What is the definition of emotional intelligence and why should senior executives work on it?

Let’s start with the second part of the question – why work on it? Simply put, well-developed emotional intelligence can make an executive a star.

There are many studies to support this claim.  For example, Daniel Goleman did competency research on over 200 companies worldwide.  His conclusion: 80% of the difference in performance among top executives can be traced to emotional intelligence (EQ or EI).  An Egon Zehnder analysis of over 500 senior executives across the globe showed that EQ was a better predictor of success than either relevant work experience or IQ.  Those are powerful arguments for its value.

Why would this be?  Consider that the bar for prior experience and intellect for senior executives is very high.  You just don’t climb that high on the corporate ladder without those credentials.  So, there isn’t a great deal of variability in the executive suite in those essential traits.  They are already very high.  However, the variation in EQ can be very wide.  The really good news is that EQ is a capability that can be grown – offering a powerful opportunity to stand out.

So, what is the definition of emotional intelligence?  You might think of EQ as responding to emotions in an intelligent way.  Hence the phrase, “emotional intelligence.”  My simple definition of emotional intelligence is:  the ability to be aware of one’s own emotions and those of others, and to respond to them in intentional and healthy ways.

This definition of emotional intelligence helps point the way to how this capacity is developed. It makes it clear that awareness of emotions is the starting point.  For some, this can be difficult.  Many of us have spent our lives being trained to tune emotions out – and we’ve gotten good at it!  For others, the challenge is to be aware of those emotions before responding.  The second step is then knowing what those emotions are telling us. This is what puts us in the position to respond in positive ways.  

At the end of the day, emotions offer us a great deal of data – about ourselves and others.  Being able to recognize that information, and then use it effectively, gives senior executives with high EQ an exceptional edge.