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Being Smart

by Stenoy (Steve) Stephenson

Wanting to demonstrate the power of gratitude in the workplace, former PepsiCo CEO Indra Nooyi regularly sent thank-you notes to the parents of her senior team members, expressing appreciation for sharing their children with the firm. She wrote more than 400 notes a year. Some of Nooyi's colleagues - high-flying executives with resumes filled with accomplishments told reporters it was the best thing that had ever happened to them (Harvard Business Review, 2023). Nooyi's notes embody what Daniel Goleman, the psychologist who developed the idea of emotional intelligence, would call primal leadership. He has described the phenomenon this way: "The leader's mood is quite literally contagious, spreading quickly and inexorably throughout the business… the same holds true in the office, boardroom, or shop floor; group members inevitably 'catch' feelings from one another." When you're a leader, there's no button to turn off the broadcast feature on your feelings.

In the 90's, researchers began to understand that success in life is not completely determined by IQ. In fact, technical expertise or book learning is not what matters most in success. Outstanding job performance is determined less by IQ and more by "Emotional Intelligence" (Daniel Goleman, 1998). Emotional Intelligence is a different way of being smart. It has to do with your leadership style, how you get along with people, how you handle people, and how you work in teams.

Emotional Intelligence (EQ) is the ability to manage both your own emotions and understand the emotions of people around you. There are five key elements to emotional intelligence: self-awareness, selfregulation, motivation, empathy, and social skills. Effective leaders are often very emotionally intelligent. In the workplace, it's important for leaders to be self-aware and able to view things objectively. This translates into understanding your strengths and weaknesses and acting with humility. This must be balanced with empathy. Psychologist Deborah Rozman made a critical point: "If you don't manage your emotions, your emotions will manage you."

There is little doubt that Jesus had a high IQ. He was able to hold his own in an intellectual debate with some of the most learned of his day, even at the age of twelve! (Luke 2:47). He was able to think fast on his feet, proven by any one of several confrontations he had with his enemies (Matt. 12:3, 26). But even more important than Jesus' intellectual abilities was his ability to draw people in and have deep, meaningful, and impactful relationships with them. Jesus also had high EQ. The Scripture says of his maturation that he "grew in wisdom and stature, and in favour with God and man" (Luke 2:52). In other words, he had strong, healthy relationships with all those he loved and with God. "If anyone of you lacks wisdom, should ask God, who gives generously to all without finding fault, and it will be given to you." James 1:5

"In a high-IQ job pool, soft skills like discipline, drive, and empathy mark those who emerge as outstanding " David Goleman. Self-awareness is the key in playing the instrument of your emotions and preventing them from sabotaging your change story (Frances Frei, 2023). Accepting your feelings and integrating them into your actions also build trust by reinforcing authenticity. Our greatest wisdom is that which is evident as we live in Christ, ready at any moment for whatever it is that Jesus has in store for us. "And David guided them with integrity of heart; with skilful hands he led them" (Ps 72:78).

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