Emotional intelligence is one of those universally needed skills that transcend industries, leadership levels, and educational backgrounds. Everyone benefits from having stronger EQ skills as they navigate relationships with others as well as how they manage much needed self-care.
Today, we’ll cover some tips to help you dial in and strengthen your EQ skills in your day-to-day interactions with others.
Learn to rehearse what you’ll say
We all have unique quirks that we are not aware of, especially when it comes to how we verbally communicate. Emotionally intelligent people have a good understanding of this and are mindful to understand what their quirks are and are intentionally building in new phrases as a habit to connect with and inspire emotions.
A common phrase that people use as others share hardships or challenges that they are going through is “I know how you feel.” There may be positive intent in the statement, but the phrase doesn’t convey understanding like you may think that it does; it communicates completion. “I’ve heard and acknowledged you. Now let’s move on.”
To take the response to the next level you may say something like, “I hear you and I think what you are saying is …..” This shows that you are actively engaged with the person and gives them a chance to correct your understanding or continue the conversation.
Positive intent is great, but without putting thought into how you communicate, you may never reach your goal of having a meaningful connection.
Learn to leverage the 5 whys technique on yourself
Self-awareness blind spots don’t conform to levels of leadership or personality profiles. Everyone has them in some form or another. Going back to your childhood, when you were wide-eyed and full of curiosity about the world around you, ask yourself the question “Why?” as you reflect on your motives, desires, needs, and actions.
Sure, you could answer the first “Why?” fairly superficially, but that’s why you leverage the power of the 5 Whys Technique which says basically that you can get to the root of any problem or concern by asking the question “Why?” as a response to quickly get to the root of the matter.
Why do I want that new role?
I want the title, extra benefits and pay that go with the role. (Ok, why is that?)
The pay would help relieve the pressure at home and I really want to be a director. (Why is that?)
It validates my hard work and who I am to others. (Why is that important?)
I have a high desire for affirmation and recognition.
And there it is. In 5 whys we got down to the root of the personal situation and a view into our own self-awareness. If you use this technique on yourself and you can’t articulate a compelling answer then it is likely a sign you are misaligned with what you are trying to accomplish or it’s an unexplored area of self-awareness that you may need to take more time to reflect on.
Stay mindful of your pace
As leaders, we are often action-oriented. Do the thing and do it now! I’m often the same way. I’d rather knock something out than need to go back later and follow up on additional items. While that action-orientated stance can be very beneficial in eliminating additional meetings as well as freeing up time for your future self, it often serves you well to pause and not immediately respond to external stimuli.
Those that pause before responding to those external stimuli, think email, messages, complaints, or even good things like opportunities, will often come out with the upper hand. Emotionally intelligent leaders appreciate that slower reaction times give them space to be more strategic in their thoughts and protect them from emotional knee-jerk reactions.
End connections with gratitude
The feeling and demeanor that you leave a conversation with is often what others hold on to. Leaders with strong emotional intelligence know this and often go out of their way to find something they can express gratitude for, toward the end of every conversation. Some examples may include:
Easy examples: “I really enjoyed our time together today.” “Thank you for taking the time to talk.” “I really appreciate your feedback and will use it to help influence how we move forward.”
Tough examples: “Thanks for listening and understanding.” “Thank you for coming around to my way of thinking.” “I appreciate the compromise here.” These all build a bridge halfway to the other person but aren’t necessarily a feel-good moment that someone wants to build the other half back with you.
Take it to the next level: Learn to express thanks for something you know the other side will agree with, rather than something that might trigger an undesired emotional reaction. In tough conversations it may look like, “I know this wasn’t comfortable to talk about, but I really appreciate the opportunity for us to come together here. I’m going to take your feedback and get you the resources that you need by ( agreed upon date).”
If this isn’t a regular practice for you, be mindful to insert this sentiment as you close out the conversation. Those virtual meetings with a flurry of goodbyes at the end are a great place to begin to step into this behavior. Are you going to stand out with your gratitude as everyone else goodbye? Probably not, but you are putting it into practice, and that helps build repetition and behavior change.
Growing your emotional intelligence is a process that is a journey as opposed to a course that you become certified in once you complete the training. Continue to work on practical ways to grow your EQ to make you a more impactful leader to those around you.
Being suddenly thrown under the proverbial bus is one of the worst feelings there is in a working relationship. It’s the sense of being betrayed by someone that you likely had some level of trust built with for their own gain. Perhaps you were blamed for something that you didn’t do, or they broke your confidence to share sensitive info, or perhaps they embarrassed you in front of others to make themselves look better. Whatever the reason, you’ve likely experienced it a time or two or you will most certainly experience it as you continue your professional journey.
You’ve been thrown under the bus, now what?
The thing about being thrown under the bus is that it always comes unexpectedly and suddenly. Perhaps you align with your work partner only for them to say that they totally disagree with your position after reading the room. That initial sting can send you swirling in many different mental directions at one time.
In the moment:
Let your EQ save you: This is another great work example where a strong EQ (EQ series starting at Ep 145) will swoop in and save you from any further damage. Do your best to instantly react, especially in a public setting. Let the emotions wash through you and then begin to react in a way that reflects well on you. In some situations, you may only have a few seconds while other times, you’ll have more than enough time.
Save face by taking the high road. It’s ok to say that whatever the other person said or did was a surprise to you and that you need some time to process and reflect. Offering the take the conversation offline in a meeting environment can take the heat off for now and keep the meeting moving forward as well.
After the incident:
Accept that this has happened and move forward: It can be hard to obsess about the incident… besides, you’ve likely been wronged and it can feel very personal as you continue to unpack in your mind how everything unfolded. At the end of the day, there is nothing that can be done to take the incident back. It happened. Mentally acknowledge that it happened, remind yourself that it does not lower the value that you see in yourself as a person, and begin to move to the next steps for closure and growth.
Get to the truth and root of the incident: Instead, of trying to find solace and validation with others, approach the other person who threw you under the bus after the incident and ask what happened. It’s fair for you to seek clarity and understanding of the reasoning behind their decision. Be mentally prepared because this conversation can go many different ways:
They may reveal their true colors and were never an ally to begin with
They may have acted impulsively and are regretful
They may not have the self-awareness to even realize what they did was wrong and hurtful
Don’t retaliate: It may be tempting to volley back resentment and anger or even worse, plot your revenge against the other person. Remember your values (EP 357 EP 358) and avoid this at all costs. You’ll have more productive ways to deal with the person based on the things that you learned from the experience.
Learn and grow from the experience
The shock of a break in trust can be difficult to overcome, in fact, it’s one of our highest searched subjects on the internet. Trust is certainly one of the lessons that I learn during the times that someone has thrown me under the bus – specifically how far my trust can go with the other person going forward. I would rarely fully write the person off, but I certainly reframed the relationship and became much more mindful of what I said or did around the person.
I’ve had others share with me that the lesson that they learned is that they trusted others too much. While I get where the person is coming from with this kind of statement, my experience has shown me that that kind of attitude and become the building block to a fundamental change in their leadership behavior in a negative way. You can’t stop trusting others because you’ve been burned.
Another way to gain insight from being thrown under the bus is to reflect back and understand some of the behaviors that may have been indicators that the person was capable of what they did. Some of those include:
Trying to take credit for things that they did not do
A lack of reciprocating information about themselves
A lack of showing vulnerability in their role
Statements like “It’s not personal”
Being thrown under the bus is never fun and can really hurt, especially if it comes from a friend or close colleague. Represent yourself well during the stinging moment, seek clarity, learn from the incident and move forward. You’ll build a character trait that will serve you well as you continue on your professional journey.
Empathy, Sympathy, and Pity. Besides a catchy title to a podcast, it’s three words and that have different meanings and that can get a leader tripped up and cost the leader personal credibility when they get these three confused.
The ability to understand and share the feelings of others.
We covered the topic of empathy in detail on previous shows and newsletters. Empathy is certainly the strongest of the three emotions. It requires a connection to the person and the situation and will also cause you to act in a caring and compassionate way.
Empathy is the gold mine for relational leadership. It allows you to quickly build trust with others to establish great working relationships that pay off. Acting on empathy also empowers the leader to connect with the team while holding on to strong expectations and standards.
As a young leader, I was very black and white. Either you met the standard and expectation on you didn’t. I thought that when someone had clear expectations and resources to get the job done and they didn’t then, it was on them. Growing in empathy helped me to begin mastering the grey areas of leadership. It allowed me to meet them where they were and then show them a path to their own greatness.
I’ve yet to meet a person that didn’t value a strong relationship with their leader where they felt valued and challenged to be their best.
An Affinity association or relationship between a person or thing where whatever affects one similarly affects the other.
Sympathy is a way to connect with others, but it usually means that the leader’s feeling is not as intense and the connection level is not as deep either.
Sympathy can get the best of leaders in a number of ways. For some leaders, sympathy leads to lowering their expectations or leading inconsistently across the team. This is especially true for leaders that aren’t balanced in their approach and are too relational in their leadership and relationship with the team. For some savvy employees, they will take advantage of this dynamic will turn you into an enabler to their inconsistent and bad behaviors.
For other leaders, they may feel sympathy, but then don’t know what to do with it. Do you ask if you can help? Do you just express it verbally and then try to awkwardly move on? I would suggest some type of action when you feel that sympathy for others. Don’t ask, because they may not feel comfortable asking for help or assistance. It can be a small gesture like a gift card to a restaurant so they don’t have to worry about cooking a meal to clearing out and covering a schedule so they have some time away.
Act on your sympathy towards others.
The feeling of sorrow and compassion caused by the suffering and misfortunes of others.
The definition itself doesn’t sound too bad, but pity often comes across as condescending. You can be seen as putting yourself on a pedestal, believing that you are better than someone else or that you feel sorry for them.
The feeling of pity often leads to inaction. You see it, recognize it and then keep moving on. Take the feeling of pity and then turn it through the lens of empathy. Route the feeling through a positive and healthy approach so that the other person feels valued and cared for during your interaction with them.
Pity is a feeling and emotion which means it isn’t bad. It’s just an emotion! How you act and react to that feeling is what can give someone a negative view of your personal behavior and beliefs.
It’s important to understand the differences between these three types of feelings and what your natural reaction are to them so that you can react appropriately when the situation occurs.
People hold on to long memories of how others treated, handled, and helped them when they needed it. Grow your self-awareness around these so that you can lead others well, become a model leader for others to follow, and turn tough situations in a positive direction.
There are absolutely advantages in working from home; accessibility, a higher level of engagements, and lower costs for you personally among other things.
Working in a remote environment can be a challenge too. While Emotional Intelligence is a major differentiator in the real world, you can leverage and even grow your EQ in a remote world.
Turn the camera on
Whenever you turn on your camera you are putting a little bit of yourself out there. You are displaying vulnerability and authenticity to those that you are meeting with. This can help you and the other party build empathy with each other.
Be mindful of your background: Ideally, you want a clean and nondistracting background. Clean up the space behind you before jumping on the call. At my home studio, I have two closet doors that are in view. I always make sure that those are closed so that they aren’t a distraction. As fun as the virtual backgrounds are to use, stay in the real world if possible. They can be distracting themselves and don’t always work right.
Respect the time: In general, video calls do run shorter than an in-person meeting. Be mindful of the time and land the meeting a couple of minutes early to allow for people to close up and get ready for the next appointment.
Present yourself and your environment in a way that is positive and connects with others: We’ve all seen the joke about the guy in his underwear with a suit jacket on his video call. Put a little bit of effort into how you look to others. You don’t want to show up looking like you just got out of bed. Also, consider the impression you are giving others with your environment. You don’t want the amazing views of your condo to distract the new employee that just started at the ground level.
Lead with and master small talk
Some people hate small talk, but when it’s done with intent and with the right focus it can really add value to the relationship. Using small talk to build rapport and connection before you jump into a heavy topic can be invaluable to how the conversation goes.
Great small talk is always other-focused. Here are a couple of examples to contrast:
Before we get going, tell me how John’s baseball game went…..
Did everybody have a good weekend?
The first examples show you are being specific with the person, empathetic towards their personal life and affirms that you listen to the other person.
The second is not as strong with EQ. It’s generic and seems like you are just checking the box without a real interest in the answer. If I’m in a one-on-one I will back the conversation up if the person jumps right into the business. It shows them that they are my priority over the reason for us to being together.
Transform your small talk from an awkward silence filler to one where you learn and connect with others.
Be transparent and show authenticity
It may sometimes feel like as a leader you have to have all the answers all the time, besides, your people are looking to you for advice and guidance.
Be ok with admitting when you don’t know the answer. Your people will value your honesty and will build your trust level with others.
Acknowledge when you can’t fully connect empathically. Instead of trying to relate in an unrealistic way or turning the attention back to you, tell the person that you don’t understand the challenge that they are facing. Just being there and acknowledging the moment means a lot to people.
Use the opportunities in remote work to grow your self-awareness, self-management, social awareness, and relationship management. Grow your EQ and your impact on others will increase no matter the distance.
Someone recently asked the Reddit community why people are rude, loud and aggressive towards frontline employees in retail, food, and service industries. By far the most common answer was because they felt like it got results. You’ve likely run across this person at some point in your life and may even have this person in your work environment today.
Tips to deal with aggressive people
Give them time to cool down. If possible don’t address in the heat of the moment. Give them a chance to cool down and then talk to the person. If this is not possible, move the person to another location and then address the situation. Pull them into a hallway, a different conference room, etc to remove them from the environment that they were in.
Keep a healthy distance. Make sure that you are not violating their personal space (4ft +) when you talk to the person. Conversely, do not let the person invade your space. Step back or ask them to. Violating this space during this instance causes more non-verbal tension.
State the impact of the behavior and your expectations. Start the conversation off by stating the impact of their behavior. How has the outburst hurt productivity, working relationships, and their reputation? What is your expectation on how they should respect you and other members of the team? Stay calm and don’t fight aggression with more aggression.
Keep the spotlight on them. The person may try to shift the blame on others for their outbursts and behavior. Keep the focus on them and keep the power of the conversation.
Ask for commitment and don’t avoid conflict. Once the situation calms down, ask the person for their commitment to cease the behavior. Again state your expectations and consequences should the behavior continue. Don’t avoid conflict. You allow the behavior to go on, and passively approve of it when you fail to address it.
Other things to do
In addition to dealing with an aggressive person, there are other things you should consider as well.
Document incidents. You can do this in a number of ways, but I recommend emailing yourself and keeping a folder on it or creating an electronic copy that chronicles the behavior. With email, it will be timestamped when you send it, with an ongoing document, make sure that you include dates on individual incidents.
Cataloging these incidents will help you recall them better if asked, gives you a written trail and can help you see just how big of a problem that it is.
Involve HR. HR is there to protect your rights and to ensure that you are having a great employee experience. If the aggressor is your boss (or they aren’t addressing the issue), you may need need to reach out to a partner from the HR department.
Tips for dealing with aggressive customers
First, acknowledge their anger and perceived slight. This often catches them off guard because they are expecting an argument or fight. Next, acknowledge how you’d feel in the situation and then move quickly to resolve the problem. Be sincere and authentic during the exchange, while keeping your cool.
In-depth insight on conflict can be found in these past episodes:
The aggressor wants all of the control in the situation, even if they begin to lose control of themselves. Keep your power by being a calm, confident, and matter of fact leader. Document and involve others if needed to bring a long term solution. You are stronger than the aggressor.
The level and depth of your relationships with others is a guiding factor for your success.
As we’ve moved through each of the three previous sections of EQ, you likely noticed that each built on the one before it. That is certainly the case with relationship management. Social awareness, self-management, and self-awareness feed into success here. You may see a conflict explode at work, school or home and it roots in the person’s lack of skill to navigate the relationship successfully. It’s like a computer that gets an error and locks up. Unfortunately, you can’t control, alt, delete your way out of these scenarios.
Understanding Relationship Management
Relationship management is the ability to build value-adding relationships with others. Notice that I didn’t say friendship. A person strong in this area understands and realizes the value of building relationships even with people that they don’t get along with. Unless you work in a very small people environment, you’ll likely have someone that you interact with that you don’t totally get along with.
Example of low Relationship Management
“John makes a decision about a person and that’s it. There is no changing his mind. He sees you as an ally or enemy. If he sees you as an enemy, he will let others know and will not put the effort to establish any kind of relationship. He reacts to people instead of responding to them. “
Example of high Relationship Management
“John is an artist when it comes to people. Everyone he interacts with feels valued and knows that they matter. Even when John is not happy with an outcome, he communicates it in a way where you know how you missed the mark, but he’s not angry. I think I feel worse about it because I let my leader down, and I hate letting John down. He owns mistakes and is complementary to me.”
Tips to increase your Relationship Management
Back your decision up. When you make a decision, especially if you know it may not be a popular one, explain the whys behind it so that others understand where you are coming from. Also be open to listen to their concerns and be prepared to change if needed.
Be proactive with the inevitable. When you see a conversation that needs to happen inevitably, the time to connect on it is now. Time has a way to fuel the problem and it ends with you and/or the other party boiling over. I would rather take on a small problem than a work-stoppingly large problem that it morphs into later. When you have these conversations, be direct without emotional attachment and be sure to include your strengthened empathy and listening skills that you’ve picked up.
Build trust. A couple of ways to build trust in a relationship is to first be willing to accept feedback in a constructive way. When you show that you can’t take feedback well, you lose the trust of the other person and they no longer want to help you get better. The second is to own your mistakes and failures. If you are a leader you may have to own a mistake that you didn’t even make the decision on. Being willing to do the small things like apologize, say thank you and appreciation go a long way.
Acknowledge where the person is. This was an area I was really bad at before. Someone comes to you and tells you what they are going through and you do your best to quickly move on from the conversation. It may be because it makes you uncomfortable or you don’t know what to say. Simply acknowledging the emotion or struggle is a great starting point.
Combine your relationship management skills along with social awareness, self-management, and self-awareness to bring your career (and personal life) to new satisfying heights.