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CREDIT: Getty Images Photo by: Getty Images

Here’s a troubling trend. Other than fidget spinners, I mean.

Research among people recently leaving corporate life indicates a surprising thread. Guess what strength is most common among the newly departed?

High EQ (emotional intelligence).

Now, compare that to the increasing commonality of a low-EQ workplace and you have a “no duh” explanation for the exodus.

Are you operating in a low-EQ workplace that gives high EQers fits, and the sense that they don’t belong?

Here’s how to tell. Look for these nine signs of “emotional unintelligence” and wise the workplace up by employing the advice that follows.

1. Business goals are uninspiring at best.

Do you genuinely care if your business unit hits a 25 percent market share? Unless you’ve got a major equity position, I’m guessing no.

What people do care about are goals that translate to something that serves a higher purpose, a goal with personal meaning. Something they can relate to. Who is that 25 percent and how are you serving them and making their lives better?

That’s your goal.

Yes, numbers matter. Until they’re numbing.

2. The people affected by decisions are rarely enrolled.

Being cc’d rather than enrolled on a decision is disempowering and deflating. Frankly, leaders who do this show low IQ and EQ.

Is it so difficult to understand that people must weigh in before they can buy in? Has the art and science of showing people they’re valued and valuable actually become rocket science? Is it completely missed that decision-making processes can unchain instead of drain energy?

Enroll early and often.

3. Leaders conduct inquisitions, not inquiries.

Some of the most emotionally bereft behavior leaders can engage in happens at leadership team meetings. Employees come in for a checkpoint on projects and instead of helpful questioning and curiosity, they’re met with a “you must get past us” mentality. Leaders might even lash out more than they listen.

No, no, no.

Role model interactions with teams that leave them looking forward to leadership meetings rather than licking their wounds thereafter.

4. It’s all head, no heart.

Environments rich in analysis, planning, and preparation still need one other critical element.

A pulse.

High EQers need to know that a passion for people, in addition to rote progress, is a priority.

Put empathy, compassion, and the needs of employees on the agenda along with that topic on inventory levels.

5. Micro-management is used like a security blanket.

Raise your hand if you like to be micro-managed.

Micro-management is a sign of many things, the most troubling of which is insecurity. It demonstrates zero trust, indicates selfishness, and smacks of low self-confidence.

Show your leadership peers what astonishing empowerment looks like. Macro-managing exhilarates.

6. Problem employees go unaddressed.

One word for you: fester. That’s what unaddressed problem children will do. Such a situation saps the energy of great employees, shows a stunning lack of concern, and is a knife in the heart of an organization. A lack of courage in addressing the negative ions is the ultimate in callousness.

Fix. It…

Read the full version from the author’s website.

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