About the Genos Model and Emotional Intelligence Competencies

The competencies of the above model help leaders consistently demonstrate the productive being states on the outside ring of the model, as opposed to the unproductive being states (white band), that we can all be at times on the inside of the model.

The power of this model is that, with effective coach training, we can help our clients identify the behaviors that in turn generate emotional responses in their employees, colleagues, managers, and clients for optimal positive response and what Genos calls “discretionary effort.” Once you know how to coach leaders on these behaviors, you have the keys to unlocking tremendous potential, performance, and breakthrough results in your clients and in being a coach that truly stands out in a crowded field.

Here are some definitions of the Genos Emotional Intelligence competencies:

Self-Awareness

Self-Awareness is about being conscious of the behaviours you demonstrate, your strengths and limitations, and the impact you have on others. Leaders high in self-awareness are often said to be ‘present’ rather than disconnected from who they are. Self-awareness is very important in leadership because:

  • A leader’s behaviour can positively or negatively impact the performance and engagement of colleagues
  • Leaders need to know their strengths and limitations in order to continuously improve and maintain success
  • Leaders’ interpretation of events at work is both made by, and limited by, their intelligence, personality, values and beliefs. In order to objectively evaluate events, leaders must know how they interpret the world and how this helps shape them.

Awareness of Others

Awareness of others is about noticing and acknowledging people, ensuring those around you feel valued, and adjusting your leadership style to best enhance your environment. Leaders high in ‘awareness of others’ are often described as empathetic rather than insensitive. Awareness of others is important in leadership because:

  • Leadership is fundamentally about facilitating performance and the way people feel is directly linked to the way they perform
  • Awareness of others is necessary in order to take effective steps to improve job satisfaction and performance
  • To help get the best out of people, leaders need to adjust their leadership style to suit the people and situations they are leading.

Authenticity

Authenticity is about openly and effectively expressing oneself, honouring commitments and encouraging this behaviour in others. It involves honestly expressing specific feelings at work, such as happiness and frustration, providing feedback to colleagues about the way you feel, and sharing emotions at the right time, to the right degree and, to the right people. Leaders high in authenticity are often described as ‘genuine’ whereas leaders low in this skill are often described as ‘untrustworthy’. Authenticity is important in leadership because:

  • It helps leaders create understanding, openness and feelings of trust in others
  • Leaders who are guarded, avoid conflict, or are inappropriately blunt about the way they feel, can create mistrust, artificial harmony and misunderstandings with those around them
  • Leaders need their people to be open with them. An unwillingness or inability to demonstrate honest and candid behavior on the part of the leader will potentially create an atmosphere of mistrust and secrecy amongst his/her direct reports.

Emotional Reasoning

Emotional reasoning is the skill of using information (from yourself and others) and combining it with material facts and information when making decisions. Leaders high in ‘emotional reasoning’ make expansive decisions whereas leaders who are low in this skill often make more limited decisions based purely on facts and technical data. Emotional reasoning is important in leadership because:

  • Feelings and emotions contain important information. For example, if a colleague is demonstrating frustration or stress, these feelings provide valuable insight that they are going to be less open and supportive of new ideas and information and/or less productive generally
  • The workplace is becoming more complex and fast-paced. This requires responsive, good decision-making when all the facts and technical data are not available. ‘Gut feel’ and ‘intuition’ are important in these environments
  • People are influenced by emotion. If you fail to consider how people are likely to feel and react to decisions that are made, you may not attain the appropriate buy-in or support you expected.

Self-Management

Self-Management is about managing one’s own mood and emotions, time and behavior, and continuously improving oneself. This emotionally intelligent leadership competency is particularly important.

Leaders high in self-management are often described as ‘resilient’ rather than ‘temperamental’. The modern workplace is generally one of high demands and pressure, and this can create negative emotions and outcomes. Self-management is important in leadership because:

  • A leader’s mood can be very infectious and therefore be a powerful force in the workplace, both productive and unproductive
  • This skill helps leaders be resilient and manage high work demands and stress without negative side effects
  • To achieve, maintain and enhance success, leaders need to pay careful attention to the way they manage time, how they behave, and continuously improve how they lead others.

Inspiring-Performance

Inspiring performance is about facilitating high achievement in others through problem solving, promoting, recognizing and supporting others’ work. An individual’s contribution can be managed through the implementation of key performance indicators (KPIs), however, research has shown that this ‘compliance’ style often fails to drive discretionary effort and high performance. Leaders who adopt a more inspiring style often ‘empower’ others to go above and beyond what is expected of them. Inspiring performance is important in leadership because:

  • Leadership is fundamentally about facilitating and increasing the output of others
  • Managing performance with rules and key performance indicators usually produces an ‘expected’ result, rather than an ‘unexpected’ high performance outcome
  • People often learn and develop more under this type of leadership style resulting in ongoing enhanced accomplishment.

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