Then when we go to school, we learn that culture. I moved every couple of years growing up. I transferred in the middle of 6th grade. In the new school, as soon as the teacher left the room, everyone cheated. I couldn?t believe my eyes. I transferred again for 9th grade. In the new high school, there was ?the honor code,? and I watched to see what happened. No one cheated! Not on tests, not on homework. The difference? Social pressure, expectations, ingrained habit ? whatever it is, it works. In situation A, everyone cheated. In situation B, no one did.

AN EQ CULTURE

How would you instill a culture of emotional intelligence? A culture where creativity, flexibility, intentionality, interpersonal skills, empathy, intuition and respect are valued as well as cognitive intelligence, expertise, and special skills?

It starts with information and education. Courses such as The EQ Foundation Course?, available on the Internet, offer every employee a background in emotional intelligence and a common working vocabulary. Assessments, such as the EQ-Map? can assess the competencies of individuals, and individual coaching can address deficits. A weekly ezine, such as ?EQ in the Workplace?? can reinforce learning and immersion. Modeling by key leaders is vital. EQ for Professionals?, on the Internet, helps managers, coaches, trainers and other supervising personnel understand concepts and how to foster them in others.

In addition, individuals learning new EQ skills need a chance to practice these competencies in real-life situations. The EQ Foundation Course? is interactive and is well combined with personal EQ coaching which allows ongoing supportive feedback. Weekly teleconferences or meetings can also allow process learning.

INTENTIONALITY

Intentionality takes maturity and effort. Changing a culture isn?t easy. It takes dedication, information, practice, and consistency. Actions speak louder and last longer than words. As someone said, re: managers, ?you?re being watched.? The company culture is reflected in:

Who?s hired, retained and promoted, What behaviors are rewarded and condoned, How meetings are conducted, Whether one standard of behavior applies to management and another to support staff, Whether the CEO manages himself well, with emotional intelligence, or rules by arbitrary executive fiat, If ?best practices? articles are highlighted and circulated but never practiced, Whether people are shown to be as valued as production schedules, deadlines, competition and financing.

And all of these things must be shown to be consistent over time.

Take an inward look at your organization. What values and beliefs are reflected? What?s your style? What types of people work there? What kinds of behavior are rewarded?

If you like what you see, great. If not, there?s a way to change it, and changing it can definitely affect your bottom line. If you look at what companies succeed and what don?t, you might agree with Gallagher that the company culture is ?the most important factor in the growth and survival of any business.?

About the Author

Susan Dunn, The EQ Coach, GLOBAL EQ. Emotional intelligence coaching to enhance all areas of your life - career, relationships, midlife transition, resilience, self-esteem, parenting. EQ Alive! - excellent, accelerated, affordable EQ coach certification. Susan is the author of numerous ebooks, is widely published on the Internet, and a regular speaker for cruise lines. For marketing services go here.