Emotional Intelligence (EQ)

Emotional Intelligence (EQ) – maximising the benefits of Soft Skills training.

Is your organisation experiencing Conflict? Do you get frustrated or overwhelmed? How long is the right amount of time to feel angry, sad or depressed? Do your employees get moody or is motivation low?

Controlling our Emotions in ALL situations will dramatically improve  motivation, enjoyment and productivity in the workplace.

We offer a 2 hour, half day or full day in-house training, for all levels of employee, with specific tools on how you can manage EQ & communication within the workplace. 

As we head towards 2015 and a combined ASEAN community, let’s ensure that Thailand leads the way with high EQ, high productivity and happy working environments.

Contact us to reserve your seminar.


photo credit : www.hemantlodha.com

1. Non defensive and open

Insecure leaders that display low EQ become defensive and take it personally whenever they encounter anything that they perceive as criticism or a challenge to their authority.

A secure leader with high emotional intelligence strives to listen, show true empathy and understand what is the underlying reasoning behind behaviours and actions of those they are responsible for managing. They listen before they respond and if they don’t understand something they will proceed to ask open ended questions that are meant to gather more information to gain as strong an understanding as they possibly can.

In contrast to leaders with low emotional intelligence, they won’t consider everything to be about themselves, but look for ways to make the situation better for everyone involved.

2. Aware of their own emotions

Leaders who are unaware of the cause of their own emotions, how to control them and how they are impacted by them will obviously have no awareness of how their words and actions affect others. This can have a very devastating effect on staff morale and consequentially lower productivity.

Leaders whom are highly aware and emotionally adept are conscious of strong emotions and avoid speaking out of anger and frustration. If they feel an uncontainable need to give in to strong emotions in their interactions with others, they give themselves a time out, waiting until their emotions have settled. Following this, once they have had a chance to think about the situation, they can approach it with an open-minded, rationally and be considerate of all parties involved.

3. Adept at picking up on the emotional state of others

A leader with high intrapersonal intelligence with strong empathetic skills is aware of other’s emotions and is able to use that understanding to develop stronger relationships with their fellow colleagues. Even if delivering bad news, they are able to cushion the impact by simply letting the receiver know that they are aware of how they might be feeling and accurately gauge their emotional state.

Leaders with high EQ are able to genuinely and accurately put themselves in place of the person receiving criticism or negative feedback, allowing them to give it in a way that is be more beneficial and less destructive by truly knowing and understanding the individual’s feelings.

4. Available for those reporting to them

Understanding & effective leaders make themselves available to those reporting to them both physically and emotionally. They are responsive to the fact that there will be times that those reporting to them will be having difficulties outside of work that will negatively impact them both mentally and emotionally which may reduce their productivity and efficiency at work during these times.

Death of family members, friends, relationship breakdowns and all sorts of life crisis will affect virtually everyone at work at times. Emotionally open and secure leaders understand this and are there for emotional support and understanding during these times.

5. Able to check their ego and allow others to shine

While possessing self-confidence, high EQ leaders do not have a need to portray their own importance or value.

They consciously choose their words whilst speaking and acting out of concern for their staff, and the wellbeing of the organization. They necessitate no desire to have their ego massaged and are interested in ways to take credit for the work of others or the gratification that comes with it.

In addition, Interpersonally & Intrapersonally skilled leaders understand that people work better when they feel appreciated, in being perceptive of this; they are always looking for ways to offer positive feedback and rewards for a job well done. Secure in their own abilities, they are not threatened by those in positions beneath them and actively seek to help them work to their highest potential and grow within the organisation

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