IQ vs EQ for Career Success

By Diane A. Safer, PhD
Albert Einstein College of Medicine

https://doi.org/10.24839/2164-9812.Eye28.1.12

As a college student and undergraduate psychology major, you have, no doubt, invested considerable time and energy to get good grades. Your hard work and intelligence have led to excellent educational opportunities and have probably guided you through numerous challenges. In the hallowed halls of academia, your intelligence has played a pivotal role in your success. However, as you prepare to step into the professional world, armed with a diploma highlighting your skills and abilities, you will find that in today’s rapidly evolving professional landscape, success is not solely determined by one’s intelligence. Rather, in today’s workplace, employers seek individuals who also have the critical skills essential for effective teamwork and leadership. In such an environment, it is emotional intelligence (EQ) that emerges as a central trait.

What Is Emotional Intelligence?

Psychologists John Mayer, who studied emotions and thought, and Peter Salovey, who studied emotions and behavior, formulated the concept emotional intelligence: the ability to recognize, understand, and express one’s emotions, as well as the ability to recognize, understand, and respond to the emotions of others (Mayer et al., 1990). Emotional intelligence is also referred to as emotional quotient, with the abbreviation EQ (which I use here). The term became a business buzzword when Daniel Goleman, a science reporter for The New York Times, published his book: Emotional Intelligence: Why It Can Matter More Than IQ (Goleman, 1995).

Why Is EQ Important to Employers?

Research has shown that EQ is a better predictor of success than intelligence quotient (IQ) or technical skills (Feist & Barron, 1996). Individuals with high EQ focus on the positive, listen before making decisions, admit mistakes, show empathy, and deal appropriately with negative emotions (Cherry, 2022a). Employers consider EQ when hiring and promoting, recognizing the significant impact it has on fostering a healthy and thriving work environment. In fact, one study found that 59% of employers said they would not hire someone who had a high IQ but a low EQ (Fouts, 2019) and there are a number of reasons why.

EQ makes for better teammates. People with high EQ work well with others. They are adept at building positive relationships, resolving conflicts, and fostering a harmonious atmosphere within a team. Their ability to empathize with others and respond empathetically to others’ needs allows for stronger connections.

EQ leads to more effective communication. People with high EQ are better able to communicate with others and are more likely to understand others’ perspectives. This enhances interpersonal relationships and leads to better collaborations (Cherry, 2022b). Further, with strong social and relational skills, people with high EQ make a positive impact on workplace culture and strengthen their team, which is pivotal for business success.

EQ yields more resilient employees. Individuals with high emotional intelligence are able to handle the pressures of their jobs. When things get tough, they manage stress more effectively. They are able to bounce back from crises and adapt during changing circumstances. They are also able to advocate for themselves and proactively seek support when needed. This makes for happier employees.

EQ benefits both the company and the employee. Studies have found that individuals who are emotionally intelligent have greater job satisfaction, are more productive, and find more opportunities for advancement (Wong & Law, 2002).

In summary, emotional intelligence provides you with the skills to be a better, happier, more engaged employee, who works well with others, positively impacts the workplace environment, and increases productivity. It is a win-win for everyone!

Can You Strengthen Your EQ?

Yes! The good news is that you can improve your own skills to increase your emotional intelligence. EQ skills can be roughly broken down into four aspects: (a) self-awareness, (b) social awareness, (c) emotional management, and (d) relationship management. To strengthen your EQ, you need to develop skills in these four areas.

Self-Awareness. Emotional intelligence involves being self-aware. That means recognizing your own emotions and identifying your triggers and hot buttons. Take a moment to consider your personality. How do you manage conflict or disappointment? How do you communicate or collaborate with others? Self-awareness helps you gain a deep understanding of how you react to your emotions and how your reactions impact others.

To develop your self-awareness, here are some things you can do:

Journal, reflect, and/or meditate to become more aware of your own emotions and the impact that they have on your thoughts, feelings, and behaviors.
Make a list of who and what sets you off and pushes your buttons. How do you automatically react?
Take an online personality test for insights into the advantages and challenges of your personality type.
Ask for feedback from friends and family to learn more about your communication style, personality, and temperament.

Social Awareness. Social awareness involves having empathy and the capacity to recognize the feelings of others. It also involves understanding that one thing can be seen from various perspectives. Do you remember the virtual phenomenon from 2015 about “The Dress?” People who viewed a picture of a party dress disagreed on whether the dress was black and blue, or white and gold (Corum, 2015; It is actually blue, by the way). The controversy left us wondering how we can look at the same thing and see something different? Anyone who has ever had an argument with a teenager, a disagreement with a partner, or conflict with a boss already knows that people have multiple ways of understanding the same situation. EQ is not just knowing that people see things differently but appreciating that others interpret and understand from their own unique perspective.

To develop your social awareness:

Be fully present and listen actively by giving your full attention, making eye contact, responding appropriately, and asking questions.
Learn to recognize and be attuned to the emotions of others.
Do not invalidate, demean, or negate anyone’s emotions. Instead, try to see things from other people’s perspectives.
Read fiction, nonfiction, newspapers, journals, and online stories to be able to meet and understand others from diverse backgrounds—people you would not otherwise meet.

Emotional Management. This ability involves managing your emotions and keeping impulses under control by addressing negative feelings, effectively handling challenging emotional states, and navigating and coping with stress. This is often easier said than done. Your ability to manage your emotions can be affected by your innate temperament. Influence from your family or culture can affect how well you sense and interpret emotions, what is acceptable to show, and how to react to others’ emotions. It gets even harder if you are dealing with chronic stress, trauma or facing discrimination, or working in a hostile environment.

Here are some tips to help you regulate and control your emotions (Katcharovski, 2022; Parker, 2016):

Notice your physical reactions—watch for early signs of anger such as increased heart rate, fast breathing, muscle tightness, and sweating.
Identify and name your emotions.
Acknowledge the presence of a negative emotion but instead of saying, “I am angry,” try saying, “This is anger.”
Separate your emotions from your behavior—your emotion is just a feeling.
Accept and do not judge your emotions. Feel them and consider the thoughts or beliefs that are creating those emotions to determine what an appropriate response may be.
Determine which emotions are easier or harder for you to manage.
Try journaling as a way to help you make sense of your emotions by allowing you to see triggers and patterns of reactions.
Practice techniques such as deep breathing, mindfulness, or visualization to manage your emotions and stay calm in high-pressure situations.
Take a time out if needed to get your emotions under control before you move on or respond.

Managing Relationships. To manage your relationships with others, you must improve communications, manage expectations, consider differences in perception, appreciate different working styles, and be positive. Good relationships with others can have a considerable influence on you, on your happiness at home, on your success at work, and on your satisfaction with life (Cross, 2019; Eurich, 2018).

To strengthen this aspect of your emotional intelligence:

Schedule time to develop positive relationships by interacting and getting to know your team members.
Find opportunities to show or share appreciation for others.
Be helpful and offer assistance when needed.
Establish trust by keeping your commitments to others.
Make strong efforts to help everyone feel included and have a sense of belonging.
Avoid gossiping.
Communicate more to avoid misunderstandings.

The skills of emotional intelligence are vital for career success in today’s dynamic and interconnected professional landscape. As psychology undergraduate students, recognizing and cultivating your emotional intelligence skills can allow you to communicate effectively and empower you to navigate complex workplace relationships. By understanding and managing your own emotions, while empathetically connecting with others, you can foster collaborative environments, build strong networks, and seize opportunities for personal and professional growth. Embracing emotional intelligence not only enhances your individual career trajectory but also contributes to creating fulfilling and meaningful work experiences, ultimately shaping you into resilient and impactful employee and setting you up for success with whatever you do!

References

Cherry, K. (2022a). 7 habits of emotionally intelligent people. Very Well Mind. https://www.verywellmind.com/the-7-habits-of-emotionally-intelligent-people-2795431

Cherry, K. (2022b). Signs of low emotional intelligence. Very Well Mind. https://www.verywellmind.com/signs-of-low-emotional-intelligence-2795958

Corum, J. (2015, February 27). Is that dress white and gold or blue and black? The New York Times. https://www.nytimes.com/interactive/2015/02/28/science/white-or-blue-dress.html

Cross, R. (2019, July 30). To be happier at work, invest more in your relationships. Harvard Business Review. https://hbr.org/2019/07/to-be-happier-at-work-invest-more-in-your-relationships

Eurich, T. (2018). What self-awareness really is (and how to cultivate it): It’s not just about introspection. Harvard Business Review. https://hbr.org/2018/01/what-self-awareness-really-is-and-how-to-cultivate-it

Feist, G., & Barron, F. (1996). Emotional intelligence and academic intelligence in career and life success. Annual Convention of the American Psychological Society 1996, San Francisco, CA.

Fouts, M. (2019, June 3). The value of emotional intelligence for leaders. Forbes.com. https://www.forbes.com/sites/forbescoachescouncil/2019/06/03/the-value-of-emotional-intelligence-for-leaders/?sh=5d65135156d8

Goleman, D. (1995). Emotional intelligence: Why it can matter more than IQ (10th Anniversary edition ed.). Random House Publishing Group.

Katcharovski, Y. (2022). 6 important tips for improving your emotional control. Entrepreneur. https://www.entrepreneur.com/living/6-important-tips-for-improving-your-emotional-control/421627

Mayer, J. D., DiPaolo, M. T., & Salovey, P. (1990). Perceiving affective content in ambiguous visual stimuli: A component of emotional intelligence. Journal of Personality Assessment, 54(3–4), 772–781 https://psycnet.apa.org/doi/10.1207/s15327752jpa5403&4_29

Parker, T. (2016, September 28). 6 steps to mindfully deal with difficult emotions. The Gottman Institute. https://www.gottman.com/blog/6stepstomindfullydealwithdifficultemotions/

Wong, C. S., & Law, K. S. (2002). The effects of leader and follower emotional intelligence on performance and attitude: An exploratory study. The Leadership Quarterly, 13 (3), 243–274 https://doi.org/10.1016/S1048-9843(02)00099-1

Diane A. Safer, PhD, is the inaugural director of career and professional development for graduate students and postdocs and assistant professor in the Department of Psychiatry and Behavioral Services at the Albert Einstein College of Medicine in the Bronx, NY. A former business professional with more than 20 years of experience in PR firms serving healthcare/biotech companies, Dr. Safer ran her own information consulting company for 10 years before moving to career and professional development. Dr. Safer is actively involved in key professional career organizations, including the Graduate Career Consortium (GCC), where she has cochaired the Mentoring Committee for the past four years, the National Postdoc Association (NPA), and the National Association of College and Employers (NACE). She completed her BA in psychology at the University of Wisconsin–Madison and earned her MA and PhD in social psychology at Columbia University in New York, NY.