Interpersonal Intelligence Determines Career

Getting along with colleagues is not as pleasant as walking around the park, and this tension will affect our performance.

Sometimes, an employee in our department is not at all suitable for the job at hand. They are exaggerated, choosy, lack of interest, mediocre and incompetent, giving birth to a toxic environment that can drag everyone down.

You may as well consider this example: in a company, due to a one year recruitment freeze, several engineering teams are badly staffed.

Engineers are overworked, and CEO is worried that they may not be able to finish the task on time.

As a result, the company set up a cross team committee to decide how to distribute the new staff fairly to the relevant teams.

However, the director of the committee is an independent engineer who likes to argue and criticize others.

All members made it very easy to reach a consensus on where the first new employees should be arranged, but then there was a problem.

The chief engineer wants to assign the next new employee to a less important team in charge of a highly qualified student, and other members oppose it, which they think will make the organization dysfunctional.

The engineer did not choose to give in. Instead, he talked to several members of the Committee separately, and the hostile argument made the members feel that he wanted to hide everything.

The committee spent some time discussing his behavior, and a few of them could not sleep at night because of this.

In this way, a simple thing was confused and consumed a lot of valuable time.

Let's look at another example.

In a pharmaceutical company, a scientist responsible for research and development hired a chemist.

When she came to the company, she wrote a group of enthusiastic recommendation letters with several former colleagues. At first, they seemed really talented.

But about a month later, the new employee's performance was barely qualified.

The boss clearly pointed out that her performance was unsatisfactory and far from his expectations.

She explained that she knew she was behind, but she would catch up.

Unfortunately, this problem persists.

Finally, the boss called a colleague from the human resources department to talk with her.

After a series of conversations, the chemist began to admit that she had lost interest in her job and needed to make changes.

After being persuaded to leave the company 6 months later, she joined another company's marketing department and made some achievements soon.

This story has a happy ending, but the chemist's boss really hopes that she can understand and recognize her wish earlier, so that she may be able to let her (and her R & D team) be exempt from this disappointing episode.

Employees who are similar to supervisory engineers and new marketing experts face complex problems related to understanding themselves and others' personality.

We need to have the ability to reason in this field, which I call personal intelligence.

Once we fail to understand this, we may be able to make a loss of our working relationship and perhaps the wrong choice of reputation.

I put forward in 2008. "

This concept is partly due to the integration of the latest insights from the psychological world on how people understand themselves and their individuality.

This understanding includes new research in the following areas: self awareness, perception of others (person-perception), why children seem to be able to "read the minds of small partners" and how we use their own character knowledge to predict others' behaviors.

Interpersonal intelligence quotient is the ability to deduce and analyze this personality system.

Personality is like an orchestra in some ways.

Just as an orchestra has the instruments of percussion, string, wooden tube, copper tube and keyboard, as well as commanding, personality has its motivation and emotion, knowledge and intelligence, action planning and self management.

Individuality plays our life movement.

I watched David Caruso and University of North Carolina of Yale University (Yale University), Abigail, Peter pat, to see whether people's ability to understand their personality is consistently diversified.

We tested people's ability to solve problems in 12 areas related to personality (or more, depending on the research stage).

In every research, we find that people who are good at solving certain problems are also good at solving problems in most other fields.

For example, a test partner who knows how to talk and be energetic is often better at finding problems, such as "always telling the truth," because this goal may lead to inappropriate or otherwise hurtful remarks, specifically based on a person's perception of the truth (personal truths).

Those who are not competent in reasoning in a specific field are often not good at analyzing all other fields.

It shows that there are great differences in people's ability to understand personality, and some people have higher ability in this aspect than others.

Now let's turn to the engineer who can hardly imagine his influence on others, and the chemistry scientist who is tired of bench science.

Anyone familiar with the engineer knows that he has not realized that his choice has aroused suspicion from others. He has no intention of obstructing others, nor does he understand that he has upset other people's lives in this easily settled interpersonal relationship.

Let the people familiar with the chemist be very happy that she finally realized that when a bench scientist was not her life mission, but because she remembered it, they really hoped that she would realize this in the early days of her career.

Once we realize that there is a significant difference in people's ability to understand personality, we can adopt a new perspective to interpret the following phenomenon: some colleagues perform very well, while other colleagues often make second best choices, and their behavior is always the opposite.

Knowing this alone will help us cope with their shortcomings and understand the challenges they may face.

Corporate leaders and human resource educators can also adopt some ways to enhance their understanding of their personality:

1., we can develop training programs to teach people about their personality and how we perceive each other's knowledge.

These projects can include an overview of personality cues, personality traits and their impact, how people set reasonable and problematic personal goals.

Some social and emotional learning courses (which often include personality related information) carried out by schools show that students who have the opportunity to learn tend to exhibit behavioral advantages over those who have not learned these subjects.

Training programs aimed at imparting personal knowledge to adult audiences may also produce similar positive effects.

2., we can let

Accept effective mental and psychological tests, such as TOPI, which I am developing with Caruso and pant.

These scales make it clear that the types of reasoning people use to understand personality can help to identify people who are strong in this regard.

Before we can use such yardstick, we can temporarily use the effective tools for measuring eq.

Psychologists who have studied psychological tests have found that acceptance of tests can bring some benefits: on average, if a person receives a good psychological test and gets a thorough explanation of his score, his or her happiness will often be improved.

3. we may reconstruct the human resource activities of the chemist by hiring experts, instead of focusing on solving personality related problems.

Understanding the rule of individuality is a skill that everyone does not possess, but everyone needs. It is reasonable and reasonable to seek help when needed.

4., we should admit the importance of individuality.

Publicize the value of the ability to understand individuality, and realize that it is now possible to measure this ability.

It is the first step to let employees who possess this skill acquire greater power.

Many studies have shown that being sensitive to personality is

An important element of the workplace.

The theory of interpersonal intelligence explains how people define personality traits, and applies them to people around them; how to evaluate colleagues' plans and their reputation.

It helps to explain why some people in our organization do not understand the impact of their actions.

In any organization (enterprise, government, non-profit or educational institution), managers always divide a organizational chart to explain the responsibilities of each management and job responsibilities, so as to create a structure.

But managers and employees also understand that the skills and characteristics of those who fill these posts may far exceed those implied by these jobs.

Interpersonal intelligence theory tells us that some people's thinking is stuck in a hierarchy of organizational charts, while others can go beyond these rules to read people who occupy these positions.

Nevertheless, it also indicates that no matter how good we are, any one of us is bound to make mistakes.

If we recognize that many of the challenges we face involve managing our own personality and understanding others' personality better, we will appreciate each other more or even work better together.

For more information, please pay attention to the world clothing shoes and hats and Internet cafes.