【英文版 416】Daniel Goleman：Explore Emotional Intelligence

探究情商：从普通人中脱颖而出的关键要素

【Background】

【背景介绍】

Explore Emotional Intelligence: The Key Distinguisher Between Average and Outstanding Performers, with Daniel Goleman, Psychologist and Author

Emotional intelligence (or EQ), a characteristic first identified by psychologist Daniel Goleman and extensively studied since, is far more important than IQ in determining career success. And unlike IQ, it doesn’t purport to measure a fixed, deterministic quantity. EQ is the sum total of a set of skills that can be developed at any point throughout the lifespan.

大家好，欢迎来到《全球精英的5分钟成长学院》。

自从丹尼尔·戈尔曼第一次确认情商（也称EQ）后，这一特性就得到了广泛的研究。与IQ相比，EQ在决定事业成功方面的作用更加重要。与IQ不同，它无法呈现为一个固定的、定性的测量数据。EQ是一系列能力的总和，而这些能力可以在人生的任何时段发展。

今天我们请到了丹尼尔·戈尔曼。他是一位心理学家和作家。今天的课程中，他将为我们讲解情商的秘密。

【Course】

【课程】

EQ trumps IQ

Since I started writing about and researching emotional intelligence in business, I’ve found the data in support of it has only gotten stronger. I saw recently a study–this surprised me–engineers, software coders and so on, were evaluated by their peers–people who work with them day-to-day–on how successful they were at what they do. This turns out to be one of the strongest predictors of success in any field. And that was correlated with their IQ on one hand and their emotional intelligence on the other. IQ correlated zero with their success as rated by peers. Emotional intelligence correlated very, very highly.  Why would that be? Well consider this: in order to be an engineer you have to have an IQ about a standard deviation or more above average. That’s an IQ of about 115 or so. And another recent paper shows that there’s no relationship between career success and an IQ above 120. The reason is this: there is a strong “floor effect” for IQ in any role. All engineers have an IQ of 115 or more, so the range of variance is very reduced for IQ and success. Emotional intelligence, however, varies radically. So emotional intelligence means how well you manage yourself. Can you work toward your goals despite obstacles? Do you give up too soon? Do you have a negative outlook or a positive outlook? These are all emotional intelligence competencies that matter for success. Then there’s the relationship competencies. Can you tune into other people? Do you notice other people? I remember hearing about two MIT grads who went into a giant tech company. One of them went around to other members of her team and asked, what are you doing? How can I help? The other stayed in his office and wrote code all day. It’s very clear who was going to get ahead. It was the one who wanted to be a team player. You don’t write code in isolation anymore. Everyone works on projects together. You may write the code, but you have to coordinate, you have to influence, you have to persuade, you have to be a good team member. All of those are emotional intelligence competencies that distinguish outstanding from average performers. So when you think about it that way it makes sense that even among engineers, emotional intelligence will predict who is a star and who’s just mediocre.

 情商与智商的较量

自从我开始研究和写作商业中的情商，我发现了越来越多强有力的证据，证明情商的重要性。我最近接触到的一项研究让我吓了一跳。研究的对象是工程师、软件程序员之类的人，主要内容是由与他们朝夕相处的同事对他们的工作做出评价。这个研究之后被证实适用于预测一个人在任何领域的成功与否。一方面，成功与他们的智商挂钩，另一方面，成功也与他们的情商息息相关。然而按照这些同事的评价，一个人的成功和智商没什么关系，反而和情商有很高的关联度。为什么会这样呢？我们可以这么想，如果要成为一名工程师，你的智商起码要达到标准差或是中上水平，也就是115左右的智商。而另一份最近的论文表明，事业成功和120以上的智商之间不存在任何联系。因为智商存在一个强烈的“地板效应”。所有工程师的智商都在115以上，智商与成功之间的变量区间被压缩到很小，而情商的发挥空间是巨大的。情商指的是一个人管理控制自己的能力。就算存在种种困难，你也能坚定不移地朝目标努力吗？你会很快地放弃吗？你的人生观是积极的还是消极的？以上都是能影响事业成功的情商能力。接下来我们要提到关系能力。你能和其他人协调吗？你能注意到其他人吗？我记得这样一个故事。两个麻省理工的学生，毕业后都进了一家巨头科技公司。一个每天都会在团队成员周边转悠，问他们在做什么，有什么是自己可以帮忙的；另一个则整天待在自己的办公室里写代码。究竟谁会发展得更好，答案是显而易见的，肯定是那位想着融入团队的学生。如今你再也不能孤立地写代码了。每个人都要一起做项目。你可能就是担任代码工作，但是你也得去沟通和协调，你得去影响别人，你得去说服别人，你必须成为一名出色的团队成员。所有这些就是一个人从普通大众中脱颖而出的要素。因此，当你这么想的时候，一切就都说得通了。哪怕是在工程师中，情商也能用来预测谁是明日之星，谁是平庸员工。

What’s even more important is that the higher you go on the ladder, the more emotional intelligence matters.

更有趣的是，你所在的层次越高，情商的作用就越大。

The Four Domains of Emotional Intelligence

When I started out I did an HBR article, ‘What makes a leader?’, on the importance of emotional intelligence for leadership. That article became their most requested reprint. There’s huge interest in how emotional intelligence matters for leadership in business. My thinking has involved. I used to have five components of emotional intelligence. Now I see four. So the four parts of emotional intelligence as it relates to business or anywhere in life are self-awareness, self-management, social awareness (you could call it empathy), and relationship management. Those are the four.

情商的四大要素

刚开始的时候，我在《哈佛商业评论》上发表了一篇文章，题目是“是什么造就了一位领导者”，论述的是情商对于领导力的重要性。那篇文章成了他们要求再版最多次的文章。情商与商业领导力之间的关系是重大而深刻的。情商和商业、生活中的一切紧密相连，目前我看到了四大要素，分别是自我意识、自我管理、社会意识（你也可以称之为同理心）和人际关系管理。就是这四类。

An emotionally intelligent leader–think about it–would be self-aware. They’d know what their inner state is. That would help them manage that state well - second part is self- management. They would tune into other people. They wouldn’t be solipsistic and just reacting from their own emotional state. They would think about how their decisions affect other people. That’s the social awareness or empathy part of emotional intelligence. And their relationships would be well managed. So if you see a leader who has all of those–self- awareness, self-management, empathy, and good relationships–you’re going to see someone who is highly effective. If you see someone who has a deficit in one or more of those areas, you’re going to see a leader who is highly ineffective. Within each of those domains, I see specific learned and learnable competencies that are hallmarks of the most outstanding leaders. And this research was based on studies done in companies themselves of their star performers vs. average performers, where they did a systematic analysis of what abilities or competencies do you see in the stars that you don’t see in the average. So one of these competencies might be how you manage under stress - what you do when you get upset. In fact, in self-management, we call it emotional self-control. It’s a critical competence for a leader because, for example, when there’s a crisis everyone looks at the leader to see, should I be upset about it or not? And if the leader is very calm, then people calm down. And also if you’re calm, you can be clear. You can make better decisions. And when you think about this at the organizational level, it means you want to be sure to include emotional intelligence when you consider hiring people. I have a friend at an executive recruiting company who specialized in C-level hires - CEOs, CFOs, and so on. And they once did a study internally of people they had recommended who turned out to be bad, and were so bad they were fired. So these were failures. They were surprised to have failures, but they realized when they looked more carefully that these were people who were hired because of business expertise and IQ, and fired because of a deficiency in emotional intelligence. So it’s more important than ever these days. In hiring it needs to be considered. In promoting people of course it needs to be considered. And it should be part of HR, it should part of what you help people develop their strengths in. Because the good news about emotional intelligence is it’s learned and learnable, and you can upgrade it at any point in life if you’re motivated.

一个高情商领导者必定是具有自我意识的。他们了解自己的内心状态，这能让他们更好地管理自己的内心。第二个部分是自我管理。他们会和其他人协调，他们不会“唯我独尊”，只基于自己的情绪状态做出反应。他们会思考，自己的决定将给别人带来什么影响。这就是情商的社会意识或说是同理心部分。而且他们的人际关系也是被管理得很好的。如果一个人身上汇集了所有要素——自我意识、自我管理、同理心和良好的人际关系，那么他会是一位极度高效的领导者；如果一个人缺失了一个或几个要素，那么他就是一位极度低效的领导者。在每一个要素里，我都看到了属于最出色的领导者的能力印记，这些具体的能力都是学到的且是能被学到的。这项调查是基于一家公司对自己的模范员工和普通员工的对比研究展开的。他们对两类员工进行了系统的分析，希望找出那些只存在于模范员工身上的能力和竞争力。其中一种能力可能就是你在高压之下的管理能力——你坐立难安时会怎么办？实际上，在自我管理中，我们把它称作自我情绪控制。对于领导者来说，这是一项十分关键的能力。因为危机当头时，所有人都会转向领导者，看看自己该不该对此感到焦虑不安。如果领导者那时候十分冷静，那么大家也会冷静下来。更重要的是，当你处于冷静状态下，你是明智的。你能做出更好的决策。而且当你站在组织机构的层面思考时，这就意味着你招人的时候也会把情商纳入考虑因素。我有一个朋友就在一家猎头公司，专门招聘高管，也就是CEO、CFO之类的职位。他们曾经对自己推荐的候选人做过一次内在调查，结果发现这些人十分恶劣，恶劣到必须开除的地步。这些人都是失败案例。他们对此感到很吃惊，但是当他们进一步仔细反思后，他们就恍然大悟了。当初招入这些人是因为他们专业的商业知识和高智商，而最后开除他们是因为情商的不足。所以说，现如今情商比任何事都更重要。在招聘人才时需要考虑情商，在提拔人才时更要考虑情商。而且情商也应该变成人力资源的一部分，应该变成帮助人们加强优势的一部分。因为关于情商，有一点特别好，即它是后天习得的，是可学习的。而且只要你积极主动，你能在人生的任何时候提高情商。

【Summary】

【总结】

EQ trumps IQ

•Studies point to a high correlation between career success and EQ.

•There’s a strong “floor effect” for IQ in any role. For example, all software engineers have an IQ of 115 or more. This means the range of variance is very reduced for IQ and success. Emotional intelligence, however, varies radically among individuals.

•Emotional intelligence competencies that matter for success include:

◦persistence

◦positivity

◦social perception

◦communication

◦influence

◦persuasion

◦cooperation

•The higher you go on the organizational ladder, the more emotional intelligence matters.

The Four Domains of Emotional Intelligence

1.Self-awareness: Knowing your inner state

2.Self-management: Controlling and improving your own behaviors

3.Social awareness: Tuning into other people (empathy)

4.Relationship management: Dedicating time and energy to your relationships

•Effective leaders master all four EQ domains. The competencies within these domains are learned and learnable. For example, emotional self-control is a critical competency within self-management. How do you react to crises? Do you remain calm or become agitated? In general, how do you perform under stress?

•Consider emotional intelligence when hiring, promoting, and developing talent.

在这节课中，丹尼尔·戈尔曼为我们介绍了情商的重要性。

一、情商和智商的较量

• 研究指出，事业成功和情商之间存在着高关联度。

• 不管在哪各领域，智商都有一个强烈的“地板效应”。比如说，所有软件工程师的智商都在115以上，这也就意味着智商和成功之间的变化空间极其狭小。然而情商在个人之间却存在着无限可能。

• 能影响成功的情商能力包括：

◦毅力

◦积极性

◦社会知觉

◦沟通

◦影响力

◦说服力

◦合作能力

• 你在组织内的地位越高，情商的影响力就越大。

二、情商的四大要素

1. 自我意识：了解你的内心状态

2. 自我管理：控制并改善自己的行为

3. 社会意识：与其他人共情

4. 人际关系管理：为你的人际关系投入时间和精力

• 高效的领导者掌握了情商的全部要素。这些要素中包含的能力是后天习得的，且都是可学会的。比如，自我情绪控制就是自我管理中很重要的一种能力。面对危机，你是怎么反应的？你是保持冷静还是变得慌乱？一般来说，在压力之下你是如何表现的？

• 当雇佣、提拔和培养人才时，把情商纳入考虑。

本节目英文版音频和视频均由美国Big Think Edge 独家授权，中文版由喜马拉雅制作播出。感谢收听，我们下集节目再见！