The New EQ
Cultivating the 'how to' of emotional intelligence to work together better
Evidence shows that teams who work together better perform well because they have high emotional social emotional intelligence.
High-performing teams are more cohesive which means that the opportunities for misalignment, miscommunication and unresolved conflict and the significant, hidden costs that occur as a result, don’t.
The height of team performance is attributed to the depth of human connection among its members, particularly in key moments, when how the team performs counts.
It’s true to say that Emotional intelligence (EI) can often be a soft target for a variety of criticism. Whilst some observations are valid, I like to suggest that, given the uncertain and challenging times we are currently living through, it’s perhaps more productive to consider how we can build on what has gone before rather than attempt to tear it down.
The case for the GRACE Framework points to several reasons that amplify the need to build on what has gone before to find additional ways to help people and teams work together better.
The GRACE Framework emerges as an alternative, building on the more traditional one-size-fits-all approach for a more adaptable, whole-person model.
This framework is a response to an overemphasis on individual performance that overlooks systemic issues and co-created experiences.
“Grace is illusive. One can’t buy it. One can’t acquire it through good deeds or random acts of kindness. One can’t earn it. And almost like magic you can’t use Grace as a chip to bargain with or it will disappear.” ~ Valerie Kondos Field
Given GRACE is something to emerge rather than something that is forced, we need to create the context and conditions both internally and externally that enable it to become visible; creating the way of being in a place and context at a point in time that supports the selection of a mature and appropriate response.
Equanimity - The ‘New’ EQ
When we attempt to quantify emotional Intelligence we measure it as an emotional quotient or EQ and EQ can be measured using various tools and assessments. Some of the most common methods include:
Self-report questionnaires: These assessments involve asking individuals to rate their emotional skills and abilities using a series of questions or statements.
Observation and rating by others: This method involves asking others who know the individual well, such as colleagues or supervisors, to rate their emotional skills and abilities.
Performance-based assessments: These assessments involve presenting individuals with specific scenarios or tasks that require emotional skills, such as role-playing or problem-solving exercises, and then evaluating their performance.
Physiological measures: These assessments involve measuring physiological responses, such as heart rate or brain activity, to assess emotional reactions to specific stimuli.
There is no single, definitive measure of EQ, and different assessments may be used in different contexts and what they all offer is a view of the ‘what’ of emotional intelligence, how much someone supposedly either has or doesn’t have.1
In the world of interactions between people where every interaction is an opportunity to build trust, there is a need to move beyond the ‘what’ of emotional intelligence to the practical ‘how to’. Developing equanimity is a practical and useful approach to expressing emotional intelligence.
What is it?
Equanimity is a psychological and emotional state characterised by an even-minded attitude towards all experiences, regardless of their nature. It is often associated with mindfulness and meditation practices and is considered a key component in achieving mental well-being and resilience.
"The word "equanimity" comes from the Latin word "aequanimitas," which itself is derived from "aequus" meaning "equal" or "level" and "animus" meaning "mind" or "spirit." Therefore, equanimity translates to "equal mind" or "level-headedness."
Some of the key characteristics of equanimity include:
Emotional balance: The ability to maintain a sense of emotional evenness and stability, even in the face of intense emotions or challenging circumstances.
Non-reactivity: The ability to observe thoughts and emotions without becoming overly attached or reactive to them.
Acceptance: The ability to accept the present moment as it is, without judgment or resistance.
Compassion: The ability to extend kindness and understanding towards oneself and others, even in difficult situations.
Equanimity (EQ) is a state of mental calm and composure, especially in difficult situations. Equanimity in leadership significantly benefits team dynamics by promoting objective decision-making and enhancing leaders' presence and responsiveness. These qualities help teams navigate uncertainty and maintain effective communication, ultimately leading to better overall performance.
EQ is not just a psychological state but is also a social attitude and process.
Additionally, equanimity contributes to better professional quality of life and overall well-being, making it an essential component of personal and professional development.
Equanimity is essential for leaders, especially in high-stress environments like healthcare, as it helps maintain objectivity and reduces biased decision-making3 7.
Leaders with equanimity are better equipped to handle uncertainty and crises without reverting to command-and-control tactics, thus fostering a more collaborative and adaptive leadership style.
However, it is important to understand that equanimity is not the same as detachment or apathy. It is not about ignoring problems or emotions, but rather about facing them with balance and perspective.
Equanimity allows us to respond to challenges and setbacks with clarity and poise, rather than being overwhelmed by stress or fear.
How To Develop EQ
One way to cultivate equanimity is through mindfulness practices, such as meditation or yoga. These practices can help you become more aware of your thoughts and emotions, and teach you how to manage them healthily.
Regular mindfulness practice can also help you become more present in the moment, which can be especially useful in a fast-paced climate of constant change. Mindfulness can be practised in an activity that unites mind and body together and supports moving meditative states (e.g. running, cycling, swimming) not just yoga.
Another way to cultivate equanimity is through self-compassion. As a CEO, you may be under a lot of pressure to perform at a high level and meet the expectations of your team, investors, and customers.
It is important to remember that you are human and that it is okay to make mistakes or have imperfections. Self-compassion involves being kind and understanding towards yourself, and recognizing that everyone goes through challenges and setbacks. This can help you approach difficult situations with a sense of perspective and understanding, rather than feeling overwhelmed by self-criticism.
Equanimity is also about being able to stay focused on your goals and values, even in the face of uncertainty or change. As a CEO, you may be faced with tough decisions that could have a significant impact on your company and its stakeholders. Equanimity can help you make these decisions with a clear mind and a sense of purpose, rather than being swayed by emotions or external pressures.
It is important to note that cultivating equanimity is a lifelong practice, and it takes time and effort to develop. It is also not a one-size-fits-all solution, and what works for one person may not work for another. The key is to find what works for you and to make it a regular part of your life. This could involve setting aside time for mindfulness practice, seeking support from a coach or therapist, or finding ways to incorporate self-compassion into your daily routine.
Equanimity is a valuable quality for anyone who chooses to lead to cultivate, particularly in organisations where change is constant and challenges are inevitable.
By cultivating equanimity through mindfulness and self-compassion, we can lead our teams and organisations with clarity and purpose, and make sound decisions even in the face of uncertainty.
My view is we all have the resources within us to express emotional intelligence. Differences in emotional quotients suggest that conditioning and past experiences have either disconnected us from these resources or have not given us the opportunity to connect to them yet.
Good to get back to thinking about these practices and the spaces between us. What we can actually do to help regenerate, from the inside out.