Sharpening Emotional Intelligence at Work: A PM Guide

Sharpening emotional intelligence is a skill that shapes how project leaders connect with their teams. Emotional Intelligence, otherwise known as EQ, was formally coined by psychology professors Mayer and Salovey in 1990. The term is defined as the "ability to perceive and express emotion, assimilate emotion and thought, understand and reason with emotion, and regulate emotion in the self and others" (Mayer & Savoy, 2007; McCleskey, 2012). Simply put, EQ shows how well you identify and manage your own emotions and the emotions of others.

For example, you might express your feelings in a respectful way. That tone in turn encourages the people around you to do the same. A range of skill sets and behaviours make up emotional intelligence. Research literature however points to five main components. These include self awareness, self regulation, self motivation, social awareness, and social skills (Serrat, 2017).

What emotional intelligence delivers

A high level of EQ can build strong personal connections. It also raises life and career satisfaction. According to Serrat (2017), people who develop their EQ often see higher productivity and more success in what they do. They likewise report less stress, because EQ helps to ease conflict and promote effective relationships.

Why it matters for teams

Plenty of evidence suggests that a high EQ benefits anyone who works in a team based environment. Research has shown that strong teams form when members can identify each other's strengths and weaknesses (Gilar-Corbi et al., 2019). Perhaps you struggle to communicate with your team. Maybe you or a colleague feel detached from the work.

Remote working makes this harder still. Virtual interaction with colleagues can feel like a whole different experience. As a result, your EQ skills deserve regular reflection and steady improvement. These skills also grow more important as your position advances, since research finds a positive link between EQ and leadership.

How leaders shape performance

A study by Batool (2013) found that the EQ of leaders can positively affect employees. The gains show up in stress management, discipline, and performance. This happens because emotionally intelligent leaders give timely feedback. Such feedback then generates stronger performance, greater satisfaction, and a real sense of accomplishment (Pastor, 2014).

Research also points to wider team benefits. The EQ of leaders and the team can promote constructive thinking during problem solving. Moreover it sparks creative solutions to conflict, and it lifts cooperation and trust across the organisation (Pastor, 2014). Therefore the evidence is clear. Emotional intelligence is a valuable skill for employees, and it needs sharpening throughout one's career.

Sharpening emotional intelligence at work

So how do you grow this skill? Start with resources such as books and webinars. These help you learn why EQ matters, and they give professional insight into the practices that develop it.

Also consider the courses and workshops built to strengthen your EQ. Dale Carnegie, for instance, offers professional training that is now accessible online. Such courses guide you to apply learnt skills in real group situations, instead of only reading and reflecting on your own. Structured project management training works the same way, since our courses build the team and leadership habits that depend on strong emotional skills.

Bodies like the Project Management Institute likewise treat people skills as core to leadership. Their power skills talent triangle puts communication and relationships beside technical ability.

Two steps you can start today

Margaret Andrews, an instructor of Emotional Intelligence in Leadership at Harvard University, has also outlined steps to improve emotional intelligence.

First, recognise your emotions and name them. Spend time reflecting on the feelings that arise in different situations. Then consider how you would like to respond. Furthermore, think about your ability to pause and reconsider that response in the moment. This habit is a fundamental step towards developing EQ.

Second, ask for feedback. Andrews suggests asking managers, colleagues, friends, and family how they perceive your response to hard situations. They can tell you how adaptable or empathetic you seem, and how well you handle conflict. Identifying your own emotions matters. Likewise it helps to hear the differences others notice, so you can reflect further and advance your skills.