Students Are Required to Position Their Own

¶ … Students are required to position their own personal set of values, opinions and convictions in view of the theories and topics justifying them rationally and using a philosophical approach and language taken

Developing Emotional Intelligence (EQ) to build a more effective sales team

Being a salesperson is a demanding job. It demands verbal acuity, a quick grasp of facts and figures, but above all emotional intelligence. The architect of the theory of Emotional Intelligence (EQ), Daniel Goleman, defined the five basic components of the attribute of EI as follows: emotional self-knowledge, emotional self-governance, the ability to independently motivate one's self, the ability to regulate one's own emotions, "recognizing and understanding other people's emotions," and the ability to manage the emotions of others in an effective manner to reach personal goals (Chapman 2009). Enhancing the emotional intelligence skills and competencies of a group of ten sales associates working in a wireless retail store, for example, would focus upon the goals of improving sales figures and general workplace productivity.

Goleman's theory of EQ is derived from earlier theories of intelligence as a multifaceted construct. Rather than a general IQ, theorists such as Howard Gardener suggested that intelligence involved a constellation of different strengths, and some people were more proficient or naturally gifted in certain types of intelligence than others (Chapman 2009). Goleman's concept of emotional intelligence could be loosely defined as 'people smarts.' But there is also an important aspect of self-knowledge in EQ. Without knowing how one's personality type and self-presentation affects others, it is impossible to impact upon and manage the emotions of one's audience.

Sales associates are likely to choose their profession because they are extroverted and competitive. Good salespeople must have the flexibility and adaptivity that Goleman says is one of the core components of EQ -- the ability to trust one's gut and pick up on subtle environmental cues. But these components must always be worked on and developed, even in the most competent of salespersons. Goleman stresses that EQ, unlike other forms of intelligence, can be developed throughout one's lifetime, although some people seem to be more innately emotionally intelligent than others. Emotional intelligence is still a skill set that can be learned; it is not pure instinct (Goleman 2000:98).

To stimulate some of the self-searching that is required to develop one's EQ, having the sales associates take a personality inventory such as the Myers-Brigg test, which is based upon the Jungian system of archetypes would be an ideal 'first step' in helping the team understand their strengths, weaknesses, emotions, and unconscious behavior patterns in dealing with others. They can then discuss the results as a team (while still preserving any confidentiality they wish to maintain). Team building requires understanding one's differences and similarities, which is particularly crucial with a group of individuals of diverse backgrounds, even if they may share some common attributes like age. Because sales can be such a competitive profession -- pitting associates against one another in a war for customers -- having a sense of common team mission and purpose can be difficult, but still essential. Understanding what roles different team members play in the personality make-up of the store, how culture and gender affects their worldview (Goleman says that while women tend to be more empathetic, for instance, men often tend to have greater self-confidence) should be all part of the EQ topics open for discussion.

To improve upon the second critical components of EQ -- self-motivation -- requires a certain amount of intervention on the part of store managers. Quite often, sales associates are motivated by competing with one another in a manner that does not serve the interests of the store as a whole. They may receive individual bonuses, and thus it does not benefit them to help one another out when selling items to customers. Rewarding the store as a whole and as a 'team' as well as individuals will ensure that there is motivation to help others, as well as to advance personal interests.

Creating a more positive work environment overall can foster a better attitude towards customers. Having bonding activities that are fun for all of the associates, such as free breakfast meetings in the morning, or collectively going to the movies or bowling (depending on what the associates prefer) can make work more of a social event. These social positive emotions will translate into an enhanced ability to read one another in the workplace.