The accountant January - February 2016

MANAGEMENT
MANAGEMENT
What is Emotional
become more valuable when they
proper timing and focus to build and
5 WAYS TO LEAD WITH
Intelligence?
Emotional intelligence is the
ability to perceive, control
and evaluate emotional
can prove to increase productivity,
employee engagement and results
by creating a teamwork environment
that gets the best performance from
keep momentum. As leaders, we need to
show maturity along with our passion,
and be more compassionate in order to
balance what the job requires with the
EMOTIONAL INTELLIGENCE AND
BOOST PRODUCTIVITY
clues, hints or insuations.
Employees today are much more aware
of whether or not they are a good fit
in their workplace culture and they
want their leaders to be more mindful
of their needs. In general, employees
have become more sensitive about
how to best co-exist in a workplace
environment that allows them to be
everyone. This requires leaders to
be strong mentors as well as sponsors
who can help their colleagues better
navigate workplace opportunities and
catapult their careers.
Beyond the traditional leadership roles
and responsibilities, today’s workplace
uncertainty requires leaders to be much
more sensitive about what matters most
human spirit. Employees don’t want to
feel like a herd of cattle – but as people
who are being appreciated for their
hard work and effort. For the most
part, employees don’t need a boss that
holds their hand; they just need to be
reminded of what is expected of them.
If this is done with proper tact and
good heartedness, people will perform.
who they naturally are.
to their employees. Too many leaders
Make the extra effort to say thank
Employees are tired of playing games
and just want to be themselves. As
such, they are managing their careers
and looking to advance by searching
for jobs that truly fuel their passion,
fulfill their desires, and ignite their
real talent. For most, today’s
economic landscape has made the
career management journey extra
challenging. And beyond career
advancement opportunities, people
want their supervisors and leaders to
be more in touch with who they are
as people (not just as their colleagues)
to assure that their career track is in
proper alignment with and supports
their personal and professional goals.
Leaders are so focused on remaining
relevant for their own personal gain
that they have forgotten to be more
sensitive about how to best serve their
employees (the people who help give
them relevancy). In the end, leaders
assume that their colleagues have the
same drive to succeed and willingness
to sacrifice in order to advance as they
do. Everyone is different and leaders
must be more mindful to embrace those
differences and strategically leverage
them to create and sustain unique
opportunities within their departments
and for the business.
The bottom line is that leaders must be
more emotionally intelligent to be more
effective and efficient at maximizing
outcomes and desired results. Here are
5 ways to get started.
1. Care About People
Caring is a simple thing to do, but
not always expressed or genuine in
its delivery or tone. Leaders need to
balance the head and the heart. This
means that leaders can’t always be so
intense about what is required from
their employees. Intensity requires
you and be consistent about it. Take
the time to mentor and / or sponsor
employees who have earned the
opportunity. Show that you care about
people. This gesture is more powerful
than you might think in enabling you
to achieve your leadership goals and
objectives.
2. Embrace Differences to
Make a Big Difference
We live in a world were differences
in people are more apparent than ever
before. People want to be authentic
and appreciate those who embrace
their differences. Today’s leaders
must be more sensitive about how to
manage and leverage differences in
people to assemble great teams and
assign unique talents and abilities
to certain situations. Be smart and
look for common ground within the
differences between people.
30 THE ACCOUNTANT
JANUARY - FEBRUARY 2016
JANUARY - FEBRUARY 2016
THE ACCOUNTANT
31