The Role Of Emotional Intelligence In Network Marketing Success – Emotional intelligence is the ability to recognize one's and others' emotions and then use emotional information to adapt thinking and behavior to the environment and to achieve one's goals.
For an overview of Emotional Intelligence and an overview of self-mastery skills, see my first post on the topic. Here we will review the social skills of emotional intelligence. In other words, the emotional competencies to handle relationships.
The Role Of Emotional Intelligence In Network Marketing Success
Empathy is the awareness of others' feelings and needs. To put it another way, it's our social radar. Certainly, the prerequisite for empathy is self-awareness. Indeed, before we can identify and understand other's feelings, we must identify and understand feeling in general, starting with our own feelings.
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Empathy is an automatic response to our environment. Actually, we tend to unconsciously imitate the other's feelings. It comes from the most primitive parts of the brain and its purpose is to enforce survival. For example, when people around us experience fear, then we will also feel fear, so we will be ready to manage the threat, even if we have already seen it.
But how well we use Empathy depends on our willingness to do so and how much we practice it.
The root of this principle is listening. Indeed, everyone begins with true listening. In other words, active listening. As I used to define it, listen to understand, not just to answer:
Truly, without listening, there is no step forward in understanding the other. In fact, people will shut themselves down when faced with a poor listener.
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The listener, especially if quite sensitive, must protect himself or herself. To illustrate, we may experience empathy distress when someone we care about is going through a lot of pain and we become deeply upset as a result. So, there is a need for self-regulation to calm our own sympathetic distress.
Daniel Goleman presents this practice as a sense of service to the client. In fact, service orientation is more than just for the customer, as it can happen internally in the organization. So, just as we care about serving customers, we look at others and how to support them. All the more, their tasks can contribute to the group's or organization's goal.
This practice is about helping others grow. It starts with feedback for the colleagues or the associates to identify their areas for improvement. Then it continues with mentoring and coaching.
Having a different product or service in a market is a competitive advantage. No doubt different people bring different ideas. So, when an organization properly values diversity, but also utilizes it properly, it makes all the difference. But diversity is also a challenge. Indeed, there is still a need for a given group to have a minimum of commonalities in order to work together and deliver a consistency.
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This practice simultaneously covers the ability to include people with different profiles and to build connections with them and between them.
This competency begins with empathy at the organizational level. In other words, to understand the emotional climate and culture of an organization. Then the competence continues to see the real and informal organization where real power lies with alliances and rivalries.
As we saw above in the introduction to empathy, we influence each other with emotions which are a primitive way of communication, for example to warn of a threat. Furthermore, influence with emotions can be with negative but also positive emotions. These emotions occur at different levels, mostly too subtle to notice.
Social skills are the emotional intelligence skills to properly manage your and others' emotions, to connect with others, interact and work together. If empathy is driven outwardly towards others, social skills are driven inwardly and focus on how to interact with others and to utilize others to achieve our goals.
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When we master social skills, we choose the emotions we show and the ones we hide, like a kind of theater. To illustrate, in our background, we feel our emotions, and on our front stage, we choose the emotions we want to manifest.
Smiling is a good example. For example, we can choose to smile even though we are worried. But this smile will change our colleagues in a positive state. Indeed, smiling is the most contagious emotional signal of all. As a result, people cannot resist and smile in return. It is clear that cooperation will be easier and we can even feel a little better with all those smiles we will get in return. In addition, we will activate and recover positive energy.
Communication is the key to connect with the others and build the best of our cooperation with them. Mood control is definitely essential. Indeed, we can be a good communicator, be clear in what we say, with others ready to listen, if only we remain calm and positive. Then it may be necessary to buffer with our actual emotional state if different.
Influence: to smoothly lead the other in a direction that is also valuable to them (if not, it is manipulation)
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Prerequisite of influence, of course, is the ability to read emotional cues. To begin with, this principle begins with building a bond or highlighting a commonality with our audience. Then, the second step is to integrate the emotional drivers to move people. Especially when logical arguments have failed. To illustrate, some influence tactics include: legitimizing with the authority source of the request, socializing, appealing to values, or exchanging or building an alliance.
Intelligence and Emotional Intelligence are not just for individuals, but scale to team and even organizational levels. Indeed, when a team is working at its best, individual IQ and EQ don't simply add, they multiply. As a result, outcomes are far beyond what anyone could have imagined.
Note that we have combined what Daniel Goleman calls Team (building) capabilities into this collaboration and collaboration competency.
This practice requires as a prerequisite to master our emotions in stressful situations and to read the emotions of others. Then it is about facilitating smooth debate, preventing conflicts and when they do happen, working to de-escalate them and support a win-win solution.
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Leadership is about generating internal motivation that can mobilize an entire group towards the same goal. Emotions are a source of charisma for the leader: be able to feel strong emotions and express them with power and impact.
Today, change is everywhere, it never stops and its rhythm accelerates. Therefore, it is a key competence to be able to manage change.
As collaboration within a team multiplies efficiency, collaboration at the level of a network does the same for each person involved. Certainly, each member of a network is an instantly available extension of knowledge, expertise and possibly more.
Part 1 of Emotional Intelligence Don't miss the first part of this post on Emotional Intelligence! Click here!
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The technical storage or access is required to create user profiles to send advertisements, or to track the user on a website or across multiple websites for similar marketing purposes. Over the years, I have had the pleasure of working with some phenomenal leaders who build prioritized high-performing teams while cultivating strong relationships with all stakeholders. They possess charming personalities and never let stress get the best of them. What makes these leaders stand out is their emotional intelligence.
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Emotional intelligence, also known as EQ, is the ability to understand and manage your own emotions, as well as the emotions of others. So why is it important for project management?
Well, managing a project involves not only technical knowledge but also managing teams. And managing teams involves navigating human emotions. You must be able to handle conflicts, inspire trust, communicate thoughts and ideas effectively and handle pressure without losing your cool.
Don't you think EQ is essential for managing projects? Think about successful projects you've seen in the past. Were they successful only because of technical factors, or was there also a human factor involved? Chances are there was a skilled project manager who was in tune with the team's emotions, worked to resolve conflicts and managed to bring everyone together to achieve success.
But how can EQ be developed? Fortunately, as with any skill, this one can also be developed. The components of EQ include self-awareness, self-regulation, motivation, empathy and social skills. By learning and practicing these components, you can build your EQ and improve your project management skills.
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Now that you understand what emotional intelligence
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