How to Become Emotionally Intelligent
Published on: 07/08/2023
Article Authors The main content of this article was provided by the following authors.
Olga Pollock HR Manager, Firmus Energy
Olga Pollock HR Manager, Firmus Energy
Olga pollock

Olga started her HR career back in 2002 at Administrator level and worked her way up to Human Resources Manager responsible for managing the entire HR life-cycle in a fast-paced tech environment. Olga has presented at many tech events and has conducted TV and radio interviews as well as producing internal and external promotional videos to promote the employer brand.

After leaving the software sector Olga worked in the public sector in an interim Employee Relations position before moving to Phoenix Natural Gas as Human Resources Manager responsible for both HR and payroll. Here Olga digitised the recruitment process and created a health and wellbeing strategy among other things.

Still within the utilities sector, Olga moved to firmus energy as HR Manager in August 2019 where she focuses on  employee engagement through an array of engagement interventions.

Olga has a BA Hons in Sociology and a Post Graduate level Diploma in Human Resource Management. She also holds a NEBOSH certificate in Health & Safety Management and is a member of the CIPD.

Olga strives to add value to any organisation she works in with the genuine belief that employers have a duty to create an environment where people want to come to work every day and contribute to the success of the organisation; just like the janitor in NASA!

Emotional Intelligence, or EI, is a frequently used term in the business world. We often think of EI as being a key leadership trait, however do we ever stop to consider if, or how, we can impact our own EI or is it something we’ve either got or we haven’t?

EI originally stemmed from the concept that cognitive intelligence is equally as important as emotional intelligence and allows us to understand and react to both our own and others’ emotions. This can help build solid working relationships, drive effective leadership, better decision-making, career advancement and overall business performance.

It is essential that leaders understand their own and others’ behaviours in order to lead successfully. While it could be argued that EI comes naturally to some and not so to others, research indicates that it can be a learned skill. Thanks to the emotional ‘fight or flight’ part of the brain this for most, requires a concerted effort to control our impulsive urges when under pressure or in an uncomfortable situation (think of those stubbing your toe moments).

The key to honing our EI is to develop a sense of awareness of ourselves and those around us, particularly our responses to certain situations. Try to recall a time when you handled something badly and think about a better response. The same is true for those we work with and how they react in different scenarios. This insight can be used, with practice, to forge better working relationships over time.

While our gut reactions and impulsiveness can be healthy indicators in the right context, it is important that we develop a sense of self control which can be developed through practice and consistency.

I recall a senior leader from years ago who was not necessarily a typical extrovert, at times socially awkward, yet in the right business setting could charm everyone in the room and exude exceptional confidence and charisma. This was definitely not something that came naturally to this individual.

So improving your EI will certainly require effort and is entirely possible, or in Amy Cuddy’s words, “Fake it, till you make it”.

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Disclaimer The information in this article is provided as part of Legal Island's Employment Law Hub. We regret we are not able to respond to requests for specific legal or HR queries and recommend that professional advice is obtained before relying on information supplied anywhere within this article. This article is correct at 07/08/2023