Tag Archives: soft skills

Are You Emotionally Intelligent? Here’s How to Tell

What exactly is emotional intelligence (EQ)? How can you determine if you have those characteristics? And why is it so important?

You’ve probably heard the term “emotional intelligence.” It’s come into vogue in recent years, with numerous books being written about the subject. Businesses are increasingly focusing on emotional intelligence and researchers are increasingly learning its importance.

What is emotional intelligence?

The term “emotional intelligence” (EI or EQ) was coined by researchers Peter Salavoy and John Mayer. Author Dan Goleman made the term mainstream in his book “Emotional Intelligence.”

Typically, EQ includes two related, but distinct items:

  • The ability to recognise, understand and manage your own emotions
  • The ability to recognise, understand and influence the emotions of others

 

The 5 characteristics of emotional intelligence

Emotional intelligence is characterised by 5 distinct characteristics:

1. Self awareness

Those with high EQ are able to recognize emotions in the moment. One of the keys to developing EQ is being aware of feelings, evaluating those feelings and then managing them.

2. Self regulation

Everyone knows that emotions come quickly and with force. It’s rare that you have control over when we are hit by an emotional wave. Even the slightest thing can trigger something deep within you. However, if you have a high EQ, you can control how long that negative experience lasts.

3. Motivation

It’s very difficult to be motivated if you always have a negative attitude. Those who are full of negativity don’t often achieve their goals. Those with a high EQ are able to move toward a consistently positive attitude by thinking more positively and being aware of negative thoughts.

4. Empathy

Empathy is the ability to recognise how others are feeling. This is essential for functioning well in society and excelling in your career. A person without empathy will end up regularly insulting and offending people, while a person with a high EQ will be able to understand what a person is feeling and then treat them accordingly.

5. Social skills

The final characteristic of EQ is having and developing excellent interpersonal skills. It used to be that access to the greatest amount of information would allow you to succeed, but now that everyone has immediate access to knowledge, people skills are more important than ever. Those with a high EQ are able to wisely and skillfully navigate the various relationships that fill their lives.

How can you tell if you have high EQ?

There are various tests that can help you identify your emotional intelligence, such as the Emotional Intelligence 2.0 test. However, these tests have their limitations in that EQ is intangible, making it difficult to precisely measure.

There are a number of markers that accompany those with a high emotional intelligence.

Some of those markers are:

A curiousity about people

Curiosity comes from empathy, which is one of the most significant elements of EQ. If you are curious about people, you will also care about what they feel and how they struggle.

On the flip side, those with a low EQ don’t have any interest in others. They aren’t interested in what others think or feel. Their primary focus is on themselves.

A thorough emotional vocabulary

Remember, EQ is the ability to identify and understand emotions. Research done by Travis Bradberry, who is the author of “Emotional Intelligence 2.0,” suggests that only about 36 per cent of people have this ability.

This is partially due to an inadequate emotional vocabulary that prevents people from properly identifying what they’re feeling. Every negative feeling is simply called, “Bad,” and every positive feeling is, “Good.”

However, those with high EQ can specifically name their emotions, which then allows them to deal with them in the most effective way.

A holistic understanding of themselves

If you have high emotional intelligence, you have a holistic understanding of yourself that goes beyond just feelings. You know what you’re good at and what you’re not. You know the people and situations that frustrate you. You also understand how to avoid or effectively navigate situations that will hurt you emotionally.

If you have a high EQ, you can tap into your strengths and minimize your weaknesses.

Not easily offended

Emotional intelligence involves a thorough knowledge of yourself and the ability to control your emotions. Combined, this makes you difficult to offend. You are confident in who you are and are able to understand when someone is simply making a joke versus when they are degrading you. You don’t let people easily get under your skin.

An ability to judge character

EQ gives you the ability to read and understand people. You are in tune with their emotions, which then allows you to more readily understand their actions. You can tell the difference between someone having a bad day and someone who is a bad apple. The more you develop your EQ, the more skilled you become at making character assessments about people.

Not haunted by the past

A low EQ makes it difficult to manage emotions when they appear unexpectedly. When a past mistake comes to mind, it’s easy to get dragged down into discouragement and despair.

If you have a high EQ, you are able to think about past mistakes without letting the associated emotions overwhelm you.

Giving without expecting

Those with a high EQ are able to give without expecting anything back. Because you are constantly in tune with the emotions of others, you know the effect that a gift will have on someone. When someone needs something, you want to meet that need.

This giving attitude allows emotionally strong people to build deep relationships with other people.

An ability to handle toxic people

Toxic, difficult people will often draw a reaction out of you. You feel surges of negative emotions when you are around them and often lash out, which then hurts both you and them. Lashing out also fuels their toxic behavior even more.

If you have a high EQ, however, you can keep your emotions in check when dealing with a difficult person. You don’t allow your anger to boil over. You’re able to see multiple perspectives, calmly.

As Daniel Goleman said:

“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to manage your distressing emotions, if you can’t have empathy and have effective relationships, then no matter how smart you are, you are not going to get very far.”

Janae Ernst (M.S. ’17) serves as the marketing communications coordinator for Cornerstone University’s Professional & Graduate Studies. This article was orginally published on the Cornerstone University blog.

Best Of The Blog: Can We Agree To Stop Calling Them Soft Skills?

How did soft skills come to be known as this? And does calling them this underplay their importance in the modern procurement world?

Everyone loves a good throwback article, which is why we’re hopping in our time machine to bring you back some of the biggest and best Procurious blogs. If you missed any of the golden oldies, look no further!

This week, we’re revisiting an article by Hugo Britt  in which he explains why soft skills are anything but!

The English language is full of misnomers. Just ask the killer whale (actually a dolphin), or the horny toad (actually a lizard). Once a word or phrase has entered common usage, it’s near-impossible to change it, even if the population generally understands that the term is misleading.

Which brings me to “soft skills”. I work for an organisation that provides training for procurement and supply chain professionals. As such this is one of the terms that I hear bandied about many times a week.

My argument is that defining this skill-set as “soft” actually devalues an essential part of every procurement professional’s toolkit.

To quickly summarise, soft skills are those used in dealing with other people. These include skills such as communication abilities, language skills, influencing skills, emotional empathy, and leadership traits. In contrast, “hard” skills – such as tendering or IT competencies – are readily measurable and (importantly) easier to train.

How Did They Come to be Called Soft Skills?

I’d be interested to hear if anyone has been able to pinpoint the first usage of this term.

The concept has been applied to business environments since at least 1936, when Dale Carnegie’s famous self-help book ‘How to Win Friends and Influence People was published. Carnegie’s work, which has sold a phenomenal 30 million copies to date, is essentially the definitive guide to soft skills. However, it stops short of actually using these words.

Recently, there seems to have been an explosion of articles and training courses focusing on soft skills, particularly in procurement. My theory is that procurement – having moved from back-office to business-partnership status only a decade or so ago – is, in effect, late to the soft skills party, and is currently playing catch-up.

It’s possible that the term “soft skills” simply came about as an antonym to hard skills. Perhaps it reflects the “softly-softly” approach, where managers choose to influence, rather than confront, and to make suggestions, rather than issuing orders. Whatever the reason, I believe it’s a misleading term due to the other connotations of “soft”.

These Skills are Anything But Soft

To my ear, “soft” means easy, pliable, or yielding readily to pressure. Yet a procurement professional with excellent communication abilities, who is adept at reading people, will be a “harder” opponent in negotiations, than a colleague lacking these skills.

Similarly, the connotation with “ease” is deceptive when it comes to trying to train for skills like change management or leadership. And quantifying the results of that training is more difficult still. Hence we’re hearing more and more that employers are hiring people based on their attributes (cultural fit, communication skills, willingness to change), recognising that hard skills can be easily picked up later on.

This has changed the approach recruiters are taking in job interviews. There is now less emphasis on hard skills, and more behavioural questions about how you would react in certain situations.

It’s worth considering whether, in the future, soft skills will become so vital, they’ll become a requirement for procurement roles. That situation already exists in some professions. Look at Medicine, where aspiring doctors are interviewed for qualities including maturity, communication, the ability to empathise and collaborate. Hugh Laurie’s Dr House, with his acerbic bed-side manner, would in reality never have gained entry into medical school, no matter how brilliant he was.

There’s a school of thought that when it comes to soft skills, you’ve either got it, or you don’t. Soft-skills training, therefore, is ineffective because you can’t change someone’s personality. Personally, I disagree because I’ve witnessed colleagues who have worked hard to develop skills like effective listening. There’ll always be hard cases, but the days of people dismissing these skills as “fluffy” or otherwise useless are over.

Three Alternative Names for Soft Skills

As I wrote at the beginning of this article, it’s nigh-impossible to change a term once it’s in common usage. However, if professional organisations, training providers, and the like, were to phase out the words “soft skills”, and call them something more accurate instead, we might see this phrase begin to disappear.

Here are three suggestions for a more accurate description of “soft” skills.

1. Essential skills: I’ve borrowed this one from ISM CEO Tom Derry, who also isn’t a fan of the term “soft skills”. Tom used the term “essential skills” when launching ISM’s Mastery Model to describe the many interpersonal attributes required on the journey to achieving accreditation.

2. EQ: “Emotional intelligence quotient” is the technical term for soft skills. I like this term simply because it contains the word “emotional”, which pretty much sums up what soft skills entail. Calling it a “quotient”, however, raises the argument that EQ, like IQ, is something you’re born with, and can’t be improved upon.

3. People skills: The simplest, and possibly the most accurate, alternative for soft skills is “people skills”. After all, every one of these skills involves dealing with people, while hard skills can generally be put to use sitting alone at your computer.

If you have other suggestions, or already use a different terminology in your workplace, please add a comment below!

Learning the Fine Art of Creativity

We live in an ideas economy where creativity is the new currency. So is it possible for those with less artistic flair to learn how to get their creative juices flowing? 

Register as an online delegate for the London Big Ideas Summit 2017 here.

Everyone’s A Little Bit Creative 

Many of us enjoyed a childhood spent imagining, innovating and creating whether we were painting pictures, constructing dens from cardboard boxes or inventing fantastical make-believe games.

Indeed, the vast majority of research into child psychology suggests that we are all born naturally creative but we subsequently endure an education system or working environment in which our imaginations are more or less stamped out of us.

James Bannerman, a creative change agent and author of Non-Fiction best-seller Genius: Deceptively Simple Ways to Become Instantly Smarter, firmly believes that everyone has the capacity to be creative and innovative. Of course, some adults demonstrate greater potential than others but by employing certain techniques and embracing our inner creativity, we can all achieve additional moments of pure genius.

In a world where innovation is the new currency, procurement teams that fail to execute their ideas with originality will fall behind and die. James will be on hand at the Big Ideas Summit 2017 in London to give our CPOs and online delegates tips to release the creative genius in their teams.

Innovate Or Die

The maxim that organisations must innovate or die has never been more true thanks to rapid technology developments and fierce competition. In procurement, CPOs need to foster their intrapreneurs and work to achieve what Bannerman calls a ‘return on inspiration’:

“ It is easy to become fixated by Return On Investment in business, and often with good reason. The problem with traditional ROI, however, is that it is built upon ‘known returns’.

Creative Thinking, however, is more closely connected with ‘surprise returns’. You don’t always know what you’re going to get at the end of it – because creativity involves ‘the defeat of habit by originality’ (as Arthur Koestler once said in his 1964 classic The Art of Creation.

Yet, to those with an open mind, it can still be worth exploring the world of “return on inspiration”, as the ad agency Golley Slater referred  to it,  to see what comes out the other side”

At the Big Ideas Summit 2017, Bannerman will be putting 50 CPOs through their paces as he introduces them to lateral thinking exercises.

“ During our interactive session we will look at the C.A.N.D.O. model – which I write about in Genius!  This pinpoints the 5 main ways to come up with new ideas, whatever the challenge and whatever the problem: New Connections, New Alterations, New Navigations, New Directions and New Oppositions.

Before we explain what they are, and how they can be used in the real world of work, however, we’ll start off with a few Lateral Thinking exercises.

Take the question ‘What do you lose everytime you stand up ?’ for example. Many people struggle with this question, because they approach it far too rigidly and logically.”Maybe you lose your balance?” or “Maybe you lose the comfort of your chair” etc… If you apply a little Lateral Thinking and spin the question around, however, it can start to become much easier. ‘What do you gain everytime you sit down’ ? You gain a lap!

Join the conversation and register as a digital delegate for Big Ideas 2017 now!

Emotional Intelligence in the Supply Chain

Emotional Intelligence can be a powerful tool for procurement in dealing with both internal customers and external suppliers.

Emotional Intelligence

There has been a lot of talk recently about the concept of emotional intelligence.

According to Wikipedia, it is defined as “the capacity of individuals to recognise their own, and other people’s emotions, to discriminate between different feelings, and label them appropriately, and to use emotional information to guide thinking and behaviour.”

The concept was pioneered in the middle of the 20th Century, but only popularised in the late 1990s. Following an increase in popularity, Emotional Intelligence was quickly moved across into the business world.

Developing Internal Relationships

Although they may not have known it as Emotional Intelligence, most procurement and supply chain professionals will have used its facets. This may have been fairly common, and both with internal customers, as well as with suppliers.

A good Supply Chain Manager must not only understand the motivation and needs of customers and suppliers. They must also develop strong and lasting relationships, based on mutual respect and trust.

With these relationships, over time (and assuming a good job is being done), internal customers will respect the manager’s role, relying on their decisions, and their judgement, in day-to-day work.

Gradually, the lines of thought from both sides will become aligned, potentially reaching a perfect strategic synchrony. If this happens, fewer explanations will be required for procurement to understand, and satisfy, internal customers’ needs.

Such coordination is the best example of the optimisation between these areas, resulting in great efficiency for a company.

Good Listeners

In addition to this, similar relationships should also be developed with suppliers. While keeping the primary company goals in minds, procurement should be able to guide the supplier approach in line with their organisation’s, and get them working in the same direction.

As Artur Osipyan explains in his excellent article, when dealing with suppliers, “you need to be a good listener to ensure you capture opportunities of doing things better and can connect the dots together.”

Companies must not impose their conditions, but look to build a partnership with the vendor, for both parties’ benefit (the famous win-win).

Perhaps the most critical use of Emotional Intelligence is where the internal customer demands and supplier offer fail to match up. It presents a situation where procurement needs to play ‘Good Cop-Bad Cop’ with both sides.

Using diplomacy and Emotional Intelligence will help create common ground for both parties, and transform this into a mutually beneficial relationship. This will also enable the parties to work together in the future.

Creating Mutual Wins

There are few things that create a stronger partnership than working together to overcome issues, and finding a satisfactory, and mutually acceptable, solution.

There are advantages to the so-called ‘cold negotiations’, where hardly any contact is made with suppliers prior to, and during, the process. However, any effective medium- to long-term strategy will need a foundation of common agreement, and understanding of mutual professional development.

To achieve this foundation, procurement and supply chain managers will not use negotiation skills, but Emotional Intelligence. This can then create the first pillar of a professional relationship between the two companies that could produce plenty success in the future.