According to a 3-year study of 3,122 Swedish workers, results showed that by transforming managerial behaviours, the workers were linked to a significantly lower cardiac risk and there were a 30% lower Coronary Heart Disease incident for employees who felt that their supervisors treated them fairly (note: adjustments were made for other risk factors). Over this 3-part blog series I have shared some eye-opening statistics. Emotionally Intelligent (EI) Leaders not only lead to increased profitability and motivation, but they also lead to healthier and happier employees. By taking this journey towards EI will allow you to have an incredibly positive impact on the world.
So far in part one and two I have discussed why EI is so important and how you can start this journey (if you haven’t read them I suggest reading them first). This final part will explain what Emotional Intelligence is and what are three simple behaviours that you can start doing right now to start positively impacting your environment.
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Emotional Intelligence is different to Emotional Mastery. Emotional Intelligence is about being able to use your experience to adapt to any situation and decide which behaviours to exhibit. Remember, our emotions drive our behaviours. It is up to us whether we let those emotions control our behaviours or we control them. Side note: If you’ve read my book you’ll notice how similar the definition of EI is to my definition of a leader. Coincidence or deliberate?
In part two I discussed how hard it can be learn and implement 15 new behaviours that you must do all from tomorrow and suddenly develop EI. It doesn’t need to be that way. Below I will explain three behaviours that you can implement into your daily lives, just like I did. Why? So that it is simple yet easy for you and also to create an understanding that the barriers to entry on this journey are not as hard as you may think they are.
Behaviour 1: Do not be a slave to your emotions
Simply put, this means allowing your conscious decisions to drive your behaviours rather than letting your emotions drive your behaviours. One simple way to do this is by questioning your emotions. For example, I explained a scenario in part two where an employee’s actions create anger emotions within you. In this situation you can either: react angrily (being a slave to your emotions) or question why you feel this way (controlling your emotions). This tool is immensely powerful. Once you asked yourself that first question you start to take control of your emotions.
Behaviour 2: Listening before speaking
One common behaviour amongst managers who are not EI is to speaking without listening to others. This leads to poor decision making, lack of inclusion, jumping to conclusions, demotivation and is a sign of poor leadership. These behaviours are emotionally driven. By consciously making an effort to attentively listen and not speak, you can absorb what is happening around you and then decide on the best path forward. I go into greater detail about the behaviour of listening in my book.
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Behaviour 3: Changing your language
The language you display (both verbal and non-verbal) can have a huge impact on your environment and the people within that environment. Negative language is driven by how we feel (our emotion). By consciously focusing on using positive language allows us to control our emotion and create a positive energy. This leads to increased motivation, inclusion, better decision making, greater results and a happier team. I explain exactly how you can change your language in my book.
These are all behaviours which you can control. They cost nothing except your own self-awareness and commitment. I encourage you to challenge yourself and start this journey. I know that you will see a profound change in your life and ability to lead.
I hope this three-part series brought you incredible value and had a positive impact on your life.
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How to reference this page
- Toor, J. (202). Three behaviours of Emotionally Intelligent Leaders, Part Three. Available at: https://pmgrowth.co/three-behaviours-of-emotionally-intelligent-leaders,-part-three
Inspirations
- Nyberg. et al.,. Managerial leadership and ischemic heart disease among employees: The Swedish WOLF study (2008)