How To gain More Emotional Intelligence

“Being able to be vulnerable and authentic makes you more desirable.”

Joelle Hadley, Founder of The Culture Coaches and Co-Founder, Southwest Institute for Emotional Intelligence, has found tremendous success teaching people how to show up and work well together.

On her website, www.theculturecoaches.com Hadley and her team list their “5 Keys To Culture” as values, legacy, structure, relationships, and communication.

Much of it, she says, has to do with emotional intelligence.

“It’s actually rooted in neuroscience,” Hadley explains.  “Understanding how our brains work or don’t work when we are under pressure, going through change, or have some of these negative emotions.”  

Hadley teaches people how to manage themselves under pressure so they can better connect with others.

It is especially important for businesses to embrace a positive work environment, Hadley says, as more and more millennials are demanding a fun and rewarding place to work.

“I start with a team’s values and beliefs.  As a company we might assume that we know that values, but they are not always clear.”

One of the #1 drivers of employee engagement, she says, is for employees to feel valued and appreciated.

How to get there?

A crucial component is management; whether or not those people in charge lead by example in the way they handle their own stress and pressure.

“You may have good intentions,” Hadley explains. “But people judge on the impact.  Emotional intelligence is the space in between.  Can we manage the emotions that come up to the surface?”

There are a lot of people who are unhappy at work, and Hadley believes much of it is fear based.  Fear of fighting for yourself and what makes you happy.    

She works with brands and businesses, large and small, to cut through fear and tap into the happiness that she believes is possible in every work environment.   Individuals get to their happy place, she says, by being alive with their “true talents and gifts”.  

“When we are in alignment with our work,” says Hadley, “we can actually increase our output, we can triple it.”

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