Rules of Works and Emotional Intelligence Personal Competencies: Manager’s Critical Skills
Richard Templar in his international best seller “The Rules of Work– A definitive code for personal success??? gives his own example when a moron got the promotion that he should have got because Richard did not “walk like a manager???.
The ten rules are simple, effective, safe and practical. Having said this isn’t it also true that we read so many rules and ways of getting successful but hardly if ever get about doing them. The reason is simple, we need to work on creating new wiring in our brains to do things differently to our existing neural connections in our brain. This is where emotional intelligence kicks in.
My definition of Emotional Intelligence is “The ability to react appropriately to real life situations so that the outcome is mutually beneficial to self and the society???. Society here could mean an individual, an organisation or a group.
Emotional Intelligence (EI) consist of personal competencies of Self- Awareness, Self-Management and social competencies of Social Awareness and Relationship Management. Each of these competencies represent behaviours which are noticeable seen as they develop and these new habits lead to growth in personal and work life. The EI competencies are not innate talents but learned abilities and can hence be developed by most if not all managers.
The ten rules as given in the book “The Rules of Work??? can easily be slotted into one of the four elements of emotional Intelligence.
Self-Awareness is the foundational domain. The two rules which connect with this domain are:
- Know that you are being judged at all times. Self-awareness about your goals, strengths, weaknesses and emotions is what self- awareness is all about. Knowing that you are being judged at all times will ensure that you never let the guard down. You must demonstrate confidence and energy. Check whether you have a personal style, pay attention to your grooming, be cool, speak and write well. You hence need to be self- aware about your needs, desires and then demonstrate behaviours that help you to achieve them. Having an ability to see yourself from the outside helps you notice any deviations in you act not being in consonance with your goals.
- Have a Plan. You may know your goals but do you have a plan? Identify areas of development which are essential to your professional growth and have a clear plan (yes with timelines too) on how to improve them. Having a plan also supports appropriate decision making. Every choice you make has an obvious consequence. Knowing your plan will help you make choices with positive and supportive consequences to your plan and hence to your goal.
Self-Management is about emotional self-control, adaptability, achievement and initiative. The rules which connect with this domain are:
- Walk you talk. What distinctive contribution do you bring to your family, to your team and organisation? You need to develop the right attitude, under promise and over deliver, carve a niche for yourself and while being 100 per cent committed you also need to enjoy what you are doing.
- Act one step ahead. This is about initiative that you take to always being one step up in how you dress up, think, talk and act. It is about adapting your style of management to the situation, for which these skills should be available in your tool kit. You need to choose the right club from your golf bag for each shot, but it needs to be there in the first place. Changing one’s habits needs a healthy dose of self-management skills. This skill is the bridge between knowing and doing.
- If you can’t say anything nice- shut up. This is a critical behaviour which clearly measures the level of self-management achieved by a manager. We are wired to find faults, tick people off, see the negatives, criticise and condemn. I have hear a number of people say “My Boss is the first to notice what I have done wrong but never what I have done right???. Effective managers make people go beyond the distance by standing up for people, complimenting people, being a good listener and being cheerful and positive.
The manager’s primary challenge is self- management. With the foundation established through awareness about your goals, strengths and also areas where the emotional brain takes over the thinking brain, the manager can now move to the next competency. Self- management resembles an inner conversation which enables the manager to balance the thinking and emotional brain so as to behave in a manner that exuberates self- mastery and optimistic enthusiasm.
The Author is an acclaimed authority is emotional intelligence trainings and has helped top organisations and their leaders to achieve their respective objectives.
Pavan Bakshi, Colonel (Veteran), PMP, RCS Certified Executive Coach has a work experience of 30 years and wide expertise in the domain of Operations, Projects, Supply Chain Management, Business Development and Training.