Emotional Intelligence 4 CSR

Just a quicky about EQ, We all talk about CSR and how it contributes to development, but there is an important ingredient that needs to be highlighted. In the world of the private sector there is a need to supplement the existing profit intelligence with a more Emotional Intelligence mindset. CSR isn’t just about the responsibility for its surrounding environment (nor only about marketing), but it should be first built on the people in the organisation where strategy is built with both brain and heart, where top talent is committed for its own sake and is willing to do their best for the purpose of the company. Research has also shown that emotional intelligence is two times more important in contributing to excellence than intellect and expertise alone. We need more diversity and “personal without being private”- leaderships, to build the business from within to make everyone wanting the same goal. Therefore corporate decisionmaking should alter and restructure its current businessmodels to a more humane nature where emotional intelligence replaces greed at the roundtable, pronto!

/ Eva Alm

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One thought on “Emotional Intelligence 4 CSR

  1. SO so True-Great Thought! Regarding the case of internal corporate responsibility, people react, talk, and follow people, and this is one aspect that should be part and parcel of any leadership mantra. This is a challenge for business leaders and managers, especially in today’s global economy, the so-called “expectation or reality gap” is taken for granted. It’s the idea that when a manager enters a foreign market and begins to manage staff of a different culture, the expected and assumed actions or reactions of this group based on their expertise or positions in the firm may not always reflect what they may do in reality. ..I just read a commentary about assessing “human capital maturity” (Harvard Business Review) which suggests taking account of this gap due to the difference in experiences and cultures between manager and staff that, for example an American manager, would encounter upon heading up an office in Oman. One component that the authors of this commentary argue for is exactly what you have pointed out, Eva— “emotional intelligence” —in order to best grow a business and develop a most “mature” workforce or ultimately people who are working toward the same goals.

    To read the human capital maturity article:
    http://blogs.hbr.org/cs/2012/01/your_1_leadership_challenge_hu.html#

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