Practicing a high EQ is a leader's must in the 'new norm'​

As servant leaders, we talk about emotional intelligence/quotient (EQ) and how we must be self-aware, understanding and empathetic, placing ourselves in the shoes of others. We do this out of respect, the wanting for understanding and truly believing people can make a difference. As we emerge from our mandated isolation, putting a higher EQ into practice is even more important. 

As the in-office repopulation begins, leaders, supervisors and people managers must be keenly observant of every team member as their behavior, thinking and/or demeanor may not be what it once was. They may seem less interested or more distracted, unable to fully focus, are more sensitive or emotional, and not be operating to the full capability you're used too. These are not indicators of a bad person, instead, they are indicators of a possible bad situation. This virus has impacted the physical as well as the mental health of so many. It is possible and we are probably unaware, a team member may have endured COVID-19, or had a spouse, relative, child or parent who did. Or worse, they may have lost a loved one as a result. We all have to acknowledge, the subsurface impacts are not visible and their potentially long lasting effects will change who we are and how companies will operate.

As leaders, we must understand there are no guidelines, no procedures, no rulebooks containing the detailed steps and actions we need to make to reserve these effects. We instead, need to raise our EQ and awareness and craft a strategy for each team member, understanding their unique situation, defining what are their needs, and documenting what the company and you, their leader, must do to support and empower them in their recovery and success. 

1. Frequently talk to each team member - listen, listen, and listen some more. Understand their experience.  This is not your opportunity to express your woes or concerns.

2. Be seen and present in their work lives. Do not hide, running the company from your office or the board room. Availability, consistency and transparency will be critical.

3. Be an good ally. Find the things, within the power of the company, that are mutually beneficial, e.g., flex time, a remote/office work mix, or temporarily reassign or change responsibilities, etc.

4. Seek expert help. Do not 'go it alone' with the mental wellness of your team members.  Coordinate and provide access to professionals; therapists, grief counselors, psychologists, etc. (fyi, www.NAMI.org is a great resource). 

5. Most importantly, foster wellness. Do not shun anyone for struggling - we ALL have struggles, especially now.

Resiliency, according to the A.P.A., "is the process of adapting well in the face of adversity, trauma, tragedy, threats or significant sources of stress". For almost everyone alive, this is a new situation and we are not yet resilient. Bolstering our EQ and being conscientious, can build resilience in ourselves, our team members and in our companies.

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Originally posted on May 12, 2020 on LinkedIn.