Name: Emotional intelligence at work: Why IQ isn't everything?
Uploaded: 2018-10-15T06:57:12.000Z
Duration: 4 min 14 s
Description: Thousands of YouTube videos with English-Chinese subtitles! Now you can learn to understand native speakers, expand your vocabulary, and improve your pronunciation...

Since I started writing about and researching emotional intelligence in business,

I found that data in support of it has only gotten stronger.

I saw recently a study, this surprised me, engineers, software coders and so on

were evaluated by their peers, people who work with them day-to-day on

how successful they were at what they do.

This turns out to be one of the strongest predictors of success in any field.

And that was correlated with their IQ in one hand and their emotional intelligence on the other.

And when I say emotional intelligence they were evaluated on a 360 that looks at all

12 of the key emotional intelligence competencies that distinguish star performers from average.

The surprise was this: IQ correlated zero, zero with their success as rated by peers.

Emotional intelligence correlated very, very highly.

Well, consider this: in order to be an engineer you have to have an IQ about a standard deviation

or more above average, that's an IQ of about 115 or so.

And another recent paper shows that there's no relationship between career success and an IQ above 120.

The reason is this: there is a strong floor effect for IQ in any role.

All engineers have an IQ of 115 or more, so the range of variance is very reduced for IQ and success.

Emotional intelligence however varies radically.

So emotional intelligence means: How well you manage yourself.

Can you work toward your goals despite obstacles?

Do you have a negative outlook or a positive outlook?

These are all emotional intelligence competencies that matter for success.

Then there's the relationship competencies: Can you tune in to other people?

I remember hearing about two MIT grads who went into a giant tech company, one of them

went around to other members of her team and asked, “What are you doing?

The other stayed in his office and wrote code all day.

It's very clear who was going to get ahead; it was the one who wanted to be a team player.

You don't write code in isolation anymore; everyone works on projects together.

You may write the code but you have to coordinate, you have to influence, you have to persuade,

All of those are emotional intelligence competencies that distinguish outstanding from average performers.

So when you think about it that way, it makes sense that even among engineers

emotional intelligence will predict who is a star and who's just mediocre.

And when you think about this at the organizational level it means you want to be sure to include

emotional intelligence when you consider hiring people.

I have a friend at an executive recruiting company that specializes in C-level hires,

And they once did a study internally of people they had recommended who turn out to be bad

So these were failures, they were surprised to have failures, but they realized when they

looked more carefully that these were people who were hired because of business expertise and IQ

and fired because of a deficiency in emotional intelligence.

So it's more important than ever these days.

And so in hiring it needs to be considered, and in promoting people, of course, it needs to be considered.

It should be what you help people develop for their strengths.

Because the good news about emotional intelligence is: It's learned and learnable, and you

can upgrade it at any point in life if you're motivated.