In Training & Development – February 2008 (download article in PDF)

Two excerpts:

A decade ago any talk of emotional intelligence would draw strange looks. Now many organizations include it among core competencies required for high performers.

Where emotions were once dismissed as raw and inappropriate in the office, they are now utilized as data by savvy leaders, according to Joshua Freedman, chief operating officer of Six Seconds Consulting in San Francisco.

“Leaders don’t care about emotional intelligence,” Freedman says. “They care about a business problem they have. Emotional intelligence is a tool they can use in the service of solving the problem.”

Instead of encouraging individuals to act differently, training in emotional intelligence teaches participants to observe and analyze their own behavior while also taking note of peer reactions.

“Most corporate training focuses on behavior such as shaking hands and making direct eye contact,” Freedman says. “Emotional intelligence teaches you to pay attention to what drives the behavior of others. Emotions are data. They are real. The training takes a logical approach to emotions.”

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