Academic Master

Education, English

Working With Emotional Intelligence

Most people judge competency by the conventional intelligence quotient. Higher IQ is the assurance that people would have much better cognitive skills among the lot. However, considering the development of skills and traits in people, the idea of the Freudian excellence test IQ faded away.

The competency level of an individual is based on personality typologies. I learned that the growth and skills required for the job are based on the transformative concept of a human trait, such as emotional intelligence. In my high school class, one of my classmates scored 92 per cent in the final, and the other one scored 76 per cent in a particular class. From the job placement analysis, I learned that the friend who was figured as assertive, intelligent, and competent based on the score did not turn out successful in finding a good job. At the same time, the other classmate who had a score got a reputed job. I agree with Daniel Godman’s perspective that IQ alone is not enough to measure successful career establishment (Goleman, 2000).

EQ, or emotional intelligence behaviour, is as important as IQ. I have experienced that a lot of times; we get so much knowledge but are suppressed by our own loop in practical skills. Practical skills should be on hand with the knowledge. They both form a useful and updated combination of expertise. I faced a hard time at my first job due to the incapacity to handle my anger. Instead of self-analysis, I paid much attention to the projection of negative thoughts that later on made me realize to cater in an ineffective way. EQ has provided a set of solutions for polishing competency in a professional environment. The top one is self-awareness, which I lacked. Then, management of your internal state of mind through self-regulation, directing emotional tendencies for motivation to reach the desired goal, management of social relationships, having empathy in correspondence with the scenario, and leadership skills or competency qualities (Chapter 1, Goleman, 2000).

The busy routine in modern life does not give you enough time to solitary reflection on the strengths and weaknesses of oneself. Choices that we make must be in accord with the actions we project. The CEO of Wisconsin Energy, Richard Ado, believes, “One should get to reality through self-reflection 8 hours’ time on a daily basis in order to control the troubles of life” (Chapter 2, Goleman, 2000).

The need for EQ rises with the consistency and progression in life, whether it is a career or life. The self-awareness element helped me select my degree based on my interests. The advantage of giving attention to goals is that it not only strengthens motivation but also builds harmony with emotional intelligence parameters. I had difficulty attaining social value compared to my colleagues. This was my weakness, but gradually, within the system, I realized that once you get there to pursue your goal, you need to expand your social interaction, be aware of the loops, and set yourself open to all sorts of feedback and learning opportunities as well. I learned from my first job and took it as a starter experience to learn the different facets of working professionally in a system. I found that I lose focus sometimes under work pressure. It was my weakness that showed in my professional behaviour in the form of nervousness and speech problems. I embraced it after intense self-analyzation. And took its s improvement goal. Mort Meyers said,” Before you lead others, you have to discover yourself” (Chapter 2, Goleman, 2000).

Self-awareness follows empathy for positive and successful leadership goals. Empathy understands another person’s perceptions through behavioural cues. For example, in interaction with colleagues or fellows, you learn about their interest in conversation through body posture or eye movement, which helps in the assessment of other people’s perceptions of the subject. In the beginning days of my job, I had this urge to grow exponentially and wanted to work as much as I could. My teacher gave me assignments, and I worked on them. Other than that, I used to take on more projects in order to learn. One day I took a project with the excitement without getting all the required information. I had a difficult time managing the project because it was undoable for me at that point in time. I talked to my fellow. And he suggested I change my way. He suggested I adopt this phrase,” I will work, but let me give some time to think about it”. This one phrase puts the right amount of sensibility at the core of developing others (Chapter 3, Goleman, 2000).

Competent individuals in any discipline progress through basic roots of collaboration among like-minded people and through social networks. A person with a strong circle of socially acknowledged people will be better at securing a good job. From my personal experience, I evaluated that if you want to expand or do a reputable job, you need connections along with education. I failed at building one, which is why I went to many interviews and waited in line for an appropriate job. It took me time to realize that jobs depend on contacts, and personal contacts are a source of capital. The other thing is when you get the job, teamwork and social interaction are valuable and, within no time, can raise your status at the job. From denial of godman perception, highly effective managers in opt firms build social networks through trust and goodwill. This virtue helps them transcend less effective managers. The excellence of management lies in building beneficial bonding with people both formally and informally and collaborating with people on similar goals to achieve the best results (Chapter 3, Goleman, 2000).

When talking about long-term success in emotional intelligence development, concept and knowledge understanding are tied to emotional competence habit modulation. It can be better to open yourself up to interact with positive people, to attain feedback through a 360 mechanism, and to evaluate based on self-assessment. Many training programs include core emotional intelligence values such as motivation to employees, building a Communication Bridge among members, conflict resolution, evaluation of strengths and weaknesses and fostering positivity among firm members (Chapter 4, Goleman, 2000).

Now I have identified my weaknesses and also way to improve emotional intelligence through self-evaluation. The solution to my weakness is to help myself to calm myself down in critical situations, and somehow, I am able to control my nerves under pressure. I panic because I let myself get so under work pressure. Another improvement at the workplace is in the interaction with my colleagues in terms of help, feedback and open communication. It helped me to self-discover as well as the expansion of my social network for better options. I concluded that without realizing the importance of EQ, I would not have been able to pinpoint the faults and improvement strategy for myself. I have improved and can focus on scrutinizing and prioritization my emotions to project \selectively.

References

Goleman, D. (2000). Working with Emotional Intelligence. New York: Bantam Dell.

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