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Emotionally-Intelligent Leadership Challenge Number 2

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Challenge #2: Organisations prioritise visible actions over invisible competences

Emotional Intelligence (EI) is a set of invisible competences that help us work together better in the system.

In their simplest form, they comprise 4 basic skills:

Developing Emotional Intelligence

These competences demand practice – not just understanding.

When used well, we create, learn and think clearly – providing better, more enduring, solutions – for everyone.

More importantly, these competences complement the typical ‘plan, do, review’ cycles of most organisations – supporting and underpinning them – not replacing them.

Think of any of those meetings you attend – the planning ones, the reviews – where something important is left unsaid.

  • Perhaps someone doesn’t want to challenge ‘group thinking’ – or be seen as a trouble-maker.

Teamwork doesn’t mean we agree all of the time.  It means we can trust each other to probe, question and reflect on key challenges – not just accepting the easy options.

  • Alternatively, what happens when people fail to acknowledge – and celebrate – success?

A great opportunity for genuine motivation passes by.  People need to see the connection between what they think, say and do, and the outcomes of their actions.

So the challenge is to create an environment where the invisible is given credence, time and value.  Some people in leadership development label these vital competences as ‘soft skills’.  I believe it’s time they were given the prominence and priority they deserve.

You can read more about the Forton Group’s approach to emotional intelligence here.

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Author: Helen Caton Hughes

Leadership and Team Coach based on inspirational and practical tools. Works with leaders around the world; trains coaches to International Coach Federation standards. Passionate about finding best ways for leaders to inspire themselves and get the best from their teams

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