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Various human resource managers and employees have expressed the need for emotional intelligence among workers to help them succeed in their tasks and relations with colleagues. As an employee that interacts with colleagues every day, I have discovered the use of emotional intelligence in guiding such interactions. In working towards meeting the demands of our work, we experience both emotional and technical challenges. The latter are easy to solve since they require us to follow the laid down rules and procedures. However, the former calls for emotional intelligence that may not follow any rules since people react differently to pressure. Research has shown that employees need to show empathy, patience and practical prowess when interacting with their colleagues as an indication of emotional intelligence. Interestingly, showing these traits differs across organizations and individuals involved. My impact on colleagues is influenced by my emotional status in a given day. However, I recognize and promote emotional intelligence in others. Therefore, I can say that I utilize emotional intelligence to maximize the productivity of my teams.
The impacts of emotional intelligence or lack of it cannot be a preserve of a few people. In my workstation, emotional intelligence affects employees, the CEO and senior managers. I have witnessed my colleagues express their emotional quotient in various occasions. Based on the interactions that take place at the workplace, I have come to realize that my emotions affect others. However, I can use my emotional intelligence to control such effects and thereby help my teams to succeed in their activities. How workers perceive each other is a product of emotional intelligence. Since I consider myself as having emotional intelligence, I recognize the impacts of my emotions on others, work to promote their emotional intelligence and use the intelligence to guide them towards success as discussed in the report.
I tend to neglect some of my duties when I experience negative emotions since I feel pressured to achieve more than I cannot in the given time. Positive emotions influence me to engage in activities that help my colleagues to solve their problems as Bradberry suggests (par. 3). When my colleagues express their frustrations to me, they trigger my emotional intelligence skills to feel empathy for them and work towards helping them achieve their goals.
Although emotional cues differ across cultures, I use both linguistic and non-linguistic cues to monitor the emotional intelligence of my colleagues. I strive to learn from the workers about their feelings every day as a way of trying to recognize their emotional strengths. If colleagues fail to show these cues, I engage them in discussions to discover their problems as Nauert suggests (par. 5). When experiencing negative emotions, I avoid participating in decision-making and make my colleagues aware that I might inconvenience them.
I encourage my colleagues to consider their emotions before coming to work. Based on what they feel; they can avoid turning up for work or attend to their duties. If they experience negative emotions, I encourage them to share their issues with other workers.
I encourage workers to try to discover what excites them in their tasks. Choosing the activities that excite the employees helps in developing their intrinsic motivation as a way of improving their emotional intelligence (Bradberry par. 4). As a result, my teams have learned to identify the activities that motivate them and thereby they have boosted productivity.
My emotional intelligence has helped me to avoid situations that can lead me to hurt the emotions of my colleagues. I encourage my colleagues to avoid similar situations by gauging their feelings before reporting to work. I recommend that firms give workers tasks that excite them to boost their emotional intelligence and productivity.
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