Some interviewing tips for uncovering information about a candidate's ability to recognise and manage their own emotional reactions and that of others: an essential requirement for effectiveness when working with others.
Effective leaders don’t buy into or try to suppress their inner experiences. Instead they approach them in a mindful, values-driven, and productive way—developing what we call emotional agility. In our complex, fast-changing knowledge economy, this ability to manage one’s thoughts and feelings is essential to business success. Numerous studies, from the University of London professor Frank Bond and others, show that emotional agility can help people alleviate stress, reduce errors, become more innovative, and improve job performance.
I was recently talking to a group about the fact that we can choose how we feel. “But didn’t you say emotions are an automatic biological response?” Yes, in fact, I did… but don’t we have choice about our biology?
We are contributing to the creation of the conditions under which our biological systems function — and these have profound impacts on our “automatic” emotional reactions. This article points to some small actions we might take to better manage our natural response to threat that can undermine our effectiveness and that of others.