Stay on Top with EQ
Whether you are the CEO of a global conglomerate, a division vice president or a smallbusiness owner, you may discover that the strengths, technical skills and motivational techniques that helped you attain your objectives aren’t enough to keep you in power. You need emotional intelligence (EQ) as well. Effective leaders understand the value of EQ and know how it can help them avoid the eight ego traps most likely to sabotage their success. Those traps are:
1. “Ignoring Feedback You Don’t Like”
Some executives base the effectiveness of their leadership on bottom-line results. They believe that a healthy profit margin and managing a workforce reasonably well define success. Other executives “suspect” that their subordinates view them positively as leaders, but they lack hard proof. Most executives can’t offer an accurate self-assessment because they don’t know if their self-appraisal aligns with other people’s perceptions. To know with certainty that you and your employees are on the same page, obtain “360-degree feedback” from a variety of people who work with you. Many organizations that administer this assessment tool intentionally omit high-ranking executives from the process. That just allows them to continue their negative behavior.
Leaders who are unwilling or unable to recognize their own deficiencies are much more likely to sabotage their careers. Though listening to criticism is difficult – particularly for executives with formidable egos – ignoring or not soliciting feedback can be detrimental to your business. If you are unaware of the impact of your actions, you create barriers between you and your staff members that undermine your authority and credibility. A high degree of self-awareness correlates with success in “driving results and managing talent.” Many executives focus on generating profits, meeting earnings expectations, and producing flawless services and products – all necessary and meaningful. Yet, they may pay insufficient attention to managing and interacting with their staff and offering motivation and inspiration. Some leaders are oblivious to underlying issues that lead to higher turnover, production problems or lack of creativity. Egotistical leaders aren’t the only ones who refuse to solicit feedback; many respected, successful executives don’t want to rock the boat. They are content to believe that their employee relationships are solid and trusting. Staffers may hesitate to criticize superiors they generally admire, or to take on bosses who have shown that they can’t accept criticism.
Leaders who are accustomed to soliciting feedback and accepting criticism often become enthusiastic about the process. They honor it as an integral part of their comprehensive business strategy. The 360-degree feedback assessment can be administered annually, typically in an online survey. After you and those most familiar with your work take the survey, you receive a written report evaluating your effectiveness.
2. “Believing Your Technical Skills Trump Your Leadership Skills”
Every company needs leaders with expertise – people the firm can count on to supply answers and solve problems, bright executives who know their industries, understand production and manufacturing, and who value marketing and promotion. But leaders overly enamored with their own talent and ambition may treat others poorly and seriously damage workplace morale.
Organizations often promote employees based on their technical skills and knowledge. The brilliant attorney ascends the corporate ladder based on his courtroom expertise. The best computer programmer ends up in charge of the IT department and the most successful salesperson becomes the regional sales manager. Companies hand out promotions for achievement without considering future managers’ leadership and “people” skills. EQ skills become even more important the higher you rise in your company.
New managers may not understand that their specialized skills and know-how are not enough to ensure their success. They must be empathetic, able to instill confidence, and unthreatened by the success of others. Leaders must embrace the team concept and recognize that achievement is possible only through consensus and cooperation. Leadership requires unselfishness and the ability to step back and allow others to shine.
3. “Surrounding Yourself with More of You”
When building an executive team or replacing a key individual, leaders often hire people with whom they identify. A candidate’s vibrant personality and solid sales record may be enough to impress an executive who was also an outstanding salesperson. The boss may be so smitten that he fails to conduct a proper interview, check references or seek feedback from the new hire’s future colleagues. Surrounding yourself with others who “live on your wavelength” often contributes to an uninspired, unproductive workplace. Hiring mistakes are costly and impede organizational development. You can create an unhealthy environment if you have executive team members who rarely disagree or challenge each other. Getting along and being satisfied with the status quo often contribute to mediocrity and lack of innovation. Welcoming dissenting viewpoints and opinions leads to sustainable growth.
At one national independent oil company, 360-degree feedback assessments indicated that most senior executives preferred an aggressive, “direct communication style” similar to the CEO’s. At the organization’s lower levels, however, 70% of employees preferred “indirect communication,” a slower, more systematic approach. The acute imbalances created by the “hiring biases” on both sides led to stagnation as the workforce resisted the executive team’s push for rapid action. The damage was too extensive to repair and another firm bought the company out, resulting in hundreds of lost jobs.
Multiple studies show that managers largely ignore diversity when hiring. Only 4.2% of Fortune 500 CEOs were minorities and only 4% were female. Global companies with “30% or more women managers and board members ‘outperformed’ those with less than 20%” female representation on their boards. Sharp CEOs who utilize EQ examine their hiring practices and bring in new people who may see things another way. If you’re hiring, look beyond your personal agenda, focus on the organization’s needs and be empathetic toward those who are different.
4. “Not Letting Go of Control”
Most business owners and senior managers understand the importance of delegating responsibility and encouraging people to develop their skills, self-awareness and confidence. Some executives struggle with relinquishing control and trusting others. Instead of focusing on major concerns – such as marketing strategy or talent development – these bosses get involved in issues that mid-level managers could handle. “Micromanaging” can be a problem for entrepreneurs who built their businesses and had a hand in every decision along the way.
Some “control freaks” see themselves as indispensable; they believe nothing can be accomplished without their input and expertise. Others are afraid of losing touch with the day-to-day operations or being perceived as lazy “fat cats.” Some executives don’t understand the distinction between control – ensuring the execution of management’s directives – and leadership – setting goals and empowering others to carry out your plans. Relinquishing control means stepping back to assess a situation instead of instinctively jumping into the fray. Do you trust your employees? Have you created a favorable environment that helps them succeed? Does your involvement excite and energize your team, or stifle and irritate it?
If you have trust issues with your team members, give them a project or assignment, stand back and don’t interfere. This will give you an opportunity to observe their strengths and weaknesses, and to see if you need to make any personnel changes. Your team will make mistakes, but don’t let that dampen your perception of them. Mistakes are learning opportunities and will strengthen your operation in the long run.
5. “Being Blind to Your Downstream Impact”
Leaders underestimate the impact of their decisions and behaviors – especially impulsive or arbitrary rulings – on their organizations as well as on their employees. A new directive that deviates significantly from operational protocol can create chaos. Employees may wonder how unexpected new projects align with current strategy. Further confusion results if the boss has to backtrack and tell the team to abandon the new project and return to an old one. Though their intentions may be honorable, executives who act rashly produce undesirable consequences.
Egotistical leaders get so self-absorbed that they overlook others’ needs and responsibilities. They sometimes forget that their employees consider their requests to be high priorities, even when they cause disruption and discomfort. Employees don’t want to disappoint the boss. Before implementing a new policy or initiative, assess the likely impact on your team. Ask yourself whether your new idea is ego-driven or has real potential to benefit your organization.
6. “Underestimating How Much You Are Being Watched”
Executives understand that others always observe them. But they often remain unaware of how closely they are scrutinized – from their conduct and manners to the style of their emails. Employees want to make their superiors happy and tend to model themselves according to how their boss speaks and behaves. They might interpret even a casual remark as policy. Leaders cannot afford to act inappropriately or downplay their daily influence on others.
Leaders set the behavioral tone for their organizations. Unprofessional conduct at an offsite office party, for instance, conveys the message that workplace standards don’t matter outside the office. Employees also copy less-obvious behaviors, such as executives who regularly arrive late in the morning or pass up opportunities to spend time with frontline workers. An effective leader cannot be “one of the guys,” because the employees hold the boss to a higher standard. Higher-ups expect effective leaders to provide direction and inspiration and to be role models for the firm’s cultural standards.
7. “Losing Touch with the Frontline Experience”
On Undercover Boss, an Emmy Award-winning TV show, CEOs of prominent companies struggle to work alongside rank-and-file employees. The show illustrates the widespread problems created by executives who can’t identify with those working in the trenches. As executives rise through the ranks, occupy fancier offices and socialize with more influential people, they become disconnected from the basic elements that make their companies successful – such as customer service and product delivery. They can also lose sight of how seemingly minor decisions affect operations and employee morale. Losing touch with your frontline operation can mean missing out on vital information that affects your competitiveness. You also run the risk of alienating or losing the respect of employees who might question your knowledge about the business. Engaging your frontline workers means getting out of the executive suite and spending time with your employees. Zappos, Nordstrom and Disney executives are involved in maintaining their reputations for exceptional customer service. Their cultures prioritize having executives maintain ongoing connections to the consumer.
8. “Relapsing Back to Your Old Ways”
Applying emotional intelligence is only part of the success equation. You must remain committed to the EQ concept, especially when you’re tempted to return to old, ego-driven habits. Incidents and situations at work can trigger a relapse that will foster skepticism among your team members about your sincerity and dedication. Once it’s lost, credibility is difficult to regain.
Adopting an EQ mentality often forces executives to leave their comfort zones. Staying vigilant and focused requires a conscious effort to exercise self-awareness, sensitivity and empathy. If you feel yourself slipping, take time for self-evaluation. Acknowledge that you aren’t perfect and let your flaws show. Your employees will admire you for committing to emotional intelligence.
1. “Ignoring Feedback You Don’t Like”
Some executives base the effectiveness of their leadership on bottom-line results. They believe that a healthy profit margin and managing a workforce reasonably well define success. Other executives “suspect” that their subordinates view them positively as leaders, but they lack hard proof. Most executives can’t offer an accurate self-assessment because they don’t know if their self-appraisal aligns with other people’s perceptions. To know with certainty that you and your employees are on the same page, obtain “360-degree feedback” from a variety of people who work with you. Many organizations that administer this assessment tool intentionally omit high-ranking executives from the process. That just allows them to continue their negative behavior.
Leaders who are unwilling or unable to recognize their own deficiencies are much more likely to sabotage their careers. Though listening to criticism is difficult – particularly for executives with formidable egos – ignoring or not soliciting feedback can be detrimental to your business. If you are unaware of the impact of your actions, you create barriers between you and your staff members that undermine your authority and credibility. A high degree of self-awareness correlates with success in “driving results and managing talent.” Many executives focus on generating profits, meeting earnings expectations, and producing flawless services and products – all necessary and meaningful. Yet, they may pay insufficient attention to managing and interacting with their staff and offering motivation and inspiration. Some leaders are oblivious to underlying issues that lead to higher turnover, production problems or lack of creativity. Egotistical leaders aren’t the only ones who refuse to solicit feedback; many respected, successful executives don’t want to rock the boat. They are content to believe that their employee relationships are solid and trusting. Staffers may hesitate to criticize superiors they generally admire, or to take on bosses who have shown that they can’t accept criticism.
Leaders who are accustomed to soliciting feedback and accepting criticism often become enthusiastic about the process. They honor it as an integral part of their comprehensive business strategy. The 360-degree feedback assessment can be administered annually, typically in an online survey. After you and those most familiar with your work take the survey, you receive a written report evaluating your effectiveness.
2. “Believing Your Technical Skills Trump Your Leadership Skills”
Every company needs leaders with expertise – people the firm can count on to supply answers and solve problems, bright executives who know their industries, understand production and manufacturing, and who value marketing and promotion. But leaders overly enamored with their own talent and ambition may treat others poorly and seriously damage workplace morale.
Organizations often promote employees based on their technical skills and knowledge. The brilliant attorney ascends the corporate ladder based on his courtroom expertise. The best computer programmer ends up in charge of the IT department and the most successful salesperson becomes the regional sales manager. Companies hand out promotions for achievement without considering future managers’ leadership and “people” skills. EQ skills become even more important the higher you rise in your company.
New managers may not understand that their specialized skills and know-how are not enough to ensure their success. They must be empathetic, able to instill confidence, and unthreatened by the success of others. Leaders must embrace the team concept and recognize that achievement is possible only through consensus and cooperation. Leadership requires unselfishness and the ability to step back and allow others to shine.
3. “Surrounding Yourself with More of You”
When building an executive team or replacing a key individual, leaders often hire people with whom they identify. A candidate’s vibrant personality and solid sales record may be enough to impress an executive who was also an outstanding salesperson. The boss may be so smitten that he fails to conduct a proper interview, check references or seek feedback from the new hire’s future colleagues. Surrounding yourself with others who “live on your wavelength” often contributes to an uninspired, unproductive workplace. Hiring mistakes are costly and impede organizational development. You can create an unhealthy environment if you have executive team members who rarely disagree or challenge each other. Getting along and being satisfied with the status quo often contribute to mediocrity and lack of innovation. Welcoming dissenting viewpoints and opinions leads to sustainable growth.
At one national independent oil company, 360-degree feedback assessments indicated that most senior executives preferred an aggressive, “direct communication style” similar to the CEO’s. At the organization’s lower levels, however, 70% of employees preferred “indirect communication,” a slower, more systematic approach. The acute imbalances created by the “hiring biases” on both sides led to stagnation as the workforce resisted the executive team’s push for rapid action. The damage was too extensive to repair and another firm bought the company out, resulting in hundreds of lost jobs.
Multiple studies show that managers largely ignore diversity when hiring. Only 4.2% of Fortune 500 CEOs were minorities and only 4% were female. Global companies with “30% or more women managers and board members ‘outperformed’ those with less than 20%” female representation on their boards. Sharp CEOs who utilize EQ examine their hiring practices and bring in new people who may see things another way. If you’re hiring, look beyond your personal agenda, focus on the organization’s needs and be empathetic toward those who are different.
4. “Not Letting Go of Control”
Most business owners and senior managers understand the importance of delegating responsibility and encouraging people to develop their skills, self-awareness and confidence. Some executives struggle with relinquishing control and trusting others. Instead of focusing on major concerns – such as marketing strategy or talent development – these bosses get involved in issues that mid-level managers could handle. “Micromanaging” can be a problem for entrepreneurs who built their businesses and had a hand in every decision along the way.
Some “control freaks” see themselves as indispensable; they believe nothing can be accomplished without their input and expertise. Others are afraid of losing touch with the day-to-day operations or being perceived as lazy “fat cats.” Some executives don’t understand the distinction between control – ensuring the execution of management’s directives – and leadership – setting goals and empowering others to carry out your plans. Relinquishing control means stepping back to assess a situation instead of instinctively jumping into the fray. Do you trust your employees? Have you created a favorable environment that helps them succeed? Does your involvement excite and energize your team, or stifle and irritate it?
If you have trust issues with your team members, give them a project or assignment, stand back and don’t interfere. This will give you an opportunity to observe their strengths and weaknesses, and to see if you need to make any personnel changes. Your team will make mistakes, but don’t let that dampen your perception of them. Mistakes are learning opportunities and will strengthen your operation in the long run.
5. “Being Blind to Your Downstream Impact”
Leaders underestimate the impact of their decisions and behaviors – especially impulsive or arbitrary rulings – on their organizations as well as on their employees. A new directive that deviates significantly from operational protocol can create chaos. Employees may wonder how unexpected new projects align with current strategy. Further confusion results if the boss has to backtrack and tell the team to abandon the new project and return to an old one. Though their intentions may be honorable, executives who act rashly produce undesirable consequences.
Egotistical leaders get so self-absorbed that they overlook others’ needs and responsibilities. They sometimes forget that their employees consider their requests to be high priorities, even when they cause disruption and discomfort. Employees don’t want to disappoint the boss. Before implementing a new policy or initiative, assess the likely impact on your team. Ask yourself whether your new idea is ego-driven or has real potential to benefit your organization.
6. “Underestimating How Much You Are Being Watched”
Executives understand that others always observe them. But they often remain unaware of how closely they are scrutinized – from their conduct and manners to the style of their emails. Employees want to make their superiors happy and tend to model themselves according to how their boss speaks and behaves. They might interpret even a casual remark as policy. Leaders cannot afford to act inappropriately or downplay their daily influence on others.
Leaders set the behavioral tone for their organizations. Unprofessional conduct at an offsite office party, for instance, conveys the message that workplace standards don’t matter outside the office. Employees also copy less-obvious behaviors, such as executives who regularly arrive late in the morning or pass up opportunities to spend time with frontline workers. An effective leader cannot be “one of the guys,” because the employees hold the boss to a higher standard. Higher-ups expect effective leaders to provide direction and inspiration and to be role models for the firm’s cultural standards.
7. “Losing Touch with the Frontline Experience”
On Undercover Boss, an Emmy Award-winning TV show, CEOs of prominent companies struggle to work alongside rank-and-file employees. The show illustrates the widespread problems created by executives who can’t identify with those working in the trenches. As executives rise through the ranks, occupy fancier offices and socialize with more influential people, they become disconnected from the basic elements that make their companies successful – such as customer service and product delivery. They can also lose sight of how seemingly minor decisions affect operations and employee morale. Losing touch with your frontline operation can mean missing out on vital information that affects your competitiveness. You also run the risk of alienating or losing the respect of employees who might question your knowledge about the business. Engaging your frontline workers means getting out of the executive suite and spending time with your employees. Zappos, Nordstrom and Disney executives are involved in maintaining their reputations for exceptional customer service. Their cultures prioritize having executives maintain ongoing connections to the consumer.
8. “Relapsing Back to Your Old Ways”
Applying emotional intelligence is only part of the success equation. You must remain committed to the EQ concept, especially when you’re tempted to return to old, ego-driven habits. Incidents and situations at work can trigger a relapse that will foster skepticism among your team members about your sincerity and dedication. Once it’s lost, credibility is difficult to regain.
Adopting an EQ mentality often forces executives to leave their comfort zones. Staying vigilant and focused requires a conscious effort to exercise self-awareness, sensitivity and empathy. If you feel yourself slipping, take time for self-evaluation. Acknowledge that you aren’t perfect and let your flaws show. Your employees will admire you for committing to emotional intelligence.
