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While the concept of emotional intelligence itself is relatively new, for nearly thirty years Simmons Management Systems has been measuring characteristics that we now put under the heading of emotional intelligence. The Simmons EQ Profile measures thirteen characteristics that provide an unusually accurate insight into how

someone can be expected to perform at work:


1. Energy

2. Stress

3. Optimism

4. Self-Esteem

5. Work

6. Detail

7. Change

8. Courage

9. Direction

10. Assertive

11. Tolerance

12. Consideration for Others

13. Sociable


Let us now look at each of these characteristics in greater detail:


1. Energy. This is a measure of emotional energy. It is the driver and tells us how much capacity a person has to get things done, withstand stress, and recover from it after a prolonged stress event. This measure tells us whether someone has the emotional drive to succeed in a leadership position or a position demanding a high level of drive to succeed. Unusually low scores on this measure can be an indicator of depression or that the person is experiencing life events, such as a divorce or a serious illness in the family, that are draining their energy and are likely to affect their work performance.


2. Stress. This measure is affected by extremely high or low scores on the rest of the Profile. Such extreme scores cause internal stress that affects their ability to perform.


3. Optimism. Low scores on optimism predict that someone is gloomy, fault-finding, critical, and blaming of others when things go wrong. A very high score suggests the person is overly trusting and positive, leaving them less likely to identify problems that need to be taken care of.


4. Self-esteem. Low self-esteem scores indicate people who have extremely high internal standards and who are likely to be harsh self critics when they fail to live up to them. High scores indicate a person is putting a good deal of energy into maintaining an outward posture that they feel good about themselves, although inwardly they are more worried than they are willing to reveal. Such people are difficult to coach because they don’t want to hear criticism and will respond defensively and be less willing to acknowledge the need for personal change.


5. Work. This is a measure of a person’s work ethic and how likely they are to work hard or be less engaged with work.

6. Detail. A manager with an overly high detail score is likely to be far too involved in details that are best left to employees to take care of. Extremely low scores on this scale indicate carelessness and inability to attend to detailed work.


7. Change. This is a measure of a person’s ability to adapt to changing conditions. People with low scores do best with routine and predictable work. A moderately high score indicates that someone works harder when doing work that offers change and variety. Such scores also indicate that the person brings a high degree of creativity in approaching work.


8. Courage. This is a measure of orientation to challenge. People in demanding positions need to show moderately high scores on this scale. They do their best when faced with stimulating, challenging work.


9. Direction. This assesses a person’s ability to size up problems, look at options, and make independent decisions. People with low scores seek out advice and like making decisions as part of a group—not a promising indicator for a leadership role. People with extremely high scores are not only comfortable making decisions, they want to make all of them. Leaders with high scores on direction tend to have problems delegating and are often described as ‘‘control freaks.’’ This is even more true with people whose detail scores put them into the perfectionist range.


10. Assertive. This scale assesses the capacity to make reasonable demands on people, be persuasive, and deal with conflict. Low scores on this scale predict a person will have problems managing people and holding them accountable. Extremely high scores always indicate a harsh, aggressive, and pushy style of communicating that inevitably damages relationships.


11. Tolerance. Extremely high scores indicate that people are patient and forgiving to a fault and too slow to react in holding people accountable. Low scores indicate that when something happens that triggers peoples’ emotions, they will exaggerate the situation, polarize the positions, and no longer see the situation accurately. A high Assertive score paired with a low Tolerance score indicate a management style that make people very scary bosses.


12. Consideration for Others. This score measures empathy and indicates a person’s sensitivity to what is going on with other people.


13. Sociable. This measure indicates how comfortable people are with others.

While the individual scores in themselves are interesting, in the hands of a trained and experienced interpreter, the overall pattern and interaction of scores result in a very revealing portrait of how a person can be expected to behave in a particular position.


Source : Coaching for Emotional Intelligence by Bob Wall, 2007


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