What is it?
Where does it come from?
Can it help elevate competence in leadership and analytical thinking on the shop floor?
Generally, emotional intelligence is self-awareness. It is
the ability for an individual to be aware of how they function socially. But
not just that, it is further carried to mean one’s ability to function not only
socially, but effectively, of which social function is a component, in the
business environment. People with emotional intelligence are typically willing
to accept accountability, are open and honest and often exhibit
self-deprecating humor, which endears them to others. Those with emotional
intelligence also have the ability to get results. They are competent subject
matter experts (SMEs) in their area of expertise, but they are also able to
achieve results through others, regardless of whether their leadership is
formal (supervision) or informal (thought or team leaders).
Research has shown that emotional intelligence can be both
inherent and acquired. Acquisition however is often challenging and dependent
on self-awareness, which is a component of emotional intelligence. Odd as this
seems it is a cycle that is dependent on itself, and difficult to change. However,
open and honest feedback thoughtfully rendered, can jumpstart the unaware, and
help them to the desire to become self aware. Whether inherent or acquired,
experts seem to agree that emotional intelligence requires constant development.
To enable one to elevate competence in leadership and
analytical thinking on the shop floor, the first step is to recognize the issue
of the lack of self-awareness. The second step is to identify what is required
to overcome the problem. The third step is to take action to overcome the
problem. Finally, one must evaluate the results of the action and in so doing,
recognition of additional developmental gaps will become evident.
Emotional intelligence CAN elevate competence in leadership
and analytical thinking on the shop floor. In order for this to take place the steps
cited in the prior paragraph must be followed. It is not typically the habit of
operators on the shop floor to think of themselves as leaders and analytical
thinkers. However, they too can leverage the tools that are often used by the
managers who supervise them. The cycle begins with operators evaluating what
need they have to improve themselves through introspection, feedback or other
means. They then identify the tools and the plan that will help close that gap.
After identifying the tools, they then take action to develop themselves using
the tools identified. Upon completion of the action, the process begins again
with not only identification of additional gaps, but also evaluating how well
the last action executed filled the previous identified gaps.
When I was an operator, I learned the importance of honest
feedback from my peers and from my supervision. However, I was completely
unaware and had to literally be “shocked” into realizing this was important for
me to understand in order to develop myself in the way I wanted. In short, I was
completely oblivious. I've since given myself to soliciting and evaluating
feedback often. Fortunately at the time I worked for an organization that also provided
me the tools and training for development. I was able to identify and act,
developing my skills as I moved through the process. I eventually won the trust
of many of my peers (this is often a very difficult task among operators), such
that I could get open and honest feedback in evaluating whether I had learned
what I needed, and what they thought I might do next to further improve myself.
I also had a mentor, which was necessary to my long term development, which
provided coaching and feedback as well.
I am no rocket scientist. However, I work now several
extremely bright and talented scientists. I am currently engaged in informal
leadership, leading a cross-functional team that has global impact in the
organization for which I work. I’ve been very fortunate and it’s been a long
road since being an operator on the shop floor. The key was in understanding
what needed to be done to make it all happen. Now my passion is to help others
like myself understand those same concepts as well. To understand the value and need for…
