Emotional Intelligence

Topics: Sales, Emotional intelligence, Selling Pages: 6 (2327 words) Published: October 22, 2014
PRINCIPLES OF MANAGEMENT

OCTOBER 3, 2014

Emotional intelligence is defined in our book as "the composite set of capabilities that enable a person to manage himself or herself and others" (Goleman, 1995, 1998)

Emotional Intelligence is a very powerful tool. Emotions can enhance your thoughts, transform relationships and behavior. I realize now that I by using this tool it will allow me to understand myself better. Overcome my work-related challenges, and build healthy relationships.

In the context of the role that I play in the financial organization which I work for. The settings are always very professional due to the necessity of rapid change. There is a constant need to find ways of becoming self-motivating. In discovering these tools of awareness I was able to explain to my colleagues to embrace this innovation, they can capitalize upon their special talents and skills. I work in a diverse workforce so I can understand how their emotions will change. At first I could see that the Skills assessment that I handed out to them, made them feel uneasy and a bit afraid. However, I discussed my personal score and in a way they felt more at ease. By the end of the week, all of them had handed them in. We had a question and answer session to discuss our findings. We recognized that this exercise is extremely useful in reducing the interpersonal conflicts, tensions, and even crises that are internal to all human organizations and groups. We realized that we were all capable of applying these tools to improve our everyday lives. I know that we will constantly improve profitability, productivity in the workplace.

A Colleague Mike has been a good colleague of mine for about a year now. He was hired as a Private Wealth Investor catering to upscale clients interested in investing there enormous amounts of wealth within our bank. This is a highly competitive business in which a relatively small number of financial institutions compete for what can best be characterized as a niche market of affluent clients that require excellence in terms of both product and service. Consequently these few financial institutions create a valuable competition to obtain the services of the right kind of educated, skilled, and professional Banker. These salespeople enjoy a great deal of autonomy, often bring their own customer base with them to a store or gallery, and are highly regarded via a commission scale for their efforts. Consequently, a person responsible for managing a sales force consisting of this type of professional must do a good amount of mentoring, nurturing, supporting, rewarding, and otherwise responding to the sales force. Members of such a sales force are themselves competitive with one another and this can and does lead to frequent conflict. In my situation, two very valued and successful sales agents working for the company were actively engaged in trying to convince one of their own customers to purchase a particularly valuable and rare painting that the owner of the business had taken in on consignment. Both of the salespeople felt that they were entitled to make the deal. My job was first, to ensure that this valuable painting was sold for the best possible price. My second task was to prevent any conflict from erupting between the two salespeople. Unfortunately, at the time, I was somewhat politically unaware of their longstanding competition at this and other companies. Marilyn Gowing (89) notes that one element of emotional competence and EI is political awareness or the ability to read a group's emotional currents and power relationships. Similarly, among the social skills needed to exercise EI effectively are conflict management, leadership, the ability to build bonds, and the ability to create group synergy in pursuing collective goals. My own abilities in these areas were somewhat limited. I was unaware of the fact that each of the two salespeople considered me to be "playing favorites," or assisting one in...

References: Goleman, D. 1995. Emotional intelligence_._ New York: Bantam books.
Goleman, D. 1998. Working with emotional intelligence_._ New York: Bantam Books.
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