Category Archives: April 2018

  • 0

Emotional Intelligence and Leadership: Measuring Both with a Competency Framework

term was coined as recently as 1990 by John D. Mayer of UNH and Peter Salovey of Yale, emotional intelligence and its impact on leadership and communication is now well understood. Unfortunately, many organizations lack the tools, or more accurately, the parameters, to measure whether leaders are showing emotional intelligence.

What is Emotional Intelligence in Leadership?

In 1995, Daniel Goleman brought emotional intelligence to business, with a book of the same name. His theory, which was rapidly adopted by businesses across the United States, was that the ability to understand your and others’ emotions, was a valuable and even necessary skill for leaders and people management.

He hypothesized that a good leader must show emotional intelligence through 5 traits including self-awareness, self-regulation, motivation (passion beyond money and status), empathy, and social skills. Armed with these 5 emotional skills, a leader could surpass those showing any level of technical skill or intelligence by guiding employees, building bonds with those he’s working with, and establishing better trust and communication.

Why? Leaders have to guide and move people. Being good at what they do is not enough to motivate and inspire others. Emotional intelligence bridges that gap.

Measuring Emotional Intelligence

While emotional intelligence has traditionally been difficult to measure, competency frameworks give you the tools to recognize which behaviors positively influence a role, and how they do so. By creating a framework of what success looks like in a role, you can actively measure when leaders are fulfilling those obligations.

  • Self-awareness
  • Self-management
  • Emotional self-control
  • Adaptability
  • Achievement orientation
  • Helping others to succeed
  • Positive outlook
  • Empathy
  • Organizational awareness
  • Influencing others
  • Coaching and mentoring
  • Conflict management
  • Teamwork
  • Inspiring others
  • Leadership

How Emotional Intelligence Impacts Leadership

How do these competencies play out in a real-world situation? The simplest idea is that a leader is managing a team. Let’s say she assigns a large task to one person who says they can take it on. The task has a hard deadline but the employee assigned to it is struggling and says so.

Option A: The manager gets angry, if they couldn’t do it why did they say they could, does the work themselves and turns it in by deadline.

Option B: The manager reviews the situation and gives the employee guidance, encouraging them to complete the task. The manager offers some assistance from another employee, available on demand to ensure the project is completed on time. The employee uses the advice to finish the job on time and is extremely motivated by their finishing it

In these scenarios, both achieve the same result. The project is completed on time. But, option B is significantly more beneficial for organizations because it a) allows the manager to continue doing their own work not the employee’s, b) motivates and inspires employees c) builds employees up rather than tearing them down.

Similarly, if employee information were changed, and the employee goes to the manager to say that his wife was in a terrible car accident, he’s stressed and would like to go stay at the hospital with her instead of finishing the project. A leader might say no, the project needs to be done and you volunteered, it’s a tight deadline and there’s no time to move it to someone else. An emotionally intelligent leader would do everything in their power to move the work to someone else or do it themselves – building employee loyalty, ensuring the quality of the project, and motivating the employee for future projects.

So, emotional intelligence allows leaders to make choices that actively benefit the organization in the long-term.


  • 0

Key Behavioral Indicators for Employees

Key behavioral indicators for employees can help you to measure and reward high-performance. By predetermining which performance factors contribute positively to the organization or positively to an individual role, you can create a framework with which to measure success beyond simply meeting the requirements of the job. Key behavioral indicators are a crucial element of competency frameworks, because they give you the tools to guide leaders to accurately measure employee performance based on factors that impact total success in a role.

This is valuable not only during end-of-year performance measurement but also when determining employee rewards, selecting candidates for promotion, and choosing candidates to move into leadership and vertical roles (such as IT Manager to Senior IT Manager).

Organizational Key Behavioral Indicators for Employees

In most cases, it is crucial that you work to develop a list of organizational key behavior indicators, which applies to all employees in every role. This is developed at an organizational level to ensure that every employee shows the integrity, work ethic, and other behavioral standards expected of the organization as a whole.

For example: (The Employee)

  • Demonstrates and applies the knowledge and skills to perform their role effectively
  • Understands and works within company regulation and culture, following laws, policies, regulations, and procedures.
  • Continuously works to improve
  • Communicates with others, sharing and building knowledge with others
  • Collaborates with others across the organization, offering assistance and actively being helpful where needed
  • Effectively chooses and utilizes tools and knowledge to complete a task

These standards can help you to judge whether a person is being effective in their role rather than simply performing in it. For example, if you can identify that someone is not choosing efficient tools to do their work, that they are not communicating and not collaborating with others (and therefore slowing down work that relies on their expertise), and does not understand company procedure, you can easily identify that they are not a top employee, even if they are consistently meeting their own specific work output targets and goals because they aren’t contributing in any other way than direct tasks.

Role-Based Key Behavioral Indicators

While organizational-level key behavioral indicators are valuable for creating a company culture of communication and collaboration, you often need role-based KBI to measure the success of individuals in their roles. This means developing a custom competency framework to identify a) what success looks like in this role, b) which behaviors are necessary for success, c) which unlearnable behaviors are most crucial to this role (I.E., quick thinking, adaptability, willingness to work with others, etc.). Developing these key behavioral indicators makes it possible to measure individual roles, hire for those competencies, and measure how employees are contributing to the organization as a whole.

In almost every instance, developing custom key behavioral indicators is necessary for measuring individual success inside your company. However, most organizations work with an existing competency framework, adapted and customized to their individual organizational needs.


Show Buttons
Hide Buttons