“Today we are faced with the pre-eminent fact that, if civilization is to survive, we must cultivate the science of human relationships.” — Franklin Delano Roosevelt, 1945
Leaders and managers can study, train and be coached. But if they fail to work on their interpersonal skills, they will not succeed when given more complex responsibilities. The ability to relate to and connect with others helps confer influence and leadership success.
Until recently, there has been little focus on what goes on within the relationship between two people in an organization. Almost all professional development programs focus on the individual: what you can do to improve yourself.
Thousands of people explore leadership and management skills each year with an emphasis on improving their personal abilities. Very few have participated in programs to develop interpersonal skills.
Obviously, pursuing personal growth is worthwhile. Now, however, experts suggest that executives who develop their interpersonal skills will finely hone their ability to lead and influence.
The best managers in the world are not only experts in systems, processes and technical competencies. They are also proficient at managing their employees, personal strengths and preferences. Thus, they increase employee engagement and productivity. Unfortunately, most people’s experience with bosses falls short of these goals.
Do you ever wonder why some of the most brilliant, well-educated people aren’t promoted, while those with fewer obvious skills climb the professional ladder?
Chalk it up to emotional intelligence (EI), a term first coined in 1995 by psychologist Daniel Goleman in his New York Times bestseller Emotional Intelligence.
In the United States, experts had assumed that high IQ was key to high performance. Decades of research now point to EI as the critical factor that separates star performers from the rest of the pack.
EI is your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships. It is composed of four core skills that are paired under two primary competencies: personal and social.
Emotional intelligence taps into a fundamental element of human behavior that is distinct from your intellect. There is no connection between IQ and emotional intelligence. Intelligence is your ability to learn, as well as retrieve and apply knowledge.
Emotional intelligence is a flexible set of skills that can be acquired and improved with practice. While some people are naturally more emotionally intelligent than others, you can develop high emotional intelligence even if you aren’t born with it.
The key to getting along with all kinds of people is to hold back or neutralize your personal reactions and focus on others first. Being savvy is working from the outside in. Then, interpersonal savvy becomes having a range of interpersonal skills and approaches and knowing when to use what with whom.
The outcome is ease of transaction where you get what you need without damaging other parties unnecessarily and leave them wanting to work with you again. Having interpersonal skills will allow you to motivate, inspire, and successfully lead others, as well as further your own career development.
Interpersonal savvy is the combination of strong interpersonal skills such as approachability, listening, empathy, and composure with a “savvy” interpersonal awareness and interpersonal style, which involves discernment, common sense, astuteness, perceptiveness, cleverness and tact.
Leaders want to achieve excellence. Achieving excellence is often confounded by the varied personalities and stresses leader’s encounter. A valuable characteristic is what I call “interpersonal savvy”.
In leaders’ work and personal lives the key to getting along with many people is to hold back one’s initial personal reactions and focus on the other persons needs first. Interpersonal savvy includes a full set of interpersonal skills and approaches, which allow one to discern when to deploy a particular people skill.
About Dr. Maynard Brusman…
Consulting Psychologist & Executive Coach
Emotional Intelligence and Mindful Leadership Consultant
Are you a purpose-driven executive leader who wants to be more effective at work and get better results? Emotionally intelligent and mindful leaders build trust, and inspire people to become fully engaged with the vision and mission of their company. They build coaching cultures of positive engagement.
Over the past thirty-five years, I have coached hundreds of leaders to improve their leadership effectiveness. After only 6 months, one executive coaching client reported greater productivity and more stress resiliency helping her company improve revenues by 20%. While this may depend on many factors most of my clients report similar satisfaction in their EQ leadership competence leading to better business results.
You can choose to work with a highly seasoned executive coach to help facilitate your leadership development and executive presence awakening what’s possible.
For more information, please go to http://www.workingresources.com, write to firstname.lastname@example.org, or call 415-546-1252.