I’ve previously had the privilege of working with many brilliant people through my time in change management. I’m constantly amazed at the abilities and skills of change teams, as well as the leadership abilities of executives who have sponsored the change initiatives. I can also say I once felt intimidated working with so many great minds, each of who demonstrated a high emotional quotient.
Upon becoming more experience in my field, I’ve learned that change leaders and executives are often just as lost and concerned about how to make change happen in their organizations as their employees. They’re so accustomed to having all the answers, being the smartest person in the room, and having advanced technical skills. Their IQ isn’t the problem. It’s their emotional quotient (EQ), or lack of, that can become a real barrier to making change successful.
Defining Emotional Quotient
Emotional intelligence, also referred to as emotional quotient and emotional intelligence quotient, is the ability to understand and control your own emotions in order to navigate behavior and logic.
We’re all humans with emotions. Executives and change team leaders need to be aware that leading change can bring out all kinds of emotions within and between leaders and employees.
Maintaining a High Emotional Quotient as a Leader
It’s typical for a major change initiative to bring out old resentments, politics, and dynamics. It’s therefore vitally important for the executive sponsors and change team leaders to have the tools to push through their own frustrations, resentments, and insecurities. As a result, they can demonstrate a constant, calm, focused, and determined approach.
Change leaders must show a high EQ. To maintain a high emotional quotient, leaders must:
- Avoid venting to their teams and impacted employees, while expecting them to completely buy-in to change.
- Be the calm during the storm that constantly reassures employees to see the change as positive.
- Have self-awareness as to how they’re being seen by employees.
- Demonstrate empathy for what employees are going through.
- Be sensitive to the employees’ insecurities and concerns.
- Know how to address these concerns with the best interest of the employees in mind.
Even if you’re an intelligent operations leader who was blessed with a high EQ, ready to lead a major change, you must do a complete mind shift away from an operational leader approach. Leading change requires a completely different approach and another level of leadership skill. It also requires you to proactively and intentionally develop your EQ.
You will have to adjust to pulling employees along, instead of pushing, and that is a whole different ballgame. Impacted employees require empathy, so it helps to consider how they will respond to these changes. Consider proactive, intentional methods as you communicate with, support, and motivate your employees. As a result, you can ensure impacted employees that you’re a supportive, empathetic leader who can help them through these changes. You have to pull them!
It’s important that change leaders put as much emphasis on their EQ as well as their IQ in order to lead change for success.