emotional intelligence

The Facebook Unconscious Bias Course is Outstanding And You Should Watch It. Here’s Why.

A week or so ago, Facebook put their unconscious bias course online (announcement blog post here).

The course is terrific.  Here are a few reasons why (and, no, I’ve never worked at Facebook, or have any particular view about the FB culture):

  • “One important thing… is that we all have bias.  It’s just part of the human condition”.  Lori Goler in the introduction.

This is a tremendously important, and fairly courageous, statement.  It cuts the foundation out from one of the biggest reasons humans get themselves into trouble: the notion that “I am right”.

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Emotional Bias: Your Brain Is Not In Control (And What To Do About It)

A (Short) Story

A long time ago, I had a meeting with my boss and the chief architect of the project we were working on.  I was the project manager, and the subject of the meeting was how to finalize some decisions that had been up in the air for a while (too long, in my opinion, of course).

The meeting did not go well.  I was furious with my colleague and showed it (and said it).  Decisions weren’t made.  The architect stormed out.

As I got up to leave, my boss said: “I knew you were going to do that.  I could tell, the moment you sat down”.

At the time, I was shocked.  What had he seen?   Was I that obvious?   I thought I had gone into the meeting with the simple notion that we should make some decisions quickly.   Apparently, things were a bit more complicated.

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Why Emotional Intelligence Matters: Relationships Trump Hierarchies

Yes, Emotional Intelligence Makes You More Successful.  But Why?

OK, so it’s pretty well understood that EQ makes you more successful:

EQ “is responsible for 58% of your job performance” and “people with high EQ earn $29,000 annually more than their counterparts” and “…the primary causes of derailment in executives involve deficits in emotional competence” and “When the firms started selecting (division presidents) based on emotional competencies, only 6% left and they performed in the top third of executive ranks”.

Despite having been around for twenty-five years, these findings continue to be presented as something surprising, something that doesn’t quite match the model of how organizations actually work.  Which would imply that either a) the research findings are inaccurate or b) our models are faulty.  I’m going to suggest b: we need better models.

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