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HBR's 10 Must Reads on Emotional Intelligence and Building a Great Culture at Work

Top 15 Takeaways from Each Collection

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Emotional Intelligence

One time, I was giving a presentation to my supervisor and our boss. To start out, I was unprepared and off-kilter. I hastily put together slides that I thought I'd have more time to work on because the real presentation was days away.

Our boss kept interrupting me and asking tough questions and I fumbled through them. By the end of the presentation, just after she left, I collapsed into my chair.

"Don't worry, she usually asks hard questions," my supervisor said. This was a normal procedure: a cross-examination in preparation for the real thing.

I nodded and shook my head, unable to speak.

A couple of days later he brought it up through our one-on-one Slack channel, our platform for code exchange and check-ins.

"I kind of got the feeling that you were disappointed with how that went."

"Yeah."

"You've actually made great progress so far, and we're in a good spot. You'll do fine for the real thing."

"Thanks."

This show of care, understanding, and encouragement touched me so much that I almost cried and it definitely elevated my sense of trust, purpose, and commitment to the overall job. And it's the best example of emotional intelligence at work that comes to mind from personal experience.

Here are my top 15 takeaways and quotes from the articles in HBR's 10 Must Reads on Emotional Intelligence.

Top 15 Takeaways on Emotional Intelligence

1. A great leader is self-aware, self-regulated, intrinsically motivated, empathetic, and socially skilled at building rapport with others.
2. A leader's own mood impacts bottom-line performance through mood contagion. Try to regularly maintain an optimistic but authentic energy that first resonates with and then transforms the mood in the room.
3. Genuine smiles and laughter are the most contagious.
4. It can sting or be paralyzing to find out negative feedback about yourself, so take it in doses and seek it from people you trust.
5. When employees sense that the process is fair, they are less likely to file lawsuits if their job has to be terminated for some reason, or if pay cuts are in order. Having a fair process means their interests were duly considered.
6. Employers can emotionally hurt employees by wrongful termination, pay cuts, assigning people to jobs they didn't request, and not promoting them.
7. "It is not enough for executives to be fair, they also have to be seen as fair."
8. For group collaboration, be able to say things like: "Don't we look like a bunch of sad sacks!" [after a heavy lunch with loss of focus at the meeting] or "Process check: is this the most effective use of our time right now?"
9. "Failure to keep tabs on behavior can allow incivility to creep into everyday interactions – and could cost our organization millions in lost employees, lost customers, and lost productivity."
10. To combat incivility, model better behavior yourself; journal interactions; film yourself and observe facial expressions, posture, words, and tone of voice; and write thank-you notes to teammates for their good work.
11. Emotional agility is the ability to acknowledge negative internal chatter and still act on your core values rather than self-sabotaging.
12. "Fears and assumptions about feedback often manifest in psychologically maladaptive behaviors such as procrastination, denial, brooding, jealousy, and self-sabotage."
13. Self-assess yourself by recalling formal and informal feedback you've received about your strengths and weaknesses, including signals from others' body language, silences, and facial expressions.
14. Seek honest external assessments of areas for your improvement and remain physically and emotionally neutral about what you hear.
15. Don't promote young and ambitious workers too soon; they need time to emotionally mature and experience the process of negotiating with peers and regulating emotions during crises, and rallying support for change.

Sources

• #1: "What Makes a Leader" by Daniel Goleman (June 1996)
• #2–4: "Primal Leadership" by Daniel Goleman, Richard Boyatzis, and Anne McKee (Dec 2001)
• #5–7: "Why It's So Hard to Be Fair" by Joel Brockner (March 2006)
• #8: "Building the Emotional Intelligence of Groups" by Vanessa Urch Druskat and Steven B. Wolff (March 2001).
• #9–10: "The Price of Incivility: Lack of Respect Hurts Morale – and the Bottom Line" by Christine Porath and Christine Pearson (Feb 2013)
• #11: "Emotional Agility" by Susan David and Christina Congleton (Nov 2013)
• #12–14: "Fear of Feedback" by Jay M. Jackman and Myra H. Strober (April 2013)
• #15: "The Young and The Clueless" by Kerry A. Bunker, Kathy E. Kram, and Sharon Ting (December 2002)

Building a Great Culture at Work

Culture is one of those things that you can immediately sense about your workplace, but you might not have the words to describe it off the cuff.

It didn't actually occur to me to try to put a finger on describing culture at work until I read "The Leader's Guide to Corporate Culture" by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng.

Do any of these aspects resonate?

• Caring
• Learning
• Purpose
• Enjoyment
• Results
• Authority
• Safety
• Order

In reflecting on the work cultures I've experienced:

• My best internship experience was with an organization that emphasized interpersonal relationships and mutual trust (caring), fun and excitement (enjoyment), and idealism and altruism (purpose).
• In college there was a lot of exploration, expansiveness, creativity (learning) but also pressure toward achievement, and winning (results).
• When I tried Tae Kwan Do, there was an emphasis on strength, decisiveness, and boldness (authority) and respect, structure, and group norms (order) like how to greet the instructor properly at the start of class.
• Currently, my organization's culture is centered on planning, caution, and preparedness (safety) which is consistent with its mission.

Here are my top 15 takeaways and quotes from the articles in HBR's 10 Must Reads on Building a Great Culture.

Top 15 Takeaways on Building a Great Culture

1. "Cultural fit is as important as capabilities and experience."
2. "Emotional culture influences employee satisfaction, burnout, teamwork, and even hard measures such as financial performance and absenteeism."
3. Companionate firing allows employees more time to part with their coworkers, clear out their workspace, and look for new opportunities. It's consistent with a culture of companionate love.
4. Trust backed by a sense of purpose has a 0.77 correlation with joy at work.
5. Set achievable but difficult goals to foster trust.
6. Invest in the whole person that you hire. See how you can help them develop personally as well as professionally. Add value both ways.
7. Introducing new hires or new CEOs with a cultural orientation helps with engagement, integration, and commitment.
8. Learn how to tell a compelling story that conveys your sense of personal identity and professional purpose; reflect every two weeks on your purpose, strengths, and development.
9. "Most management incentives are based on conventional economic logic, which assumes that employees are self-interested agents. And that assumption becomes a self-fulfilling prophecy."
10. Constantly and authentically express your organization's purpose.
11. "Judge people not by how much they give but by how much they have left after they give." — Jimmy Dunne, CFO at Sandler O'Neill and Partners. After September 11, 2001, they paid out lost employees' salaries.
12. Come up with at least 200 ideas — at that point, quantity begets quality — and encourage individuals to think independently before they regroup.
13. "Silent lies and a lack of closure lead to fake decisions."
14. "If you push your agenda too hard, resentment builds against you. If you remain silent, resentment builds inside you."
15. Verbal jujitsu is when you speak up for an over-trodden colleague whose previously presented idea has been co-opted by someone else at the table.

Sources

• #1: "The Leader's Guide to Corporate Culture" by Boris Groysberg, Jeremiah Lee, Jesse Price and J. Yo-Jud Cheng
• #2–3: "Manage Your Emotional Culture" by Sigal Barsade and Olivia A. O'Neill
• #4–6: "The Neuroscience of Trust" by Paul J. Zak
• #6: Also "Creating the Best Workplace on Earth" by Rob Goffee and Gareth Jones
• #7–8: "Cultural Change That Sticks" by Jon R. Katzenbach, Ilona Steffen, and Caroline Kronley
• #9–11: "Creating a Purpose-Driven Organization" by Robert E. Quinn and Anjan V. Thakor
• #12: "How to Build a Culture of Originality" by Adam Grant
• #13: "Conquering a Culture of Indecision" by Ram Charan
• #14–15: "Radical Change, the Quiet Way" — Debra E. Meyerson

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Source: https://baos.pub/hbrs-10-must-reads-on-emotional-intelligence-and-building-a-great-culture-at-work-30f7ef133d8a

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