| Four factors are paramount in defining a person's | | | | takers, use your communication skills to help them |
| emotional intelligence. These factors can strongly | | | | understand and learn to care about the consequences |
| affect your performance at work, how much you | | | | of their attitude. |
| enjoy the work you do and how you affect the | | | | 3. Stress Tolerance |
| environment and the people around you. | | | | You already have a built-in capacity to deal with stress |
| 1. Social Responsibility | | | | and anxiety, but you can also do a number of things to |
| In the world of work, we live with other people, people | | | | increase your stress tolerance level. |
| with as many problems and challenges as we do, and | | | | Learn to recognize the signals in yourself that will let |
| who are dealing with them as best they can, just as | | | | you know when you are about to "lose it" such as |
| we are. So when negative things happen at work | | | | your hands turning into fists or your teeth starting to |
| because of someone else's actions, we can either | | | | clench in time to reverse the reaction. This will help |
| take it personally and lash out in anger, or try to | | | | you do some deep breathing or whatever other |
| understand the other person's point of view and | | | | calming techniques work to reduce your personal |
| respond accordingly. | | | | stress level. |
| The latter course helps correct the situation instead of | | | | 4. Impulse Control |
| placing the blame, and is the choice of people of high | | | | People with low impulse control can be derailed by |
| emotional intelligence. | | | | e-mail messages, meetings and other situations that |
| 2. Interpersonal Relationships | | | | can tempt them to react instinctively without engaging |
| Are you a giver or a taker? When takers some into | | | | their critical thinking mechanism. |
| conflict, there's no compromise and very little chance | | | | People with high emotional intelligence are able to delay |
| of resolution. | | | | their actions or comments until they can be made from |
| Givers rarely come into conflict with one another, but | | | | a place of intellectual control instead of emotional |
| can find themselves in conflict with takers. The taker | | | | reaction. |
| will take advantage of the finer instincts of the giver, | | | | Your emotional intelligence has a huge effect on how |
| and over time resentment will fester. | | | | you work, how much personal satisfaction you can |
| Learn to recognize the signs in yourself and those | | | | have in that work and how you contribute to the |
| who report to you. If you have control over hiring, hire | | | | environment around you. |
| more giving people. If you have inherited a group of | | | | |