BY CHRIS SABIDO, GUEST COLUMNIST
Great leaders understand that the only way for a team or company to reach its full potential is to bring out the best in all of the people that work in the organization. When they are able to help others be their best, things that all companies seek ”“ increased profits, passion, engagement, creativity and innovation ”“ naturally emerge.
So, how does a leader bring out the best in others? It starts with having emotional intelligence. More than just “people skills,” emotional intelligence is a powerful awareness about ourselves and others. It gives us the ability to choose new ways of handling difficult situations and to break free of old habits of thinking and acting, which don”™t produce the results we want. When emotional intelligence is high, the tremendous amount of team energy that is wasted on things such as miscommunication, misunderstandings, ego trips, unresolved tension and conflict is freed up and can be redirected toward productive, effective endeavors.
Here are a few things that great leaders can do to help develop emotional intelligence:
Ӣ They have the courage to look at themselves honestly.
Blind spots and those not-so-helpful behaviors that show up when they”™re triggered; great leaders will look at it all. Rather than shy away from their less-flattering moments and make excuses, they accept what they see. When they see something they don”™t like, they look for a better way of doing it.
”¢ They deal with the “messy stuff” that others avoid.
People often like to think of business as logical, rational and unemotional. Nothing can be further from the truth. The feelings and emotions that we all experience as part of being human pop up at work the same way they do at home. Great leaders know that for any group of people to maximize their potential, they must all learn to effectively deal with the messy, human side of the business.
Ӣ They build trust.
Trust is the cornerstone of every healthy, productive and profitable relationship. Great leaders understand this. They know that their words and actions are either building or eroding trust, and they act accordingly. When trust is eroded, they act quickly to repair it so that everyone can get back on track.
Ӣ They are willing to be vulnerable.
They know they don”™t have all the answers; they don”™t always have to be right. This invites the people they work with to be the same way, thereby relieving the crippling pressure to be perfect and never make a mistake from all those involved in the workplace.
Ӣ They are authentic.
Great leaders are themselves, instead of trying to be someone else. Their words and actions are congruent with what they think and feel on the inside and this builds tremendous confidence and trust with others.
Ӣ They turn leadership on its head.
Instead of seeing leadership as something that a few high-level executives are responsible for, they see leadership as a responsibility that everyone can share in. Great leaders ask everyone to speak up, look for ideas and recognize that others”™ actions, no matter how small, directly contribute to the success or failure of the company. This provides greater creativity, innovation and problem-solving capability. It increases buy-in and engagement because people understand that they are not helpless drones and that they are directly contributing to the direction of the company.
Ӣ They are curious.
Great leaders understand that being able to see things from a different perspective allows them to discover hidden opportunities, find the best solutions to problems and innovate almost effortlessly.
Ӣ They make room for others.
Great leaders understand the importance of sharing the spotlight and making room for others to grow, succeed and prosper.
Ӣ They stay away from the ABCs.
Great leaders know that the ABCs ”“ Avoiding, Blaming and Criticizing ”“ spell death to any leader. The ABCs kill trust, commitment, morale and engagement, which in turn will kill productivity, innovation and profits.
Avoiding things that need to be dealt with is the antithesis of leading.
Blaming others destroys trust and prevents the real solution to a problem from being uncovered.
Criticizing others never works”¦not even when it”™s so-called “constructive criticism.”
ӢThey manage energy.
Great leaders understand the importance of managing energy ”“ their own energy and that of others. They are constantly in tune with what”™s going on in the organization, making sure that energy is directed in the right direction and that the organization is neither overly-comfortable nor on the verge of burnout.
Chris Sabido is a co-founder of Emerge, a Westchester-based leadership and team development firm that helps companies bring out the best in their people. The firm focuses on three key principles ”“ emotional intelligence, intelligent communication and team bonding ”“ and has tackled challenging people issues and established permanent solutions for global brands, nonprofits and leadership institutes. For more information on Emerge, visit emerge-newyork.com.
