Anyone who has ever attended a leadership development program or read a business book will be familiar with the concept of EQ, or emotional intelligence. Emotional intelligence refers to a set of skills related to understanding one’s own emotions and those of others, and using that information to manage oneself and handle relationships with others. Traditionally, IT professionals have not been known for their emotional intelligence. The stereotype of the geeky, socially inept programmer or system admin is prevalent for a reason – for many years, IT was a relatively niche area, and IT professionals were able to succeed despite their lack of ability to interact effectively with others.

However, IT leadership today is a very different beast, and it is more important than ever for IT leaders to prioritize their emotional intelligence. Studies have shown that IT leaders who have higher emotional intelligence achieve greater results, are better liked by their colleagues, and are more likely to be considered for promotion. This article will explore the concept of emotional intelligence, explain why it is particularly important for IT leaders, and offer practical advice and tips for improving your own EQ.

The Importance of Emotional Intelligence

IT leaders today face a diverse and challenging set of demands, from managing technical teams to explaining complex technical issues to a range of non-technical stakeholders, to keeping abreast of a rapidly changing landscape of technology. Studies have shown that emotional intelligence is a key differential skill among IT leaders – it is a stronger predictor of outstanding performance than technical skills or even IQ. IT professionals who have mastered emotional intelligence are better at resolving conflicts, negotiating, influencing, and empathizing with their colleagues and customers, making them better leaders and mentors within IT departments. In short, having a high EQ is crucial to IT leadership success.

Tools and Techniques for Assessing EQ

Before you can improve your own emotional intelligence, it is helpful to understand yourself better. There are a number of tools and techniques you can use to do this, ranging from simple self-assessment questionnaires to 360-degree feedback from your colleagues. Self-assessment questionnaires, such as the widely used Bar-On Emotional Quotient Inventory (EQ-i), offer a good starting point, measuring EQ based on five key dimensions:

Self-Perception: How well do you understand your own emotions, and how well do you understand your strengths and weaknesses?

Self-Expression: How well do you manage your emotions, and how well do you communicate with others?

Interpersonal Skills: How well do you understand the emotions of others, and how well do you engage with others?

Decision-Making: How well do you handle stress and pressure, and how well do you solve problems and negotiate?

Stress Management: How well do you maintain a positive outlook, and how well do you control the stress and tension in your life?

Since emotional intelligence is largely about understanding other people, it is also helpful to get feedback from other people. 360-degree feedback tools can be a valuable way of getting a more rounded view of your emotional intelligence, as well as identifying areas where you can improve.

Dont Underestimate Experience

While there is value in using structured tools and questionnaires to understand your emotional intelligence, it is also important to remember that these can only highlight trends, not fix problems. Working with an executive coach can be a helpful way of interpreting the results of these tests, but it is also important to consider your own life and work experience.

IT leaders with decades of experience sometimes overlook the value of their own experience, especially when it comes to understanding their own strengths and weaknesses and how they interact with others. Experience gives us a wealth of situational insights, and those with more experience will have faced a broader range of challenges and learned from those experiences. This gives them a better understanding of themselves and of others, making it easier to understand and empathize with the people they interact with on a daily basis.

Take Time, Don’t Hurry

Improving your emotional intelligence can take months or years, and there is no quick fix. It requires a willingness to challenge yourself, to try new things, to reflect on your experiences, and to open yourself up to feedback – even (especially) if it is negative. Structured programs for improving EQ, such as the ones based on the EQ-i2.0 model, offer a series of strategies and techniques for improving each of the five key dimensions of emotional intelligence. These strategies are likely to involve improving your communication skills, building better relationships with your colleagues and customers, learning from feedback, and adapting your behavior to suit different situations.

As with any development journey, it is helpful to set specific, achievable goals for yourself, and to seek regular feedback to see if you are progressing. Working with an executive coach can be helpful in identifying goals and creating a plan for improving your EQ, as well as providing support and accountability along the way.

Be Open to New Ideas and Experiences

IT leaders are often required to come up with creative solutions to complex problems, to think on their feet during crises, and to innovate within their industry. Increasing your emotional intelligence can help to stimulate new ideas and innovations by improving your understanding of yourself and of others, and broadening and strengthening your relationships with colleagues and stakeholders. IT leaders who are open to new ideas and experiences, and who are willing to step outside their comfort zone, will find it easier to improve their EQ than those who are resistant to change.

Walk the Talk

IT leaders face unique challenges, especially related to managing a diverse team of professionals who may be spread across different locations and time zones. This requires a special blend of people skills, tact, and emotional intelligence. It is not enough to delegate tasks, give instructions, or formulate strategies – IT leaders must be able to motivate and inspire their teams, and confidently communicate complex ideas to a wide range of stakeholders inside and outside the organization. Doing this effectively requires more than just technical skills – it requires emotional intelligence.

Conclusion

IT leadership has evolved dramatically over the last few decades, and it is no longer enough to rely on technical excellence alone. Studies have shown that emotional intelligence is a strong predictor of leadership success, and IT leaders would do well to prioritize their EQ over technical skills. Improving your emotional intelligence can help you to better understand and empathize with others, and to manage your emotions and relationships effectively. It requires a commitment to self-awareness and self-improvement, but the benefits for you and for your organization are significant.