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BEST PRACTICES & STRATEGIES

If you lose their trust—or if they simply do not accept No matter what your own EQ level is, ongoing personal
your vision and the mission—it may hinder their work. development is always important. Read all you are able
In the end, these personalities are a strong proof- to find on the topic. Second, if you don’t have one, con-
source that the true measure of leadership is influ- sider working with a coach. Third, join a peer group or
ence—nothing more, nothing less. start one yourself. It is true that iron sharpens iron. De-
veloping EQ is not a solo sport, you will need to have
Developing EQ in Yourself and Others some people to rub up against. Leadership is a lonely
business; you need to have someone to talk to, a safe
Setting an EQ standard starts where every other cultur- environment to share and people who will tell you the
al development begins, with leadership. That would be last 10 percent—that bit of information most people
you. Based on the principle you read about in the last won’t tell you.
chapter, to develop a culture-wide EQ you will need to
start with yourself, beginning with your attitude toward “IQ builds products, but EQ builds companies and fol-
the people you are leading. As humans, we naturally lowings. So, as you step out today to lead, let your EQ
favor ourselves. That means, if I am an EQ-dominant lead the way,” Wyatt urges. “Develop your EQ, your
person, I will naturally be drawn to other EQ-dominant culture’s, your team’s, and your own. Do so, and you
people. The same is true for the IQ-dominant person. will have taken a big step in developing your following
This is fine for friendships. However, favoring one trait and your pro leadership abilities, putting yourself in a
over the other in your organization will create a culture prime position to be able to motivate the people you
of favoritism, resulting in dysfunction caused by this lead.” ◊
imbalance. As the leader, it is critical for you to have no
favorites, with the ability to defend both camps. By Merilee Kern, MBA

Developing EQ among your leadership team is a nec- Forbes Business Council Mem-
essary activity of pro leadership. These leaders realize ber Merilee Kern, MBA is an in-
they cannot succeed alone. As John Maxwell astutely ternationally-regarded brand ana-
commented, “If you want to go fast, go alone; if you lyst, strategist and futurist who
want to go far, go with others.” The extent to which you reports on noteworthy industry
foster EQ among the members of your inner circle is change makers, movers, shakers
the extent to how far your leadership team will go. To and innovators across all B2B
do this as a leader, you will need to start at the same and B2C categories.
place you did with your cultural EQ: your attitude. Lead-
ership development of any type is a process, not a des-
tination. It is a journey that never ends. When you stop
developing, you stop growing.

20 April 2021: Immersive Technologies in Marketing