Emotional intelligence: reflections for board directors
Emotional intelligence (EI) is crucial for leaders because it enhances their ability to connect with and influence others. This certainly applies to board directors, who have the complex task of seeking to understand their stakeholders, their staff, their donors, the philanthropic environment, government policy and societal influences in order to oversee the organisation’s strategy.
For board directors, support from the leadership team and fellow board members is crucial for meaningful decision-making. When leaders collaborate, they are more likely to explore all options and identify potential blind spots in each other. Trusting each other’s emotional intelligence fosters an environment in which giving and receiving feedback are most effective. In this way, emotional intelligence and psychological safety on a board can contribute substantially to good governance.
The Bar-On model of emotional and social intelligence (ESI) is a framework built on the premise that emotional and social competencies are crucial for effective functioning and well-being.
The model, named after the psychologist who developed it, Reuven Bar-On, suggests that these competencies influence one's ability to recognise, understand and manage emotions, establish positive relationships, and cope with environmental demands and pressures.
Emotional and social intelligence encompasses a broad range of interrelated skills and behaviours that affect our daily lives and our leadership skills, including decision-making, stress management, and interpersonal relations.
Emotional intelligence is important not just for individual leaders, but also for the board as a whole. A board functions as a collective leadership entity, requiring its members to work collaboratively and navigate sticky issues. Strong emotional intelligence contributes to an environment where diverse perspectives are respected, and it helps board members to balance empathy with accountability. Board members with high emotional intelligence are better equipped to understand and manage group dynamics, instigate and participate in constructive debate, and avoid emotional biases that could hinder objective decision-making. Thus emotional intelligence contributes to an inclusive, adaptive board culture and to effective board governance.
What is emotional intelligence?
- Intrapersonal skills
- Self-regard: Understanding and accepting oneself
- Emotional self-awareness: Recognising and understanding one's emotions
- Assertiveness: Expressing feelings, beliefs and thoughts openly and defending personal rights
- Independence: Being self-reliant and free from emotional dependency on others
- Self-actualisation: Realising personal potential and striving for personal growth
- Interpersonal skills
- Empathy: Understanding and appreciating the feelings of others
- Social responsibility: Contributing to society and demonstrating social consciousness
- Interpersonal relationships: Establishing and maintaining mutually satisfying relationships
- Adaptability
- Reality testing: Objectively validating one's feelings and thoughts with external reality
- Flexibility: Adapting emotions, thoughts, and behaviours to changing situations and conditions
- Problem solving: Effectively dealing with problems and finding solutions
- Stress management
- Stress tolerance: Managing stress effectively and maintaining control
- Impulse control: Delaying or resisting an impulse, drive, or temptation
- General mood
- Optimism: Maintaining a positive attitude and outlook on life
- Happiness: Feeling content and satisfied with life
Reflect on your own emotional and social intelligence
To reflect on your own emotional and social intelligence at your most recent board meeting, you should ask yourself these 15 questions.
- Did I contribute to the meeting to the best of my ability?
- How did I feel throughout the meeting?
- Did I express any concerns I had during this meeting?
- Can I evaluate my own performance at the meeting without relying on feedback from others?
- What would I like to do better at the next meeting?
- Did I notice any concerns or moments of discomfort for others at the meeting?
- How did I try to make the meeting feel more of a supportive environment for those I noticed were uncomfortable?
- How did I greet and connect with others before and after the meeting? Will they have felt satisfied with those interactions? Did I feel satisfied with those interactions?
- Did I check in with another board member to ask how they perceived me at the meeting?
- Was I able to change my mind during the meeting, based on what I heard, read and noticed?
- Did I contribute more to solving problems than to derailing the conversation?
- When I felt stressed and uncomfortable, did I maintain control so that I could effectively contribute to the meeting?
- During the meeting, was I able to choose not to share certain thoughts with the group?
- Did I present at this meeting as someone who was resentful or as someone who was enthusiastic about our mission and our next steps?
- Am I looking forward to the next meeting?
Want to know why you should ask yourself these questions, and how they relate to emotional intelligence? Click the button below to read the full help-sheet.