Here's how you can effectively manage teams through self-awareness and Emotional Intelligence.

Effectively managing teams requires self-awareness and emotional intelligence (EI). Self-awareness allows leaders to recognize their strengths, weaknesses, and triggers, enabling them to adapt their behavior and communication style to best support their team members. EI enables leaders to empathize with their team, understand their emotions, and respond appropriately, fostering trust and collaboration. By cultivating self-awareness and EI, leaders can create a positive and supportive work environment, where team members feel valued and motivated to perform at their best, ultimately leading to greater team success.

It might sound strange, but emotional intelligence can be situational. Particularly in relation to teams. Our existing self awareness and self regulation may work in a team we have been in for a long time. When we arrive in a new team we may discover new things about ourselves or be triggered differently by this team. We can approach each team we lead or are part of as a place to deepen our EI. We can proactively seek feedback on any blindspots and be open to hearing new insights. When we do this we make it possible for others to do the same, which fosters openness in the team and leads to trust.

This model reflects the general mainstream EQ categories developed by Daniel Goleman. There is another model which is more comprehensive and developed specifically for the workplace which has 15 EQ tools you can us to manage team dynamics, increase well-being, resilience and performance. They are divided into Self-Perception, Self-Expression, Interpersonal Relations, Decision-Making, and Stress Tolerance. All of these are essential for managing your teams because it is based of how you perceive yourself first, which then can help add the dynamics through an objective lens.

It is important to value team members and model fair and equitable treatment. That said, the situation should dictate the style of communication: If the building is on fire, I prefer someone demand I “Get OUT NOW.” Raised in a military family, I always heard it’s best if a war fighter knows the overall importance of the mission, that his teammates have his or her back - you can call it EI, we called it Honor, and what my job on the team is. Know my job, do my job. How I feel about the mission, my teammates. my job, may be irrelevant. The better we know each other, our strengths and weaknesses - the more likely our survival. mark bryan

You cannot give what you don't have. The depth of your leadership Is determined by the breadth of your experience. If you are not inspired you cannot inspire others. There are 4 levels of leadership. The first starts with: 1. Leading self 2. Leading others 1:1 3. Leading Many 1- many 4. Leading when not present (Legendary Leader) Start by studying Daniel Golemans 12 competencies of EQ. Assess where you are at in each area Create plan. You will start the positive forward to be the leaders you team needs. I wish you all well on your journey of self discovery and legendary impact!

When it comes to managing teams, self - awareness becomes absolutely crucial. Cultivate a clear understanding about your own strengths and weaknesses and collect information about its potential effects on your team members. Being a manager automatically makes you the culture - setter for your team so spend time on deciding what your approach would be in terms of setting an environment, responding to difficult situations, keeping a track of everyone's progress. Building emotional intelligence would also be helpful towards getting a better understanding about yourself thus enabling more effective decisions and facilitating better relationships plus collaboration with team members.

Self-awareness isn't just the first step in developing emotional intelligence—it’s the most crucial one. When people recognize how their behavior impacts those around them, they gain a better understanding of the "environment" they create. If you tend to be a "pushover," there's a risk that others might exploit that. However, when you become aware that this needs to change, the path to development becomes clearer. As a leader, once these developmental goals are identified, it's vital to take action to address them.

Self-Awareness helps you manage your energy better so you can also apply situational leadership skills. You have to indeed model EQ behaviour if you want to promote EQ in your team culture. But not everyone will behave in the same way you do, because that's simply not realistic. However, what you want them to do is to achieve the team desired outcomes, and align with EQ behaviours that match them. Any EQ behaviours is rooted in mutual respect for one another, professionalism in the way they communicate and collaborate, and working towards a collective goal while feeling personally fulfilled.

El autoconocimiento es esencial para el liderazgo efectivo. Se logra a través de la reflexión regular, la retroalimentación de otros, la autoevaluación honesta y el desarrollo personal continuo. Meditar, llevar un diario, participar en programas de desarrollo de liderazgo y buscar la opinión de colegas son algunas formas de cultivar el autoconocimiento.

Despertar la consciencia es clave porque implica un camino hacia un nivel más profundo de autoconocimiento y comprensión de uno mismo y por ende de los demás. Al estar consciente de tus emociones, pensamientos y comportamientos, así como de los de los miembros del equipo, puedes tomar decisiones asertivamente, con una comunicación más clara y efectiva, una mejor gestión de conflictos y una mayor capacidad para motivar y comprometer a los demás. El buscar estar consciente te permite identificar oportunidades de desarrollo tanto a nivel individual como grupal, lo que contribuye a un ambiente de trabajo colaborativo y productivo.

After you have engaged in self-reflection and self-assessment, leading to self-awareness, manage yourself first. Taking accountability for self-regulation paves the way for you to care about others and their experiences separate from your own. "Empathy in action" involves putting yourself in your team members' shoes as you strive to understand their perspectives, feelings, motivations, and challenges. Actively listening to their concerns and displaying empathy without judgment demonstrates genuine interest in your team members' well-being. Empathy creates space for building strong rapport with team members based on trust and respect, contributing to a collaborative atmosphere where everyone feels valued and is encouraged to contribute.

In my opinion, managing teams effectively hinges on self-awareness and emotional intelligence (EI). Leaders who understand their own emotions and behaviors can inspire trust and loyalty within their teams. For instance, a manager who recognizes their impatience in high-pressure situations can proactively employ calming techniques, fostering a more harmonious work environment. Moreover, by empathizing with team members' perspectives and emotions, leaders can tailor their approach to individual needs, enhancing motivation and productivity. Through self-awareness and EI, managers can cultivate stronger, more cohesive teams that thrive even in challenging circumstances, driving collective success.

Ter empatia é um dos caminhos possíveis, o que não quer dizer que você vai abaixar a cabeça ou concordar com todas as demandas do time. A condução ainda é sua, mas é necessário enxergar as individualidades que compõem a equipe para contribuir também com a sua atuação de forma heterogênea.

Ponerse en los zapatos de otros, escucha activa y entendimiento son claves importantes en el entendimiento de otras personas, para saber cómo tratar con cada una de ellas y saber cómo comportarte en cada situacion.

I always tell executives that communication should be frequent and with high quality. Have consistent conversations. High quality comes back to the ABC's of accuracy, brevity and clarity. Give employees what they need, when they need it and with clear direction forward. Then, provide help and let them know you're there when they want to connect with you.

By integrating emotional intelligence into your communication strategy, you can foster a deeper understanding among team members, promote collaboration, and ultimately drive your team toward high performance. Remember, as a leader, your communication style sets the tone for the entire team. Therefore, strive to model effective and emotionally intelligent communication at all times.

Para lograr impactar en las personas a través de la conexión de la comunicación y el liderazgo es importante tener en cuenta estos detalles: - Conectar con las personas desde el corazón. - Halagar a las personas cuando hacen un trabajo bien hecho. - Practicar la escucha activa. - Fomentar la comunicación bidireccional, abierta y transparente. - Resolver los conflictos con "elegancia", desde el respeto y la empatía.

As an experienced program manager, I will suggest that by handling conflicts with emotional intelligence, you not only resolve the immediate issue but also strengthen the team’s ability to navigate future challenges. This approach fosters a culture of respect and understanding, which is essential for a high-performing team. The application of emotional intelligence in conflict resolution is a powerful tool for enhancing team performance and achieving program objectives.

Effective team management through self-awareness and emotional intelligence (EI) entails a nuanced understanding of one's own strengths and limitations. Leaders who possess EI can adeptly navigate interpersonal dynamics and conflicts within their teams. For instance, recognizing personal biases allows a manager to approach decision-making with greater objectivity, fostering a fairer and more inclusive environment. Moreover, by actively seeking feedback and reflecting on their leadership style, managers can continuously refine their approach, driving team performance and cohesion. Through this analytical lens, leaders harness the power of self-awareness and EI to cultivate resilient and high-performing teams.

Ante un conflicto no te centres en las posturas, sino más bien en los intereses. Los intereses insatisfechos se manifiestan a través de emociones que experimentan las partes involucradas en el conflicto. Identifica cuáles son esos intereses y de qué forma pueden conciliarse para encontrar una salida. Cuando nos centramos en las posturas, muchas veces son tan opuestas que es muy difícil encontrar una salida que satisfaga a todos por igual. En cambio, el enfoque en los intereses permite una mayor cantidad de soluciones y aprendizajes para todos.

Being an experienced program manager, I can confidently say that leveraging emotional intelligence to inspire and motivate your team can lead to increased productivity, improved team morale, and ultimately, the successful execution of the program. Remember, a motivated team is a high-performing team, and emotional intelligence is a key tool in achieving this.

💯 Also, use your understanding of what drives each team member to inspire and motivate them. Tailor your approach based on individual and team needs, values, and goals. Recognizing achievements and providing constructive feedback are essential for keeping morale high.

Debemos aprender a tener una balanza y reconocer los logros y esfuerzos del equipo. No todo miembro en el equipo necesita constante reconocimiento, pero existen miembros wue para sentir su valía o que hacen bien su trabajo hay que recordarles qué lo están haciendo bien. Saber conocer al equipo y reconocer y enseñar son clave

In my role as a team leader, self-awareness and emotional intelligence have been instrumental in fostering a positive and productive work environment. Recognizing my own tendencies and triggers has enabled me to respond to challenging situations with composure and empathy. For instance, during a project deadline crunch, understanding my stress levels helped me to remain calm and support my team members effectively, ultimately enhancing our collective performance. Additionally, actively listening to team concerns and providing constructive feedback has strengthened trust and collaboration, contributing to our overall success.

Primeiramente, é importante conhecer suas próprias forças, fraquezas e gatilhos emocionais para desenvolver a autogestão. Isso requer consciência de si mesmo, compreensão das emoções e habilidade para lidar com as emoções dos outros. Em seguida, observar para compreender as emoções e perspectivas dos membros da equipe. Comunicar-se de forma clara, assertiva e empática, o que requer um reforço de verificação se a mensagem conseguiu atingir seu ciclo de entendimento. Promover um ambiente confiável e cooperativo, é imprescindível. Por fim, devemos utilizar nossas habilidades emocionais para resolver conflitos, motivar a equipe e tomar decisões equilibradas. O autoconhecimento e a IE são fundamentais para liderar equipes de maneira eficaz.