Organizations create functional, cross-functional, and cross-company teams to garner ideas and initiatives from the diverse experiences and talents of their employees. They do so because teams bring numerous advantages – they typically increase productivity, communications, and decision making since members are often closer to the issues. Additionally, teams often bring different backgrounds and a wider…
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“What we wish, we readily believe, and what we ourselves think, we imagine others think also.” ~ Julius Caesar This quote nicely sums up why some of today’s good managers and leaders struggle in their roles. They wish to be seen as considerate, effective, trust-worthy, decisive, innovative, or open-minded and so they believe others see…
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As technologies continue to automate routine tasks, it’s estimated that up to one third of skills considered important in today’s workforce will have changed over the next three to five years. Executives and employees alike are increasingly recognizing that emotional intelligence (EI) skills – such as self-awareness, awareness of others, authenticity, emotional reasoning, self-management, and…
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Jeff, one of my mentors in the field of Emotional Intelligence assessments, recently had an epiphany while conducting a workshop for a client. One of the exercises during the workshop was to ask participants to use one-word adjectives to describe how their “best” boss, as well as their “worst” boss, made them feel. Not surprisingly,…
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Unfortunately, when it comes to Emotional Intelligence, the same is true for many individuals, managers, and leaders – they think they effectively demonstrate Emotional Intelligence in both the workplace and in their personal life … but they don’t. Why is that? This phenomenon is explained by the Dunning-Kruger Effect which is a cognitive bias in…
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