A colleague, who I haven't heard from in years, requested a copy of my model depicting the various factors affecting people's performance. He described the model as, "Probably the best tool ever for explaining why people do or don't perform as desired." While that model is very effective, I have since learned that it is flawed. It fails to represent the magnitude of the most critical factor affecting performance - Emotional Intelligence.
As a tool, models provide powerful insight into deeply ingrained assumptions, generalizations, pictures or images that influence how we understand the world and how to take action. My model identifies performance problem areas and provides insights for solutions, focusing scarce resources on high leverage causes. Use of such a model avoids implementing solutions that may be inappropriate and costly such as formal training when all that may be needed is a simple job aid.
Since my model's inception, I have added a new dimension comprised entirely of Emotional Intelligence (EI) as an all-encompassing factor affecting performance in all areas. This revised model presents a more accurate view of the profound importance of EI.
My original model presents a nine-box grid (3 boxes by 3 boxes), reflecting my Engineering background. The grid identifies over 30 factors affecting performance according to those who have the most control or influence over the factors - executives, managers, and individual performers. While this model implies that emotion is a factor affecting performance, I've discovered that emotion is a factor that all of us, we rational analyzers, have not paid enough attention to as critical to performance.
Research indicates that emotions play a much more significant role than other factors. In fact, every sensory input we receive is processed through our emotional center first. When that occurs, an emotional meaning or flavor is attached to each input before it is sent on and processed in our rational mind, the neocortex.1 So our emotional center is the gatekeeper for every response to every input that we receive. Our emotional center attaches an emotional meaning to the assignments we are given (and how they are given), the workload we are given, the noise and lighting in our physical work environment, the information (or lack of information) that we have to do the job, etc.
To reflect the dramatic impact of emotions, my revised model adds a third dimension - the dimension of Emotion. With the inclusion of depth, this new model indicates that not only do all of those "Head" factors (in my original model) affect our performance, but also our emotions can negatively or positively affect our physical energy, our mental clarity, our productivity, and more. Just think of how people feel when the initial announcement of a downsizing is released. The vast majority of people perceive the announcement negatively and the result is a decrease in quality, productivity and morale by the vast majority of employees. On the other hand, how do you feel and what happens to you when you are given an honest compliment on your work, when you are genuinely appreciated. Doesn't that give you an energy boost? Would you be more likely to put forth a bit more effort and go beyond what is expected?
The Emotional dimension of the model can be viewed as a continuum. On one end is Fear; on the other is Appreciation. Ask yourself how well people perform when they are anxious, frustrated, fearful, or angry. My personal experience and observation is that most people don't perform well. On the other hand, if a person truly feels cared for and appreciated, then those positive emotions facilitate performance. I contend that this is what each of us wants. We want to be appreciated for our contributions; we want to feel that people care about us. We don't want to act like we can check our emotions at the door in the morning when we come in to work and pick them up again when we go home. We have our emotions - our hearts - with us all of the time.
It's disquieting to think that so much time is spent on the factors reflected in my two-dimensional, rational, "Head" model. It's not that these factors are not important. Obviously they are. But the dramatic results achieved by implementing simple emotional management techniques in my programs tells me that I must actively use the "Head/Heart" model when considering interventions to help improve people's performance.
Source:
1. Daniel Goleman, Emotional Intelligence, 1995, Bantam Books.
--------
Specializing in the area of Emotional Intelligence (EI) skill-building, Byron Stock is devoted to making work a place where people flourish and productivity improves. Typical improvements in personal goals range from 30% to 50%. Learn about Byron's quick, simple, proven techniques to harness the power of your EI. Visit www.ByronStock.com
Disclaimer: All information on this site is provided for informational purposes only! By no means is any
information presented herein intended to substitute for the advice provided to you by any health care or other professional
or organization.
