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Careers Emotional rescue Having the technical skills may get you started, but knowing yourself gets you ahead By Ryan Swift D efence-industry contractors aren’t known for emotional sensitivity. But when a British shipbuilder recently found itself behind schedule and over budget on a naval submarine project, it brought in a team of psychologists to improve management effectiveness. This shows that even the most hard-headed firms are trying to get in touch with their softer, emotional side to improve performance, particularly at the executive level. The [ 54 ] A Plus + June 2007 shipbuilder now has a psychologist present at every board meeting. The story has a potent message for accountants: Like engineers, they must focus on mastering highly technical skills in the early years of a career. Such unrelenting focus may not serve them well in executive positions. Your intelligence quotient may get you hired, but your emotional intelligence quotient (EQ) is what gets you promoted. The term EQ was popularized in the 1990s with the publication of Daniel Goleman’s book, Emotional Intelligence. It refers to the ability to understand and manage one’s own emotions and that of others. The concept has since taken root in global corporations, with a particularly acute need in businesses that tend to value technical skills more such as finance, accountancy or information technology, says Sebastien Henry, a trainer and coach with Progress U, a human resources firm. Henry says large companies retain his firm to either assess managers’ ability to assume top management positions or give training to them. “In a typical case, interpersonal skills, which are usually derived from emotional intelligence, become the sticking point between a technically competent person and a promotion – top executives want to be sure they can rely on someone to handle the job,” he says. Improving EQ How do you know if you have an EQ that will take you the distance? Self-understanding is essential, says Cecilia Chung, a psychologist at the University of Hong Kong who specializes in social behaviour. Chung says people with low emotional intelligence may exhibit a wide range of behaviours and feelings. They may feel they are not being properly rewarded, or let anger or frustration dominate their thoughts for a long time. They may also go through what Henry calls “the emotional roller coaster ride.” One of the more accurate means of employee appraisal is the 360-degree assessment, which requires one’s subordinates, superiors and colleagues to analyze a person. Henry says many companies are now using 360-degree assessments specifically for EQ. This can be time-consuming, expensive and cause friction if employees are working in an emotionally charged environment. To improve one’s EQ, Granville D’Souza of Six Seconds, an EQtraining firm, suggests people need to recognize unconscious, unhelpful habits that stem from emotional instability or a lack of self-understanding. Always ask what habits are damaging and how doing something differently can improve work and life. Secondly, people should avoid yielding to impulses and pause before reacting emotionally in a stressful situation. The third step is to develop emotional literacy. D’Souza says people should practise observing their moods and feelings in tough circumstances to better understand how they react to stress. Henry says free association writing about feelings and moods is a helpful exercise and keeping a daily journal can be useful. In his training sessions, Henry will set specific tasks for clients to fulfil. “Our clients are responsible for 80 percent of their own progress,” he says. The development of EQ in Asia The trend of more women entering the Interpersonal skills, which are usually derived from emotional intelligence, become the sticking point between a technically competent person and a promotion. accountancy profession in Hong Kong may change the EQ complexion of local accounting firms. “Women tend to be better at this than men, because they’ve had to deal with it more from an earlier age than boys,” Henry says. But managers should also avoid trying to act too much like the opposite sex, he says. “The goal is to achieve some integration and balance,” he says. More Asian firms are now offering courses to improve employees’ soft skills, but management often fail to look at employees’ underlying emotional issues, says D’Souza of Six Seconds. “Courses that cover such topics as listening skills, leadership skills and the like fail to address individual patterns, habits, and how people process their feelings.” With a growing awareness of the subject, it seems only a matter of time before all major firms take EQ into account. The consensus from trainers and psychologists is clear: Before you reach the top, you’ll need to take a long look in the mirror. June 2007 + A Plus [ 55 ]