Category Archives: Emotional Intelligence

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Using Data and Emotional Intelligence to Build Top Teams

Whether putting together a new team or rebuilding an existing one, the people you put into it are crucial in more ways than one. Good teams rely on a combination of factors to succeed, including a range of skills covering everything the team needs to achieve, adaptability, a sense of trust, and the ability to work well together.

This often means choosing people who work in similar ways, who balance each other out, and who are able to effectively communicate on the same level. For example, if you were to take a software engineer who excels at working alone and taking on most of the work, he might not do very well in a team requiring strict collaboration and interplay of ideas. Data from employee assessment and frameworks as well as emotional intelligence can help you to make the right decisions to create great teams.

Identify What’s Actually Needed for a Team

Creating a new team means identifying what the team should be doing, defining their scope, and then planning the team around that. This also means identifying workload, potential key players, and work environment.

You can use this to determine what is required in terms of skills, time management, prioritization, efficiency and speed, creativity, adaptability, willingness to learn, and collaboration. You can also use it to determine which types of people will excel on this team. If you’re building a slow-moving team that’s largely responsible for keeping everything running well, you know that highly creative workaholics are not the ideal fit for that team, they’ll quickly become bored and look for work elsewhere.

Identify Key Roles and Players in the Team

It’s extremely valuable to identify the core needs of your team first. This allows you to build your team around those people, so that you choose key roles and learn what they need in terms of communication, collaboration, and environment. Even if you’re hiring externally, it’s a good idea to know who you’re building the team around.

Let’s say you’re creating a new UX team. You need a senior UX designer in the lead role and everyone else in the team is there to support them. It’s important that you be able to design that team around their specific needs.

  • How do your key players communicate?
  • How emotionally intelligent are they?
  • What kind of guidance do they need?
  • What are their strengths?
  • What are their weaknesses that could benefit from augmentation?
  • What do they need?

Building a Team Based on Common Ground

Marcia Hughes, president of Collaborative Growth, identifies 7 key skills or behaviors individuals must have to work successfully together in a team. These include motivation, identity, emotional awareness, communication, conflict resolution, stress tolerance, and positive mood.

If you create a group of people with similar results on each of these points, they will be able to work together much more easily and productively. Someone who is significantly lower energy or more prone to stress than other members of his or her team will not excel in that team. While building these specific skills often requires significant time investment and training, you can do so internally when planning a team over the long-term. At the same time, you do have to mix people with higher and lower levels of motivation to avoid putting everyone with lower motivation into a single team.

While you can work to build teams around only skills, chances are that people won’t get along, may not be especially collaborative together, and may not be productive enough together. You can also work to develop desired traits such as emotional intelligence, motivation, or stress tolerance over time, with the understanding that lacking these things may reduce the overall productivity of your team at the start.

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How to Recognize Employee Accomplishments

This is a guest post from Linda Ginac, founder and CEO of TalentGuard, a global provider of award-winning career pathing and talent management software. Inventive and driven, she is known throughout the industry for disrupting HR technology and is the inventor of the first commercially available career pathing software solution designed to optimize employee engagement and retention.

Many HR departments around the world face the same challenge: effectively managing a diverse workforce. Part of the struggle in talent management for companies is understanding employee needs and how to fulfill them over time. While some organizations thrive in this arena, others fall short, creating an environment where employees are disengaged, lacking morale, and on the hunt for a new position at a different company.

Keeping employees connected with the work they do and the organization that employs them is tightly linked to recognition. The companies that have high retention rates, attract the best talent, and maintain an engaged workforce over time understand the importance of recognition across all facets of the company. However, providing timely, accurate recognition to the employees who deserve it the most is often easier said than done.

Fortunately, technology has created new ways to deliver employee recognition for the accomplishments they achieve, most notably through performance management software.

Why Recognition is Necessary

Before understanding how performance management software affects positive change in recognizing employees, it is essential to know why recognition is so valuable.

First and foremost, employees around the world are, more often than not, disengaged in the work they do. One driving force behind a lack of engagement is a lack of recognition from peers, managers, and the company as a whole. Employees are more prone to be highly engaged on the job when they are happy, and happiness is a direct outcome of recognition.

Proving employee recognition not only improves the mood and therefore the engagement of individuals; it also creates a workforce that is more likely to stick around for the long-term. High turnover rates cost companies millions each year, and low retention bleeds into wasted recruiting efforts.

Organizations can keep turnover expenses down while simultaneously attracting top talent by having a culture built on recognition. Performance management software lends a necessary hand in this process.

Effortless Recognition with Performance Management Software

Over the last several years, a shift in performance management has taken place among companies in nearly all industries. Instead of focusing on out-dated tactics for delivering performance reviews and appraisals, organizations are moving toward continuous performance management with the help of technology. Performance management software allows companies to create a system that connects organizational and individual objectives while offering real-time feedback and recognition based on employee accomplishments. Managers and supervisors have a seamless way of recognizing and rewarding team members for a job well done, based on their contributions to the whole.

In addition to real-time, accurate feedback and recognition for employees, performance management software also acts as a comprehensive review system. There is no need for managers to rely on old or irrelevant information about an employee’s performance for the appraisal process. Instead, they can use the data found in the performance management system to inform the review more efficiently. This allows employees to feel more connected with the company, and ultimately, recognized for the work they have done over time.

Finally, companies that use performance management software may also use ancillary systems to help with employee recognition indirectly. For example, implementing a career pathing software makes it easier for employees to take control over their career development and progression over time. When these details are easily seen by management, the information can be used to dictate recognition activities and valuable feedback for individuals.

Understanding why employee recognition is important in today’s work environment is a must for any organization wanting to improve outcomes. While not every organization uses the same strategy, implementing a system that includes a modern approach to performance management with a focus on recognizing employees makes the process easier and more efficient. Companies that want to increase engagement, keep retention rates high, and attract new talent can use performance management software to achieve these objectives over time.

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Emotional Intelligence Summit Asia: The First in the Philippines

Please join us on September 1, 2018 for the first ever Emotional Intelligence Summit Asia in the Philippines with an array of international and formidable local speakers to talk about what will remain to be one of the most important competencies in the future of jobs: Emotional Intelligence.

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Disruption is everywhere. The advent of change is fast, swift, and engulfing every aspect of our lives. However, one thing will remain constant—the need to elevate our soft skills in relation to how we do things. It is no longer an advantage just to know Emotional Intelligence—you need to feel and translate it to a competency that will be the determining and crucial factor in making a successful difference!

Course Outline


Emotional Intelligence (EI) or emotional quotient (EQ) is a set of skills that help us better perceive, understand and manage emotions in ourselves and in others. Learn more about Emotional Intelligence and the science behind it.


Emotional intelligence has a long history, and it’s steadily gaining importance, not just for the workplace, but for various aspects of our lives. Get to know emotional intelligence through experience.


Technology gets more and more advanced and is surpassing human intelligence quickly in various fields and activities. Artificial intelligence is also getting more and more complex. In fact, a lot of jobs that we imagined could be done only by people are now under the threat of being replaced by AI. So, what could we do? The answer: Emotional Intelligence.

V. THE RESILIENT LEADER: The Age of Disruption’s Call for a New Breed of Leaders

Resiliency: the capacity to recover quickly from difficulties. Life is littered with roadblocks, whether you expect it or not. One of the most important qualities of a leader is resilience. With the barrage of obstacles ahead, it’s important that you, as a leader, be resilient. For a resilient leader, failures are temporary setbacks that they can recover from. And with changes happening left and right, a new breed of leaders—resilient leaders—are needed.

VI. MINDFULNESS: Journey to Awareness and Clarity

Bill George of Harvard Business Review says that when you are mindful, “you’re able to both observe and participate in each moment while recognizing the implications of your actions for the longer term. And that prevents you from slipping into a life that pulls you away from your values.” Mindfulness will start your journey to awareness and clarity.


Among the 7.6 billion people in the world, half are women, who are steadily progressing and making noise with their success in various aspects—sports, entertainment, science, business, motherhood, etc. Yet, as a woman, there are still some limitations the society imposes on you. It’s time to empower your stance. Be an emotionally intelligent woman.


When emotional intelligence first surfaced as a concept, it served as an explanation to the curious finding that about 70% of the people with an average IQ have a better performance than those with the highest IQ. This changed the way we perceive success and where its source is. Research has shown that emotional intelligence is an essential factor that makes some entrepreneurs stand out from others.

IX. WHY EMOTIONAL INTELLIGENCE Is the Enabling Competency for Excellent Customer Service

Emotions are an essential part of our mind that helps us to develop, motivate us to take action and, in a case of danger, help us avoid the hazard and survive. That’s why it’s important that we are emotionally intelligent. But how does it look like in customer service?

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The investment for this course is P7995 plus VAT.

About the Facilitators

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GENOS Emotional Intelligence Certification

Join us September 19 to 20 for our GENOS Emotional Intelligence Certification. The Genos EI Certification Program is designed for learning and organizational development professionals, human resource consultants or managers, executive coaches, and organizational psychologists.

Becoming a Genos-Certified Practitioner comes with multiple benefits to help you succeed professionally:

  • Association with the most well-recognized and respected organization for applying emotional intelligence in the workplace
  • Access to an international network of over a thousand certified learning, organizational development, human resources and executive coaching professionals
  • Access to our members-only resource portal, containing all of our latest presentations, workshops, proposals, marketing material, case studies, and research
  • Support from leading experts in the field including academics and highly-experienced practitioners
  • A full Genos Emotional Intelligence Self-Assessment report

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What does the program involve?

Phase 1: Completion of your Self-Assessment EI Workplace Behavior Feedback Report

Before the course, you will be invited to complete your own Genos Self-Assessment Emotionally Intelligent Workplace Behaviour Feedback Assessment. After the course, one of the Genos Master Trainers will debrief you, providing you with your personalized Self-Assessment Workplace Behaviour Feedback Report and Development Tips Workbook.

Phase 2: An engaging Two-Day Course with a Genos Master Trainer

Day 1 – The following topics will be covered:

  • The Science of Emotions
  • Emotional Intelligence and the 6 Skills
  • The Business Case
  • Assessment Overview
  • Best Approaches to Assessment and Debriefing
  • Assessment Options
  • Interpreting Results
  • Debriefing Results

Day 2 – The following topics will be covered:

  • Emotionally Intelligent Leadership and the 6 Skills
  • Features of the Emotionally Intelligent Leadership Feedback Report
  • Leadership Assessment Options
  • Best Approaches to Assessment and Debriefing
  • Group Debriefs
  • Alternative Measures
  • Successful Project Execution
  • Certification Next Steps

Phase 3: Debrief Case Study Session with another Master Trainer

Finally, to complete your Certification, you will be given the opportunity to debrief the results of a sample Self-Assessment Emotionally Intelligent Leadership Feedback Report with another Genos Master Trainer who will act out the character in the scenario. You will be provided with feedback on the debrief session, with the ultimate goal of ensuring you are able to apply the Genos Emotional Intelligence Assessment tools effectively and confidently.

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Upon Completion…

Your journey begins as a business partner with Genos and it was the best decision you could have made for yourself, your business and your clients. A step-by-step guide is provided to you to map your entire journey as a Genos EI practitioner along with access to the free Member Only Resource Portal to further assist you in learning about, selling and utilizing the Emotional Intelligence Assessments, Enhancement Programs and supporting resources.

Upon successful completion of the program you will be able to:

  • Explain the Genos model of emotional intelligence
  • Discuss the Genos emotional intelligence assessments and their unique features, including developing emotional intelligence in comparison to other measures
  • Discuss the business case for emotional intelligence
  • Design effective emotional intelligence development solutions
  • Facilitate an interpretation of assessment results
  • Facilitate a development plan
  • Execute an emotional intelligence assessment project
  • Facilitate an introductory emotional intelligence session

The investment for this certification is P29,500 plus VAT. The two-day course is inclusive of manuals, lunch, and AM/PM snacks.

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About the Facilitator

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Emotional intelligence and teamwork: How EQ Helps You Get More from Your Team

Emotional intelligence, often dubbed EQ, is trending in leadership spaces. The 1994 book by David Goldman has gone on to affect nearly every aspect of how organizations choose and look for leaders.

While it’s understood that management needs emotional intelligence, the same applies for teams. Actively working to promote and train EQ inside of teams will help to boost productivity and motivation inside the team. Emotionally intelligent teams are more productive, better at collaboration, and better at communication.

5 reasons emotional intelligence and teamwork must exist together

Conflict Resolution

Conflict resolution inside of teams often requires a significant amount of emotional intelligence, especially in high-pressure or deadline roles. With each member often working to feed work back into other members of the team, even simple conflicts can create bottlenecks and pause work. Emotional intelligence greatly benefits communication skills, giving employees better tools to discuss problems empathically, to consider the other person’s side, and to vent frustrations and concerns before they become major problems.


Teams should be able to work together as a cohesive whole, meaning that they should know what each is capable of in terms of time, emotional and physical energy, and quality output. Building team trust is one key factor here, which can often be achieved through successfully performing small (but difficult projects) as well as encouraging time spent together outside of the workplace. In fact, creating opportunities outside of the workplace can help team members to relax, get to know each other better, and learn to be friends rather than simply colleagues, which will boost collaboration in the office.

Self-Awareness and Emotional Management

While good emotional intelligence is often about how you interact with others, it’s also about how you understand yourself. Employees who are aware of their own emotions, problems, and reactions are much more likely to regulate emotions, take breaks to manage stress, and react empathically when someone in their team is venting or stressed.

Understanding Team Capabilities

Good emotional intelligence will contribute to empathy and how well each team member understands their colleague’s roles and responsibilities.

Some companies, like Hewlett-Packard, deliberately work to foster this by integrating role-switching and cross-training, where team-members deliberately take on each other’s roles or train in their responsibilities so that they have a better understanding of what it involves.

Creating Motivation

Emotional intelligence means recognizing the efforts and input of others, which often requires action. Emotionally intelligent teams a work to recognize each other’s accomplishments, give credit, and are therefore often more motivated with a better sense of purpose.

You can work on this by creating a deliberate structure to encourage praise or giving credit to team members, creating team workshops and sessions to build missions and vision statements, and giving everyone the opportunity to thank each other at meetings.

Good emotional intelligence gives teams the foundation to work together productively by creating a shared sense of empathy, ensuring that team members understand each other and their problems. It allows the team to prioritize communication and collaboration.

While you cannot force emotional intelligence inside of a team, you can work to create conditions that foster it, so your team has every opportunity to develop.

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IQ is great, but EQ is more important for your career

A high IQ and technical skills are great to have, but surprisingly, STEM (science, technology, engineering, medicine) expertise is less important than soft skills when it comes to being a top employee at Google.

Hiring departments have historically prioritized technical skills, such as the ability to code in Ruby on Rails, or an understanding of Microsoft Office. Google’s Project Oxygen looked at what made a great manager, and discovered that among the most important qualities of Google’s top employees, soft skills trumped technical skills.

Top characteristics of success

  1. Being a good coach
  2. Communicating and listening well
  3. Possessing insights into others (including others different values and points of view)
  4. Having empathy toward and being supportive of one’s colleagues
  5. Being a good critical thinker and problem solver
  6. Being able to make connections across complex ideas

Google hires some of the best and brightest in the world, with teams of top scientists and specialists in their field. However, when Google’s Project Aristotle looked at what made teams productive, they found that the company’s most important ideas came from “B-teams” made of employees who aren’t always the smartest people in the room.

What made those teams better than the “smarter” teams? They exhibited a range of soft skills, such as emotional safety, curiosity towards teammates’ ideas, empathy, and emotional intelligence. Even if a team had the smartest people in their fields, if they didn’t know how to collaborate and support each other, they didn’t produce results on par with teams that did. In the best teams, every team member must be confident to speak up and make mistakes without being seen as ignorant or incompetent.

When you look at other leading companies, you see the same trends emerging.

“A recent survey of 260 employers by the nonprofit National Association of Colleges and Employers, which includes both small firms and behemoths like Chevron and IBM, also ranks communication skills in the top three most-sought after qualities by job recruiters.” – Cathy N. Davidson

The HR industry already knows about the importance of technical skills when hiring, but we are responsible for hiring individuals who will contribute to overall success, not just “the smartest person in the room.” We must focus more efforts on finding employees who have the soft skills every company needs, from EQ to communication skills. When lacking, we are also responsible for making sure our teams get trained in these soft skills to move forward with a healthy, psychologically safe work environment for everyone.


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How to Apply Emotional Intelligence in Difficult Workplace Scenarios (Part 2)

This is part 2 of our series on applying emotional intelligence in difficult workplace scenarios. Part 1 covered unwarranted criticism and a lie from a colleague.

Scenario 3: Two Colleagues Are Arguing, They Put You in the Middle

Your department has been having a lot of problems and tensions are high. Two colleagues start an argument over who was responsible for a task that was left unfinished and is now holding up a large project. They call you into it, asking you to name who was responsible.

While there are cases where one person is very clearly wrong, workplace arguments often stem from misunderstandings, difficulty communicating, and an inability to compromise. You should step back from the situation and evaluate what happened and why. In many cases, there is no clear-cut winner, and there shouldn’t be. Instead, you should ask them what they are doing to resolve the problem, how they can work to fix it together, and how they can work to avoid such delegation errors in the future.

Scenario 4: Your Colleague Turned in a Task Behind Schedule and Doesn’t Realize How It Affects You

Your colleague turns several tasks around behind schedule, leaving you waiting and behind on your own work. You’re frustrated with the wait but your colleague doesn’t seem to care.

Using emotional intelligence in this situation requires that you stop to consider what factors might be affecting your colleague’s performance. For example, they might be facing technological delays, might be stressed from a personal-life occurrence, or might even be sick. A good approach would be to ask why they are behind, and then, if possible with your own workload, offer to help or ask their boss to provide someone to assist on the task.

It’s crucial to avoid blame or becoming angry, even if it’s frustrating for you. Instead, you should work to proactively understand what might be holding them up, look for a solution where possible, and try to prevent similar problems in the future. For example, you could ask the colleague to create a timeline or schedule planning with you, so that neither of you are bottlenecked by the other.

Scenario 5: Your Colleague Plagiarizes Your Ideas in a Meeting

You give your input on a new project, using your past experience to suggest a plan of action and your own ideas. At the follow-up meeting, your colleague presents your idea with some of their own ideas, eventually receiving praise for the idea from your boss.

In this situation, it’s both important that you consider your own emotional needs for validation and your colleagues emotional needs and motivations. They may not have intended to talk over you or plagiarize your idea and if they did, discrediting them in public could be demoralizing.

Speaking up to make it clear that you had something to do with the idea without completely discrediting your colleague would be an emotionally intelligent response. For example, by saying that while discussing it with the colleague last week, you had come up with additional ideas as well you could defuse the situation, which you could follow up with a private discussion.

If you can recognize internal feelings and emotions as they happen, you can control what you are feeling and why. Separating emotions and using logic to reason through difficult scenarios will allow you to make better decisions, to better consider the motivations and emotions of others, and to make choices that benefit everyone involved.

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How to Apply Emotional Intelligence in Difficult Workplace Scenarios (Part 1)

Emotional intelligence is an important leadership skill and one that is being considered more and more by HR and in hiring, recruiting, and promotion. First outlined by Daniel Goleman in his book of the same name, the concept has since taken off, and for good reason.  However, developing your emotional intelligence and actively working to improve yourself in this area can be difficult, in part because of the transient nature of emotions.

Emotional intelligence involves factors such as how you create and resolve conflicts, manage anger, deal with adversity and moods, how well you give and take criticism, how you solve problems, how you self-motivate, and even how you respond (productively) to the feelings and emotions of others.

While you likely know that, and you have probably read books or taken courses on the subject, you’re also likely wondering, how do you actually apply emotional intelligence in the workplace.

These common but difficult workplace scenarios should give you a good idea of how to go about applying your emotional intelligence to a problem. This is especially crucial if you have been asked to start working on your emotional intelligence but aren’t aware of how to or even what counts.

Part 1 will cover unwarranted criticism and a lie from a colleague. Part 2 covers being put in the middle of an argument, late work from colleagues, and plagiarized work.

Scenario 1: You Receive (Unwarranted) Criticism

You work hard on a project, but nothing goes right. The end result is not up to standard because of factors outside of your control (project partners, timeline change, inability of a partner to deliver, change of parameters last minute, illness, etc.). Your colleague criticizes you for your performance in front of the team, stating that if you were not able to complete the project, you should have gone to him and asked for help or asked to transfer it early on.

You worked hard on this and gave it your 100%. You feel that the criticism is wrongful. How do you react to being criticized? While most people would react with anxiety or even anger, the emotionally intelligent thing to do would be to step back and recognize that the change in project parameters has likely affected how or what your colleague has to do for their job. They are feeling anxious. Taking it out on you is wrong but de-escalating the situation and offering to help with additional work or taking it to someone higher up (where applicable) would defuse the situation and help both of you to reconcile and solve the problems.

Scenario 2: A Colleague Lied To You

Your colleague told you they were almost finished on a project and would turn it in. You made plans around that, and now they are late and you are responsible not only for your lost time, but that of your boss.

Emotional intelligence suggests that you find out why your colleague lied to you, ask them nicely, and determine what factors may have been behind their lying. Did they simply forget? Did they lie on purpose? Or was there a hold up preventing them from actually following through on the process? In an ideal situation, you would consider their motivations, ask them about it in private, and reach a resolution which you then share with others you are responsible to.

Similarly, if a colleague lies to you about something smaller like whether they took your lunch out of the refrigerator, you would want to ask them in private, determine what their intention was, and reach a solution. This necessitates stepping back from the immediate reaction of anger most of us feel when lied to, trying to look at the situation from their point of view, and gently having a conversation about it.

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How to Use Emotional Intelligence to Become a Better Leader

Whether you’re leading a team, a department or a business, leadership isn’t easy. It often involves focusing efforts on managing not just your own behavior and output, but also that of your entire team. Using emotional intelligence enables you to apply emotional considerations to problems so that you can separate your own ‘gut’ reaction and respond with empathy, kindness, and consideration – which will in turn foster a better and healthier workplace.

As Daniel Goleman, inventor of the term explains, “It’s not that IQ and technical skills are irrelevant. They do matter, but… they are the entry-level requirements for executive positions”. Understanding and using emotional intelligence as part of your leadership style will make you a better leader by helping you to deepen your emotional understanding of yourself, your team, and how thoughts and actions impact success.

Actively Listen to Employees and Peers

Most people naturally spend time formulating responses while others are talking. If you’re upset or angry, you could be completely ignoring what the other person is saying. Taking the time to consciously listen and process what someone is saying, so that you are sure you understand their reasons and motivations, will help you to make better decisions. It takes time to learn to actively listen, but it will build empathy and trust inside your team.

Spend Time Around Other Emotionally Intelligent People

Spending time around people who show and use emotional intelligence can help you to develop your own. If the people you talk to are emotionally self-aware, calm under pressure, and able to use emotional intelligence for solving problems and resolving them, you will learn from them.

Recognize and Learn from Mistakes

Everyone makes mistakes and everyone benefits from treating self-improvement as a lifelong process. Working to recognize and admit when you make mistakes is one way to practice and use emotional intelligence to become a better leader. For example, let’s say that an employee turned a task around late, made an excuse, and help up the entire team. You get angry and you berate them in front of the entire team. You could easily see that this was not an emotionally intelligent way to approach the problem, even if the employee was at fault. Apologizing to them and asking what they would want to do to try to prevent being late on tasks in the future or offering help on the next big task would help you to develop as a leader, while building trust from inside your team.

Pay attention to your decisions, observe what goes wrong and why, and make sure you understand how your actions and reactions affect your team and their motivation.

Practice Empathy

Empathy is the practice of understanding and sharing the feelings of others. When someone is upset, it’s important not to blindly react, but to understand why. As a leader, emotional intelligence can help you to understand motivation, offer motivation, and compromise.

  • Pay attention to body language. Are people upset? Disappointed? Confused?
  • Respond to emotions. How can you alleviate concerns? Make up for disappointments? Provide motivation? For example, if your team working overtime, can you provide emotional motivation to do so?
  • React with empathy. For example, is someone late because of a problem? Can you react with empathy instead of “by the book”?

Empathy can help you to bridge the gap between being an intelligent leader and one who can build trust and loyalty with your team. Hopefully you can use these tips to integrate emotional intelligence into your leadership and become a better leader.

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5 Ways to Improve Emotional Intelligence

Emotional intelligence (EI) is an often-discussed leadership skill which is used by modern HR to identify candidates, manage promotions, and even develop employees into the leadership positions. It’s also a skill that can be learned over time, meaning that even if you aren’t innately emotionally intelligent, you can work to improve your EI.

These 5 ways to improve your emotional intelligence will give you a basis to begin practicing factors that make you emotionally intelligent so you can move forward, learn from your mistakes, and objectively look at what you are doing and why.

1. Keep a Journal

Writing out your thoughts and experiences is an important way to observe how you feel, reflect on your actions and why you took them, and determine if you could have taken better actions. Some people can easily manage this in their head, but most people benefit from writing out their actions, emotions, and why you may have felt that way. Daniel Goleman, one of the pioneers of EI suggests that you should understand what you are feeling in different situations, why you react in a certain way when something happens, and how you could react better.

However, you don’t have to journal out every experience. If you’re short on time, keep daily sessions short to one experience and write it out at the end of the day, or shortly after it happens. Tools like digital diaries can be practical here.

2. Learn Stress Management

Stress management and remaining calm under pressure are extremely valuable tools for EI. Learning stress management through tools like mindfulness, meditation, or sports can help you a great deal. For example, mindfulness works to help you focus your attention on the present moment rather than on anxiety and worries, which can help you to stay calm and react more positively, even under pressure. Other stress-management techniques like meditation, yoga, and even general sports can also help you to reduce general anxiety and learn to react better in the moment. Tools like HeadSpace and Oak can help you get started if you don’t have the time to attend a class in your area.

3. Take up a team Sport or Activity

Building teamwork will help you to foster an active understanding of what other people are doing and why, which you can take back to the workplace. If you’re already participating in teamwork outside of the office, you can begin to use it to actively pay attention to how things work together, why, and how interactions affect the whole team. Teamwork and emotional intelligence are a well understood phenomenon in both sports and in the office, but sports give you the opportunity to learn and fail quickly so that you can improve and grow without affecting your career or work output.

4. Practice Listening and Giving Credit to Others

Active listening and active feedback are two skills crucial to EI, but they are among the most difficult things to learn. Most people automatically go on autopilot when listening, either allowing themselves to form instant judgements without hearing the whole story or begin to formulate a response while the other person is talking. Instead, practice actively listening and paying attention and only answering after. There are plenty of active listening courses online but you can also often practice and pay attention to what you are doing. Similarly, giving active feedback will help you to boost your emotional intelligence. For example, if you notice someone struggling with something you can actively figure out why and help and complement them when they succeed.

5. Actively Put Yourself in Other People’s Shoes

Most people do things for reasons that are as complex and valid as the reasoning behind your own actions. Working to understand their motivations and the emotional decision making behind them. For example, if someone shows up late, ask them why and think about their reason. How would you feel or act in that situation? If someone is late on a project, why? Actively forcing yourself to look at situations as though you were in their shoes will help you to make more empathetic decisions, which will improve your EI.

If you’re ready to learn more, there are plenty of resources available to help you improve emotional intelligence. Most notably, you should consider reading some of the works of Daniel Goleman, one of the pioneers of emotional intelligence, or Travis Bradberry, who is largely regarded as one of the most important thinkers on emotional intelligence today.

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