The Price of Low Emotional Intelligence

Written by Susan Dunn, MA, Emotional Intelligence Coach


Low EQ is expensive in terms of lost money, opportunity, time, relationships, promotions, careers, projects, goals, accomplishments, self-esteem, marriages, physical and emotional health, and even life.

The good news is that there is no need to have low EQ. EQ can be learned and improved over a lifetime and you can start right away, no matter how old you are.

These are some ofrepparttar results of low EQ.

·75 % of careers are derailed for reasons related to emotional competencies.

·70% ofrepparttar 130014 reasons why customers and clients are lost are EQ-related.

·50% of time wasted in business is due to lack of trust.

·Seniors get worse in hospitals whenrepparttar 130015 physical therapists don’t engage with them.

·Counseling clients fail to change because their counselors lack empathy or optimism.

·50% of marriages fail.

. Over 2/3rds of second and third marriages fail.

·Suicide isrepparttar 130016 third leading cause of death for youths aged 15-24 inrepparttar 130017 US.

·Impulsive boys are three to six times as likely to be violent adolescents.

·Low levels of empathy predict poor school performance.

·Gifted children have great difficulty reading social cues which leads to sad and isolated childhoods.

Dealing with Difficult People: the Idealist

Written by Susan Dunn, MA, Emotional Intelligence Coach


True idealists (as defined by Keirsey) make up only about 1/10th ofrepparttar population, which you may think is a good thing if you’rerepparttar 130012 hard-driven, nose-to-the-grindstone, bottom-line type.

Like other "difficult" types, they can make fantastic contributions to your relationship or organization if you understand how to deal with them and their lack of practicality.

As Keirsey (www.keirsey.com) defines them, "educationally they go forrepparttar 130013 humanities, avocationally for ethics, and vocationally for personnel work." They're people who are guided by ideals, and are more interested in ideas than practical action. This can make them both slow out ofrepparttar 130014 gate, and agitators if they thing something is "wrong."

1. They will ferret out unethical behaviour.

Therefore, if you intend to hire one, you'd better have your ducks in a row and your ethics together (if you don’t, why don’t you?). Onrepparttar 130015 other hand, if you have a multicultural or diversity program to introduce, they would berepparttar 130016 ones to do it, and they’ll also know who’s mobbing, harassing and bullying others.

2. Translate abstract to concrete for them.

They tend to be highly intelligent as well as intellectual and abstract. This means they may know what they want, and even how they'll get there (many are great strategists), but be either unable to explain it to others, or too impatient. Either trust them to accomplish what you ask them to do their own way, or ask them specifically for step-by-step methods.

3. Don't underestimate their power of influence. They aren't light-weights.

Like many "difficult" types, they represent something within us all. Idealists appeal because they have a light that shines. They're interested in a better world, after all, and so are we, but who's gotrepparttar 130017 time?

Consider Gandhi whose "nobly principled, highly disciplined, courageously ethical strategy of non-violent passive resistance . eventually broughtrepparttar 130018 British to their knees." (Source: Keirsey)

So keeprepparttar 130019 Idealist channeled and be watching your ranks. If you're playing fast-and-loose, they'll berepparttar 130020 one to challenge it, and you’d rather have them coming to you than just talking about it. If you can institutionalize such a program – how things are done, and how people are treated –repparttar 130021 idealist would be ideal (smile) for this position. One US insurance corporation has an ethics hotline, for instance, and someone was put in charge of it. Perhaps an idealist.

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