Lou Cartier (Courtesy/Lou Cartier)

In the past few months, educators and business folks have begun to investigate AI, particularly the “artificial intelligence” chatbots seen as gateways to a brave if scary new world.

Competition among tech giants and unparalleled explosion of queries to their new word and image generating tools boggles the mind.

This spring, as graduating seniors contemplate their marketability for next gen jobs, let us imagine their preparation. For they are about to face employers expecting to optimize workplace efficiency as well as collaboration.

Productivity, yes?

Readers may know that for many high-profile CEO’s, the capacity to generate trust is their highest priority. Not just in the C-suite but throughout the enterprise. No matter one’s personal “striving” style, the ability to recognize and control one’s emotions while appreciating the emotional experiences of others becomes a competitive advantage.

Harvard Business School researchers a decade ago identified as “practical wisdom” the capacity “to live in harmony with society rather than clash with it.” They found the humility resonant in such “wise leaders” generating both economic and social value.

For such people:

• Quickly grasp the essence of any situation, intuitively fathom the nature and meaning of people, things, and events, and envision consequences.
• Create formal and informal shared contexts that inspire both senior executives and employees to construct new meaning and work productively together.
• Engage in constant learning and communication, using stories, metaphors, and evocative language to inspire successful workplace engagement.

Recently, I have seen a complementary, simpler configuration of this “high value personality trait.” As in the Harvard study of “pragmatic idealism” found in companies across the world,

the ability to recognize emotion in oneself and others, and to use that awareness and empathy to guide decisions becomes a key indicator of workplace success.

Call it Emotional Intelligence (EI).

Sometimes defined as Emotional Quotient (EQ), this set of aptitude and skills is a counterpoint to IQ, the conventional (if criticized) measure of one’s ability to solve problems, use logic, and grasp or communicate complex ideas.

Despite some skepticism from behavioral scientists, IQ is a longstanding predictor of one’s academic success.

In terms of organizational development, how does EI or EQ become the more consistent predictor of performance for both leaders and employers than a comparable IQ? In practical terms, individuals with high emotional intelligence are:

• More likely to stay calm under pressure.
• Know how to resolve conflict effectively.
• Are empathetic to their team members and react accordingly.
• Make more thoughtful business decisions and lead by example.

The source of these findings is Truity.com, the folks behind the Enneagram personality test, and specifically a recent blog post by Charlotte Grainger on research among hiring managers and HR professionals that found EI to be a “critical characteristic” for landing a job and advancing one’s career.

What makes EI such a “marketable trait,” says Grainger, is its positive influence on work in a team setting.

First, the enterprise gains from employees who understand their coworkers’ emotions and practice empathy. And, with keener insight into one’s own feelings, team members are better able to cope with workplace pressures and negativity from colleagues, clients, and customers. They can manage stress better.

Must we be born with this capacity or can EQ scores be raised?

Take heart, dear readers. First, recognize the four core competencies – awareness of self and social environment, management of self and one’s relationships. Then cultivate productive habits, such as these:

Get in touch with your emotions

Investigate the root causes of your emotions and how you respond to them. Keep a journal. Talk honestly to friends and family. Identify your triggers.

Recognize that you are not perfect

Everyone makes mistakes, so go easier on yourself and try not to get defensive. Be aware of what you have done wrong and make the effort to remedy missteps.

Practice active listening

Hear what people tell you, pay close attention, and take time to truly understand. Put yourself in their shoes. What are they feeling? Why is this important to them? Can you empathize?

Learn continuously, be open to change

If you are truly motivated, be open to learning about yourself and from those around you. Lay negative thoughts and behaviors aside. Tell friends and associates you are grateful for their help.

As a reward for reading this far, try this free Truity quiz. You may discover insights into what is working for you now and where you could improve. May the force be with you.

— Cartier teaches at Aims Community College, focusing on legal and ethical challenges facing business and the practical “soft skills” that underlie their people’s success. As a member of the faculty’s elected leadership team, he participates in college-wide planning and policy review. Views and opinions here are solely the author’s and do not necessarily reflect those of Aims.