Quick Book, (New York: Simon & Schuster, 2005).
The link between EQ and annual salary is seen in Tasler, N. and Bradberry, T.,
“EQ = $” TalentSmart Update (2009). Available online at http://www.talent
smart.com/learn/online_whitepaper2.php?title=EQ_MONEY&page=1.
WHAT EMOTIONAL INTELLIGENCE LOOKS LIKE: UNDERSTANDING THE
FOUR SKILLS
The emotional intelligence model grouping the four skills ( self- awareness,
self- management, social awareness, and relationship management) into the
larger categories of personal and social competence is from Goleman, Boyatzis,
and McKee, Primal Leadership: Realizing the Power of Emotional Intelligence,
(Boston: Harvard Business School Press, 2002).
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–253–
The link between self- awareness skills and job performance is seen in Travis
Bradberry, Self- Awareness: The Hidden Driver of Success and Satisfaction, (New
York: Putnam, 2009).
More than 70% of the people we tested have diffi culty handling stress comes
from Travis Bradberry and Jean Greaves, The Emotional Intelligence Quick Book,
(New York: Simon & Schuster, 2005).
The importance of putting your needs on hold to get results is seen in Ayduk,
O. & Mischel, W., “When Smart People Behave Stupidly: Reconciling incon-
sistencies in social- emotional intelligence.” Chapter in Why Smart People Can
Be So Stupid, Edited by Robert J. Sternberg, (New Haven: Yale University Press,
2002).
DIGGING IN
Studies of brain plasticity: T. P. Pons, et al., “Massive cortical reorganization
after sensory deafferentation in adult macaques, Science (252). N. Jain, (1997),
“Deactivation and reactivation of somatosensory cortex is accompanied by re-
ductions in GABA straining, Somatosens Mot. Res, 8 (347-354). D. Borsook, et
al. (1998), “Acute plasticity in the human somatosensory cortex following am-
putation, NeuroReport, 9 (1013-1017). Katri Cornelleson (2003), “Adult brain
plasticity infl uenced by anomia treatment.” Journal of Cognitive Neuroscience,
15 (3).
Studies from The Harvard Medical School examining changes in brain struc-
ture: B.A. van der Kolk. “The body keeps the score: Memory and the emerging
psychobiology of post traumatic stress.” Harvard Review of Psychiatry, 1, 253-
265 (1994), and B.A. van der Kolk et al., “Dissociation, somatization, and
affect dysregulation: the complexity of adaptation of trauma.” American Journal
of Psychiatry, 153, 83-93 (1996).
The benchmark study demonstrating changes in EQ six years after an EQ skill
development initiative is seen in Richard Boyatzis, et al. in Innovation in Profes-
sional Education: Steps on a Journey from Teaching to Learning, (San Francisco:
Jossey- Bass, 1995).
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–254–
SELF- MANAGEMENT STRATEGIES
Self- management strategy #3, Make Your Goals Public, considers research from
Francis Hesselbein et al. The Leader of the Future, (San Francisco: Jossey- Bass,
1997).
Self- management strategy #7, Smile and Laugh More, discusses the benefi t of
smiling according to fi ndings from: Soussignan, R. (2002). Duchenne smile,
emotional experience, and autonomic reactivity: A test of the facial feedback
hypothesis. Journal of Personality and Social Psychology, 2, 52-74.
Self- management strategy #9, Take Control of Your Self- Talk, discusses the
number of thoughts an average person has in one day according to fi ndings
from: The National Science Foundation (www.nsf.gov).
The importance of self talk in managing your emotions is seen in: Fletcher, J.E.
(1989). “Physiological Foundations of Intrapersonal Communication.” In
Roberts & Watson (Eds.), Intrapersonal Communication Processes, (188-202).
New Orleans: Spectra. Grainger, R.D. (1991). “The Use—and Abuse—of
Negative Thinking.” American Journal of Nursing, 91(8), 13-14. Korba, R.
(1989). “The Cognitive Psychophysiology of Inner Speech.” In Roberts &
Watson (Eds.), Intrapersonal Communication Processes, (217-242). New Or-
leans: Spectra. Levine, B.H., Your Body Believes Every Word You Say: The Lan-
guage of the Body/Mind Connection, (Boulder Creek: Aslan, 1991).
Self- management strategy #10, Visualize Yourself Succeeding, discusses the
power of visualization according to fi ndings from: Kosslyn, S. M.; Ganis, G.;
Thompson, W. L. (2007). Mental imagery and the human brain. In: Progress
in Psychological Science Around the World, Vol. 1: Neural, Cognitive and Devel-
opmental Issues, Jing Q., Rosenweig M. R., d’Ydewalle G., Zhang H., Chen
H.-C., Zhang K., ed. (New York: Psychology Press), 195–209.
SOCIAL AWARENESS STRATEGIES
Strategy #2, Watch Body Language discusses research on reading emotions,
facial expressions, and body language from Dr. Paul Ekman, Emotions Revealed:
Recognizing Faces and Feelings to Improve Communication and Emotional Life,
(New York: Henry Holt & Company, 2007).
71060_03.indd 25471060_03.indd 254 4/7/09 10:41:32 AM4/7/09 10:41:32 AM
–255–
RELATIONSHIP MANAGEMENT STRATEGIES
Relationship management strategy #4, Remember the Little Things That Pack
a Punch, discusses the research regarding the decline of manners in America
and employee opinions about manners in the workplace according to fi ndings
from: Public Agenda Research Group, reported on ABCNEWS.com, April 3,
2002 and ABCNEWS/World Tonight Poll, May 1999.
For research on repairing conversations, John Gottman and Robert W. Leven-
son, “A Two-Factor Model for Predicting When a Couple Will Divorce: Ex-
ploratory Analyses Using 14-Year Longitudinal Data,” Family Process 41 (2002):
83–96.
EPILOGUE
Data on EQ and job title from Travis Bradberry and Jean Greaves, The Emo-
tional Intelligence Quick Book, (New York: Simon & Schuster, 2005) and Travis
Bradberry and Jean Greaves (December, 2005). “Heartless bosses,” The Har-
vard Business Review.
71060_03.indd 25571060_03.indd 255 4/7/09 10:41:32 AM4/7/09 10:41:32 AM
LEARN MORE
The authors are the cofounders of TalentSmart®, a global think
tank and consultancy that serves more than 75% of
Fortune 500 companies and is the world’s leading provider
of emotional intelligence tests and training.
TalentSmart® offers free emotional intelligence resources,
including articles, whitepapers, and a newsletter covering
the latest in workplace learning at:
www.TalentSmart.com/learn
If you’d like more information on the Emotional Intelligence
Appraisal ®, including the technical manual and answers to
frequently asked questions, visit:
www.TalentSmart.com/appraisal
If you’re interested in learning more about EQ, or are looking
for tools to assist you in teaching others about EQ, review the
resources on the remaining pages and contact us at:
888.818.SMART
(toll free, US & Canada callers)
or
858.509.0582
Visit us on the web at: www.TalentSmart.com
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MSA 501 – The Emotionally Intelligent Organization
Evaluation Rubric
Assignment: Self-Assessment (100 points)
Student Name:
CATEGORY
Met requirements
Met most
requirements
Met some
requirements
Did not meet
expectation
Organization
Comments:
25 points
Information is very
organized with well-
constructed paragraphs
and subheadings.
Author relates all
paragraphs together in
a meaningful way.
20 points
Information is
organized with well-
constructed
paragraphs. Author
relates some
paragraphs together in
a meaningful way.
15 points
Information is
organized, but
paragraphs are not
well-constructed. .
Author relates few
paragraphs together in
a meaningful way
10 points
The information
appears to be
disorganized.
Amount of Information
Comments:
25 points
All topics are addressed
from the introductory
paragraph and all
questions were
answered. The student
meets the page
number requirement.
20 points
All topics are addressed
from the introductory
paragraph and most
questions were
answered. The student
meets the page
number requirement.
15 points
Few topics are
addressed from the
introductory paragraph
and few questions
were answered. The
student did not meet
the page number
requirement.
10 points
Very few topics are
addressed from the
introductory paragraph
and very few questions
were answered. The
student did not meet
the page number
requirement.
Quality of Information
Comments:
25 points
Information clearly
relates to the main
topic. It includes an
introductory paragraph
and 4-6 supporting
details and/or
examples. The author
provides a summary at
the end of the paper
20 points
Information clearly
relates to the main
topic. It includes an
introductory paragraph
and 2-3 supporting
details and/or
examples. The author
provides a summary at
the end of the paper.
15 points
Information clearly
relates to the main
topic but limited details
in the introduction. 1-2
details and/or
examples are given.
The author provides a
summary at end of the
paper.
10 points
Information has little or
nothing to do with the
main topic. Paragraphs
have run-on sentences
with no coherent
meaning or
relationship.
Sources
Comments:
20 points
All sources
(information and
graphics) are accurately
documented in the
desired format.
15 points
All sources
(information and
graphics) are accurately
documented, but a few
are not in the desired
format.
10 points
All sources
(information and
graphics) are accurately
documented, but many
are not in the desired
format.
5 points
Some sources are not
accurately
documented.
Mechanics
Comments:
5 points
No grammatical,
spelling or punctuation
errors.
4 points
Almost no
grammatical, spelling
or punctuation errors
3 points
A few grammatical,
spelling, or punctuation
errors.
1 point
Many grammatical,
spelling, or punctuation
errors
Comments:
Grade:
