Awareness of emotions is the first of the twelve competencies that P. T. Joseph lists in ‘EQ and Leadership’ (www.tatamcgrawhill.com). This is the ability to recognise and name one’s feelings, the author explains. “It is not only awareness of one’s feelings and emotions, but also the ability to differentiate between them and to identify their cause. Serious deficiencies in this area are found in alexithymic (inability to express feelings verbally) conditions.”
He cites, as examples, how men tend to be angry when sad, whereas women generally shed tears rather than express anger. In such instances of inability to name one’s feelings, there is a fair chance of being misunderstood.
A related competency is the ability to productively express emotions and gut-level instincts, as an integral part of daily interactions. Emotional expression strengthens connections with others, and enhances individual and group performance, says Joseph. “Imagine that during the course of a meeting, you sense a colleague’s attention has wandered. You might pause to use that information, perhaps by asking if the individual is still with you or if a short break is in order.”
Components of commitment
Commitment, the third competency, is the ability to act deliberately, ‘on purpose,’ to say what you mean and to mean what you say, the author continues. “Commitment has three major components: (a) managing distractions and remaining focused on your objectives; (b) being aware of your deeply felt motivations in the course of your interactions; and (c) making a consistent effort to bring about the things you want to make happen.” What is the opposite of commitment? Randomness, impulsivity, and haphazardness of actions, reminds Joseph.
Bounce back
One other competency is resilience, the ability to bounce back, to be flexible, to retain a sense of curiosity and hopefulness about the future, even in the face of adversity. People who are resilient in the face of daunting obstacles seem to have reservoirs of energy and resourcefulness to draw upon in times of need, the author describes.
“They have developed specific ways to turn on their brains’ ‘alertness switches’ and increase their capacity to excel. They rely on rest and renewal as tools they need to overcome obstacles, and they recognise that resilience is a capacity measured over time, not the instantaneous response to a setback.”
The opposite of resilience, as Joseph cautions, is rigidity, the inability to shift away from conventional and automatic responses that may be comfortable, but do not work well anymore.
Imperative read.
