Is the measure of an individual’s abilities to recognise and manage their emotions, and the emotions of other people, both individually and in groups.
There is no correlation between IQ and EQ scores.
IQ has no connection with how people understand and deal with their emotions and the emotions of others (EQ).
You simply can’t predict emotional intelligence based on how smart someone is.
Companies that fail at remote work focus too much on technology and too little on the process. Successful remote work is based on clear processes that support three core principles.
It can be difficult to explain complex ideas. The lack of face-to-face interaction limits social cues, which may lead to misunderstandings and conflict.
Remote workers should be working in harmony, but people often don't know what others are doing and how everything fits together.
Remote workers who rarely meet with their teammates face to face tend to focus on tasks and ignore the team. A culture is vital to foster engagement and sustain performance over the long term.
Establish trust. Affective trust (based on feeling) is tricky to build virtually.
Writing is increasingly important now as remote work has gone mainstream.
Be it Email, Slack, or Notion, all remote work is communicated with the help of writing. Writing helps save time by summarizing points in black and white to facilitate asynchronous communication, something of a mainstay in global organizations.
Five people in a room sitting for a one-hour meeting are spending a total of five hours of productive time. Real-time communication, physical or virtual meetings can be avoided most of the time.
Meetings should be the last resort, and writing comes to the rescue. Most meetings can be avoided by asynchronous communication on Slack, but if the threads are too long, and the decision is not in sight, it’s a signal that a meeting is required.
Many extroverts had a gala time in physical meetings, as their social interactions and energy kept them at the centre of attention. The quiet introverts, who might be great at implementing the ideas bounced on the table, were sidelined.
Remote work and the focus on the written word is the introvert's revenge, as now the scales are balanced towards merit and real results.
People can take time to examine the problem or issue, and provide their input, something which isn’t possible in meetings.
Writing forces individuals and teams to think clearly and participate in a productive discussion. Writing also invites people to rectify mistakes, and point out gaps in the idea. Added opinions, suggestions and corrections are a good thing for the project or the main idea.
Remote workers save money by avoiding the expenses that come with a traditional office and can choose the best people for their team regardless of their location. They get to enjoy more flexibility, get rid of daily commutes, and spend more time at home with their families.
Downsides to remote work: decreased connection between workers and between the worker and the company, increased feelings of isolation and of being mistreated by colleagues, and decrease in productivity and company morale.
To make your remote workers really feel connected, use instantaneous messaging tools that organize conversations into customizable channels. You should also create channels that allow your remote workers to chat about topics unrelated to work so they can benefit from the social aspects of work and strengthen their bonds.
Face-to-face interaction is an effective way to make your remote workers feel more connected. Holding regular video meetings will allow remote workers to get that face time they're missing and form bonds with their co-workers.
To build even stronger connections during your weekly video meetings, don't talk only about work. Add a personal touch like allowing team members to share any good news they have.
Including remote workers in fun company traditions will create stronger bonds and preserve your company culture intact. Good examples are:
Recognizing the accomplishments and improvements of your employees will make them feel proud and like an important part of the team. Praise makes your team feel more connected, and studies show that it can increase productivity.
You can do this by sending a message of praise when a remote worker does a great job or adding an Employee of the Month program. Also, let your team members celebrate each other.
Getting together with your remote team in person is a great way to form stronger connections and give employees something to look forward to all year.
A team retreat will allow all of your remote workers to get together and share ideas, work on projects together, and set company goals. Be sure to leave enough time for fun non-work related activities and for people to hang out.
Patriotism is an inborn human sentiment and part of a subconscious drive toward group bonding and allegiance. According to some recent studies, patriotism is in our genes.
But this allegiance is not always a warm feeling of connection. Sometimes the bond with a group serves as a powerful wedge to single out those who are different. Sometimes what makes us feel connected is not a love of country but a common enemy.
The groups we identify with provide a sense of identity and belonging. Once we have identified our place in the group, we are motivated to enhance the status of this group. Patriotism is a form of identity.
Scientists explain that the instincts that drive patriotism can express humanity’s best and worst sides.
In an experiment, subjects consistently discriminated against those in other groups and acted in ways that benefited their own groups.
The feeling that the benefits of the group are beneficial to the individual is innate.
One common characteristic of a group is that emotions appear to be contagious. A shared emotional experience occurs when one person feels a similar emotion to another due to perceiving the other's state. Conversely, xenophobia can be attributed to a dissimilarity in perception that creates an empathy gap.
Very few people will go out of their way to try to harm an outgroup. However, if we perceive an outside group as an active threat, it is possible for ingroup love to change into outgroup hate.
A group has an existence that extends beyond the life of any of its individual members. A sense of weakness and anxiety lead us to depend on the group. Once you feel part of a group, you are less afraid.
There is a connection between the need for closure and group identification, including patriotism. When you are uncertain about yourself, you seek certainty, and that certainty is provided by the group ideology that tells you who you are. However, if you are successful as an individual, you feel less dependent on the group.
Most of us have switched to working primarily online since March, and the initial excitement of virtual happy hours is long gone.
When having a video conference, keep in mind that you are talking to a group of individuals who are sitting at home alone at their computers. They have every temptation and opportunity to multitask.
Connect with your audience from the start by sharing a relevant story and asking for their participation.
Choose a story that is more personal than you would tell in a regular work setting. The barriers between work and life are coming down and you can use that to your advantage.
Your main tools to project energy through a screen are vocal variety, hand gestures, facial expressions, and posture.
Raising and lowering your voice, changing your tone, speeding up and slowing down are great ways to keep an audience listening.
Don't assume your virtual gathering shares the same goal as the canceled in-person one. Keep these questions in mind:
Use everyone's environment to fill the lack of context of virtual gatherings.
A room and location often set the context for the group. And virtual gatherings lack the context to set up the room. To solve this, invite people to help co-create the space. To add warmth, have them sit and place their cameras in front of places that have meaning for them.
Regardless of the size of the gathering, know who's in charge.
A good host knows how to use the mute button, can orient her guests to the gathering's purpose, and will connect and protect her guests.
Don't just get straight into the meeting. A consistent opening ritual connects people, establishes who's in the room, and their relevance to the meeting.
Invite people to bring a beverage and open the meeting by asking them to show it to help create a commonly shared moment. Or have guests share a physical object they keep in their workspace and why it matters. You will get insight into your colleagues that reveal what they care about.
We can now share things instantly. Share a relevant article, video, or agenda that orients people to the new purpose of the meeting.
Send a digital gift at the end of the gathering - a screenshot of the meeting or a digital subscription.
The home is also an office, for now. We need moments of home-life to remind the group that everyone has multiple things going on in their lives, like a cat that can't resist saying hello or the toddler who bursts into the 'office.'
People are more likely to remember different moments of an event when they occur in other places.
Even breaking up your virtual meeting sessions by just changing camera angles will help people to recall different parts of the meeting later on.
Keep some time for celebration if that would have been part of your in-person gathering.
Invite people to bring a drink of choice. Screen-share cellphone numbers (with permission). Then allocate part of the hour for one-on-one phone calls, just like it would've happened around a cocktail hour. Make time for toasts and small talk.
These are strange times - acknowledge that, but don't retreat. Be creative and continue to use the opportunities with the digital tools that previous generations did not have.
The pandemic has forced companies the world over to move to remote working protocols. But like most things worth doing, there are different levels of proficiency and sophistication to scale.
Just because you have tools like Zoom, Slack, and email, does not mean you will be efficient. Tools are only as good as how you use them.
Most organizations are at level 2. This is where employees have access to videoconferencing and instant messaging software as well as email, and they try to recreate online, how they work in the office. Examples include:
Here, organizations start to adapt to and take advantage of the medium.
Level Four: ‘I’ll get to it when it suits me.’
Asynchronous communication allows knowledge workers time to make better decisions because they have time to think, create, and get into the flow state. When sending messages:
Studies found that about 30 to 40 percent of the population are night owls, meaning that the modern 9-to-5 workday is sabotaging creative and intellectual efforts.
While early risers are more alert in the morning, night owls show sharper focus and longer attention spans ten hours after waking. Asynchronous companies benefit from night owls but require a functional overlap between them and their colleague's day.
This is where your distributed team works better than any in-person team, emphasizing environment design as far as the organization's culture and physical environment is concerned.
Companies need to create cultures centered on employees. Strong cultures create effective working teams that attract top talent, while weak cultures can quickly lead to burnout or employees heading for the exit.
Workplaces are communities. Healthy relationships can be a source of energy, learning, and support. When they break down, they become sources of frustration that harm people and organizations.
When we notice some tension in your work relationships, it is better to reset the emotional tone rather than pulling away. Do this by bringing up positive memories with your colleague, which can strengthen your bond and counterbalance the negative feelings so you can express them effectively.
The purpose is to create a supportive environment where you can talk about the issues without creating further damage to your relationship.
Be willing to try new ways of interacting with each other, known as relational agility.