Emotional Intelligence is a Myth

Monday, February 21, 2011.

Wow! Today I read a report by a guy who tried to explain the problems of human resources and human capital management.  He went on to say that, “Emotional intelligence is a myth.”  Emotion and logic don’t mix, but both are in us.  The more I read the more confused I got, but I am sure some people found it interesting since he made lots of academic distinctions.

The quality of our interactions, whether it is with customers or internally, determines our productive or non-productive actions, not to mention the productive use of our time and the results we achieve.  You could say these kinds of conversations we have in our organizations create our habitual, unconscious culture.  And the culture greatly affects our results.  Manage the conversations around your business to create productivity.    

I always say to those I coach to watch out for conversations that lead to ‘that’s interesting.’  It usually means, “Thanks for the mental break, but I am not going to use that information and I have to get back to work.”

In business, and in life, we are not in an academic exercise, we’re in a real-time game. Ideas have to pass some tests to prove they will help us with what we are dealing with, and where we are going.  Good questions to ask automatically about these ideas are:  “Will it help me reach my goals and what we need to do in the business?  Is it the best use of my time?  Am I capable of using the idea immediately?  And does it make sense?”

The principles behind successful businesses are usually logical, but sometimes we get lost and confused in analysis, and conversations.  As a result we don’t take enough productive, new actions. It is as if we expect everything to be confusing and complicated, and nothing is going to happen anyway.  I am suggesting that all of us could be even more productive in conversations that build relationships, have value and create action, next steps.  This in contrast to what I call recreational and irrelevant conversations. 

For example:

            -   chronic complaining
-    blaming
-  information with no outcome attained (“that’s interesting”)
- creative ideas with no strategic context
-  solutions NOT on behalf of where we are going

· Define, constantly and clearly, how we define winning around here.

· Ask what is the outcome?.  What do we want to achieve?

· When people give you reasonable plans, ask them to go ahead and try it.

· If it is a problem conversation ask, “What is the problem? 
What are the possible causes?
What are the possible solutions?
What is the best possible solution?”

· Give feedback.  (“Here is what I like about what you said (or did).”)

· Ask if things were the way we wanted, what would be happening? 
How do we make them happen?

·  How are you doing according to plan?

·   What are the most important outcomes to focus on today?

When budgeting time for the most important activities, focus on the uncomfortable activity first and manage the conversations within your culture, and you will boost performance.  Most importantly, keep your eye on the prize -what are you creating for your business and team?

ACTIONS:

Watch yourself this week.  How many recreational and irrelevant conversations are you in? Manage the conversations.  Focus on questions and comments that cause everyone to act on the most important things.   

Try one or two actions mentioned above.

Have a productive week.