EQ (Emotional Intelligence) vs. I.Q.

I am an avid reader – in particular when it comes to books on business philosophy and leadership.  Jack Welch wrote the book (actually several) on both.  Another outstanding author that delves into this genre is Robert Cooper, Ph.D., with “Executive EQ” and is worth a closer look.

Wikipedia describes “EQ” (Emotional Intelligence) as: “The ability, capacity, or skill to identify, assess, manage and control the emotions of one’s self, of others and of groups.” Studies have shown that incredibly intelligent people are quite often not successful in their personal lives nor, this book demonstrates, in business.  They are lacking, this theory postulates, in ‘EQ.”

Some have applied this theorem to the Obama administration and the failings of many of his Cabinet members.  They are “book smart” but, their detractors would say, perhaps too academic and, as such, lacking in the ability to focus and “see the forest through the trees” when tasked with effectively problem solving.

I have found over the years that most problems don’t require an overly sophisticated approach or thought process, which can often lead to “analysis paralysis.” Rather, great common sense and good judgment (both a function of innate emotion rather than high I.Q intelligence) lead to more efficient and effective problem solving and decision-making.

All of that said, brilliant minds are most adept at a specific type of problem solving; they are exactly who you want around when you are faced with a major financial catastrophe. When it comes to numbers, derivatives, trading assets and the like, their skills and talents shine most brightly.

As an effective manager, then, are you matching the skill sets of your people to the tasks to which they are most suited for?

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