This is an interesting
article about emotional intelligence. Emotional intelligence
is a newly coined term that suggests that someone has highly
successful interpersonal skills, a characteristic which many
believe is at the heart of most individual and organizational
success.
It seems only natural for companies to
want to promote their young, ambitious managers. The authors
of this article argue that premature promotion can rob an aggressive
potential leader of the time it may take him or her to develop
emotional competencies. "The problem is a lack of emotional
maturity which doesn't come easily or automatically and isn't
something you learn from a book."
The article looks at five strategies for
boosting emotional intelligence. First, one encourages employers
to deepen the 360-degree feedback process. The 360 process
would require feedback from a wide variety of the manager's peers
and subordinates. The process would record the feedback, and
let the manager read and reflect upon the answers. The process
can be an eye opener for anyone, let alone someone with great
enthusiasm, but sometimes lacking introspection.
A second strategy would interrupt the
ascent. Instead of promoting the young star, employers would
give him an alternate assignment where he or she uses cross-functional
skills, and where the person cannot rely on rank to influence
people. This would help the person to get beyond the command-and-control
mentality. He or she would develop negotiation and persuasion
skills.
The third piece of advice is to act
on your own commitment. Show the young manager that emotional
skills and the ability to work with others are essential. If
he has erred, force the person to confront his co-workers, apologize
if necessary, and talk about new strategies. In some cases, the
employer should take a tough stance by denying the young manager
a promotion, but with the promise that changed behavior in getting
along well with others will be rewarded.
Fourth, employers are asked to Institutionalize
personal development. This requires the organization to make
emotional competence a performance measure; and, If necessary
in extreme cases, assign a coach to a manager. This coach will
observe him or her with employees, and provide advice if he or
she is being too blunt or aggressive. The young manager must
be made to see that emotional skills constitute a key qualification
as far as promotion is concerned.
Finally, the authors suggest the cultivation
of informal networks. Many employees will benefit from a
network of peer relationships that fall outside the company hierarchy.
Mentoring can be a very positive experience for all concerned,
and can extend outside the workplace. It can give junior managers
a chance to experience different leadership styles and exposes
them to different viewpoints.
Often highly motivated, extremely intelligent
young managers can be arrogant. This sensible article addresses
the practical aspect of teaching them how to get down to earth
and how to communicate with others in the workplace.