I attended recently the Singapore Human Capital Summit 2009 organized by the Ministry of Manpower.
After listening to the various presentations of renowned senior managers and consultants, one message remains ‘engraved’ in my mind.
Many presenters highlighted that, for future leaders, the ability to teamwork becomes even more important. It sounds like a ‘What is so new about that’ statement, however, think about it. Matrix organisations are very common i.e. a manager may have a staff who is also reporting to another manager. Organizations change faster. Project or regional teams come and go. Contract workers may join an organisation temporarily. In other words, the need to quickly achieve results by working together with different people increases, hence the increasing importance of team working skills.
Another ‘killer argument’. Mr. Claudio Fernandez-Araoz, Senior Advisor to Egon Zehnder presented an interesting research.
The research was done in 3 different continents. They analyzed managers who failed with managers who were successful, by comparing ‘Experience’, ‘IQ’, and ‘EQ’. The key finding was that, as far as Experience and IQ is concerned, there wasn’t too much difference between the managers who failed and those who were successful. The SINGLE MOST IMPORTANT differentiator was that successful managers had a much higher EQ compared to those who failed!
The details are published in a book named ‘Great People Decisions’, which I have yet to read.
Why do I mention EQ and Teamwork in the same context? Well, for me it is the same. To the best of my knowledge, the term EQ was ‘invented’ by Daniel Coleman. He researched why people with a high IQ = Intelligence Quotient do, in general, not turn out to be the most successful. According to his findings, the ability to work well with others is more important to achieve success than IQ. He named this ‘ability to work well with others’ EQ = Emotional Quotient. To me, the ability to work well with others is pretty much the same as team working skills; hence I use it in the same context.
After listening to the various presentations of renowned senior managers and consultants, one message remains ‘engraved’ in my mind.
Many presenters highlighted that, for future leaders, the ability to teamwork becomes even more important. It sounds like a ‘What is so new about that’ statement, however, think about it. Matrix organisations are very common i.e. a manager may have a staff who is also reporting to another manager. Organizations change faster. Project or regional teams come and go. Contract workers may join an organisation temporarily. In other words, the need to quickly achieve results by working together with different people increases, hence the increasing importance of team working skills.
Another ‘killer argument’. Mr. Claudio Fernandez-Araoz, Senior Advisor to Egon Zehnder presented an interesting research.
The research was done in 3 different continents. They analyzed managers who failed with managers who were successful, by comparing ‘Experience’, ‘IQ’, and ‘EQ’. The key finding was that, as far as Experience and IQ is concerned, there wasn’t too much difference between the managers who failed and those who were successful. The SINGLE MOST IMPORTANT differentiator was that successful managers had a much higher EQ compared to those who failed!
The details are published in a book named ‘Great People Decisions’, which I have yet to read.
Why do I mention EQ and Teamwork in the same context? Well, for me it is the same. To the best of my knowledge, the term EQ was ‘invented’ by Daniel Coleman. He researched why people with a high IQ = Intelligence Quotient do, in general, not turn out to be the most successful. According to his findings, the ability to work well with others is more important to achieve success than IQ. He named this ‘ability to work well with others’ EQ = Emotional Quotient. To me, the ability to work well with others is pretty much the same as team working skills; hence I use it in the same context.
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