As I initiate my Teaming Checkup blog, I will begin a multi-week discussion on emotional intelligence (EI) because it is typically considered a cornerstone of effective teamwork. It is typically defined as the ability to understand, motivate, and develop ourselves and others (Emotional Intelligence – the Weatherhead Way).

A classic model for EI uses a two-by-two table like the one shown below to explain its four core competencies or dimensions. 

The top row of competencies represents “awareness,” and the bottom row represents “management.” In addition, the left-sided column represents the “self” or individual realm, and the right-sided column represents “others” with whom the individual interacts. This conceptual framework nicely depicts four core skills of EI: self-awareness, self-management, social awareness and relationship management. Let’s unpack each of these competencies. 

Self-awareness is the lifelong process of knowing yourself as you really are. This competency requires ongoing self-reflection because it involves being aware of your full range of emotions in various situations. It includes developing a better understanding of why you feel certain emotions in certain settings, who and what your triggers are, what your values are, and how you react under stress. In addition, this skill encompasses knowing how others perceive you; therefore, growth in this competency necessitates getting feedback from others about how they experience you. 

Self-management builds on self-awareness. It is choosing how you respond to the emotions you are experiencing. In addition to self-control, self-management involves sensing subtle twinges or early warning signs about emotions that could hijack your actions if they are not kept in check and then modulating them before they become problematic. It also includes important teamwork skills like adaptability and resilience. 

A key component of the definition of EI is self-motivation. Effective self-management involves motivating yourself to actively engage in an interaction, task, relationship, or other experience. In other words, individuals who are always negative or have a persistently bad attitude are not manifesting effective self-management skills. “When you understand your own emotions and can respond to them the way you choose to, you have the power to take control of difficult situations, reacting nimbly to change, and take the initiative needed to achieve your goals”(Bradberry and Greaves, 2009). Simple, yet effective, strategies to help achieve growth in this competency include mindfulness practices, devoting time to problem-solving, controlling your self-talk, imagining yourself succeeding and seeking help from someone who self-manages well. We will explore these areas of EI in more detail in later Teaming Checkups.

Social awareness, the third competency of EI, is the ability to recognize and accurately interpret the emotions of others. It includes appreciating the moods of other people or groups and having empathy toward them. Who wants to be alone? Who wants to chat? Who needs someone just to be with them? Who needs a hug or a gentle embrace? It also means having the presence of mind to notice another person’s body language and tone of voice, then accurately interpreting their deeper emotions and how they are doing in the present moment. As we will explore in a future Teaming Checkup, it is prudent to have a healthy skepticism of the accuracy of our intuition since we are frequently erroneous about what we think others are thinking and feeling, and we are largely overconfident about the accuracy of our intuitions.

The fourth EI competency in this model is relationship management, and it requires effective utilization of the other three EI competencies. Relationship management involves your influence on others and how you impact your relationship with them. I actually prefer referring to this dimension as “relationship influence” instead of “relationship management” since we don’t really “manage” as much as “influence” relationships. For example, how we lead a team or serve as a team member is included in this skill. Our ability to manage conflicts productively is also a component of this competency. Strategies to foster better skills within the relationship management competency include being curious, working on building trust with others and your teammates, and giving and receiving feedback effectively. It includes validating the emotions and perspectives of others, even when you do not agree with them. Remember that the perspectives of others and the feelings they are having are valid simply because they are theirs, and validation of those perspectives and feelings does not equate with agreement or endorsement. 

In the executive and team development and coaching that I provide, I use an assessment of emotional intelligence by Genos International (Genos International website). This group adds two more competencies to their EI model – authenticity and emotional reasoning. Authenticity is ensuring that our personal values and mission is aligned with how we show up at work and interact with our teammates and others. Emotional reasoning is the recognition that emotions are always playing a role in our critical reasoning and problem solving, and it is being aware and managing our emotions so we do not let them unduly influence our thinking. I have found adding these additional competencies to the EI conceptual framework is accurate and meaningful for individuals and teams.

What role do the four competencies of EI play in teamwork? Based on one study, fully two-thirds of the abilities that were deemed essential for effective performance by corporate managers were emotional competencies (Rosier, 1994). In another study, compared to their average-performing peers, superior-performing mid-level managers in research and development showed more EI competencies (Dreyfus, 2008). Whereas cognitive intelligence is a threshold ability for effective performance, EI is frequently a key factor in distinguishing the best of the best. In my experience working with teams, emotional regulation is one of the most challenging aspects of EI. As I mentioned earlier, in future Teaming Checkups we explore each EI competency in turn.   

• Bradberry, T and Greaves, J. Emotional Intelligence 2.0. TalentSmartEQ, 2009.
• Christian, K. How to Have Difficult Conversations about Race: Practical Tools for Necessary Change in the Workplace and Beyond. BenBella Books, 2022:31-33.
• Dreyfus C. “Identifying competencies that predict effectiveness of research and development managers.” Journal of Management Development, 2008;27(1):76-91.
• Genos International. What is emotional intelligence? Emotional intelligence drives effective behaviour and performance. Accessed at: https://www.genosinternational.com/emotional-intelligence.
• Rosier RH, Ed. The Competency Model Handbook, Volume 1. Linkage Incorporated, 1994. Weatherhead School of Management Executive Education.
• Weatherhead School of Management Executive Education. Emotional Intelligence – the Weatherhead Way. Retrieved September 4, 2024 from: https://weatherhead.case.edu/executive-education/programs/emotional-intelligence-the-weatherhead-way/?gad_source=1&gclid=Cj0KCQjwiuC2BhDSARIsALOVfBItD-tAJRu1v8PC9bc5yHRqzUEyQDFVUjkjx6TucTbul9WrX5y7OR0aAluZEALw_wcB