When leaders and managers do not have emotional intelligence, the chances of their influence skills being effective will be far lower, as the ability to guide employees toward preferred outcomes is contingent upon this type of knowledge. Unfortunately, emotional intelligence is one of those soft skills that is not always easy to develop or progress without the right type of expertise, experience and commitment, meaning that many businesses will need to look outside of their workplace for support in these areas. 

Luckily, though, Situation Management Systems specializes in this type of education, and closely aligns it with specific corporate needs and objectives to yield stronger outcomes. The trick is to first recognize that emotional intelligence is a critical part influencing others and building relationships, and that these will be necessary to lead a business in the right direction. Following this, leaders can begin to understand how the firm can strengthen its performance in these areas.

Gauging emotional intelligence
Forbes recently presented a range of statistics regarding emotional intelligence as it relates to various levels of leadership in the average business and suggested several ways in which companies can work to improve their own managers in these regards. Perhaps not all that surprising, emotional intelligence has been found to work on a bell curve starting with the lowest-ranking employees and working their way up to the C-suite of a given organization. 

According to the news provider, supervisors and managers were found to have the strongest levels of emotional intelligence in the average company, while the prevalence of these soft skills dropped down incrementally when moving to director, executives, senior executives and chief executive officers, with CEOs having the lowest rate. This is not necessarily surprising, as supervisors and managers are offered opportunities to build emotional intelligence every day since they are on the floor. 

However, simply accepting this as fact and not trying to right the ship can be a serious risk, as employees and managers themselves will demand a certain level of emotional intelligence from their superiors. Forbes asserted that the first step is to evaluate in-house leaders for their emotional intelligence, then work to deploy training and development programs that hone in on these matters and allow those in need of improvement to harness this knowledge. 

Tying in to influence skills
When managers, supervisors and those higher up on the corporate ladder have strong emotional intelligence, their influence skills will inherently be stronger than those who are lacking in this department. Being able to read employees, as well as colleagues, partners and clientele, and knowing what to say in various situations tends to separate the winners from the losers in the private sector, regardless of which industry might be the topic of discussion. 

Work to establish emotional intelligence at all levels of leadership and it will not take long to begin seeing the direct and indirect benefits of doing so.