Many leaders find it challenging to know how to respond constructively to the emotional responses of others at work. The challenge is to achieve an effective outcome, a win-win for both the leader and the work colleague. The goal is to help the work colleague to feel secure and confident as well as having the belief in the leader to be more influential during emotion-charged situations. Otherwise the work colleague can feel ignored and under valued which can lead to job dissatisfaction or more complicated issues where they become disengaged and emotionally numb.
Developing emotional competence as a leader is valuable in the impact this has on the people in the workplace. The outcome of building the skills as a leader is having the ability to negotiate the way through difficult situations resulting in a win-win outcome for the leader and the other person they are interacting with.
Emotional competence helps to develop an holistic approach to emotional responses across 4 dimensions - biological, psychological, sociological and spiritual. Having this approach can help a leader to tune into the emotional responses of themselves and the people they work with. This will enable them to respond constructively rather than either avoiding the person or mirroring the disruptive emotional response of the other person.
What is the difference between emotional competence and emotional intelligence?
Emotional intelligence has a tendency for our emotions to be contrasted with rationality or rational matters to be seen as a priority over emotions. Quite often the workplace is seen as the place to get the work done rather than an emotional place. Emotional intelligence is more about leading emotion-charged situations with rationality.
The workplace now has to be seen as a place to get the work done and equally as an emotional place because of the pressures, stress and uncertainty the workplace brings.
Emotional competence can be described as rationality and emotions being 2 sides of the same coin.
Emotional competence is a balance of leading emotion-charged situations with rationality and with a constructive emotional response. This is leading with head and heart which is far more influential during emotion-charged situations such as potential job loss or organisational change for example.
I help corporate executive women to be more influential during emotion-charged situations by developing their emotional competence to respond constructively.