Emotional intelligence was popularised in the mid-1990s as “EQ” and touted as a way to excel in business by psychologist and science writer Daniel Goleman. But what exactly is emotional intelligence? And how is it different from intelligence quotient (IQ)? Can one or the other make our lives better?
It turns out achieving our potential requires a little bit of both – and the complex interplay is the place where all sorts of magic and creativity happen. In fact, new neuroscience studies show that we need a combination to learn new things, take on new challenges and do better overall in life.
Take part in our exercise below by noting down a simple “yes” or “no” for each question below to learn more about your preferences and strengths.
If you answered yes to questions 1, 2, 4, 6 and 9, you lead in life with emotions and potentially have a high EQ. If you answered yes to questions 3, 5, 7, 8 and 10, you enjoy using reasoning and analysis in life, and potentially have a high IQ. If you answered yes to a few of each, you enjoy the best of both worlds.
Consider taking a few moments to sharpen your skills.
| Support your EQ: – Observe your feelings through meditation, journalling or self-reflection – Welcome feedback – encourage co-workers to share, and learn from their observations – Take a deep breath to slow reactions and thinking and calm any situation |
| Support your IQ: – Learn a new language – it actually helps with negotiating and problem-solving – Ensure you’re getting enough sleep – losing even two hours a night can take two points off your IQ – Use a map instead of GPS – using problem-solving, spatial, logical and cognitive muscles keeps them sharp |
Sources: fool.com; medium.com; entrepreneur.com; sonoma.edu; 6seconds.org
Bear market of 1974The severe bear market of 1974 threatened the existence of Raymond James, which was bleeding capital by the day. Tom James, his father and other leaders took extreme measures to keep the firm afloat, slashing costs, forgoing pay checks and even attempting to sell the firm for just enough capital to protect client assets and retain as many associates as possible. The story could have ended very differently if not for a sharp upturn and continued rebound in the stock markets late in the year. |
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Black MondayOn 19 October 1987, the stock markets experienced a dramatic plunge that prompted many firms to shut down their trading desks and turn off their phones to minimize internal losses. Raymond James refused to do the same. Our desks stayed open to help meet clients’ needs, resulting in our first and only unprofitable quarter since the firm went public in 1983. |
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Who was Raymond James?The Raymond in our name is actually from Edward Raymond, owner of a 15-employee mutual fund sales group, Raymond and Associates, along Florida’s west coast. He sold his company to Bob James on 15 July 1964, on condition that the surviving firm be called Raymond, James & Associates. Three days after the sale, Ed Raymond was involved in a near-fatal automobile accident and never joined the firm. Nonetheless, even after Raymond had passed away, Bob James insisted that his name remain on the door – ahead of James’ own. That was a promise he made to Ed Raymond three days before the accident, and Bob James was a man who kept his promises. |
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Taking Raymond James PublicWhen consideration was being given to taking Raymond James public, Tom James penned a letter to shareholders (largely employees at the time). ” … the public offering should be considered as a statement of our independence. While this is a psychological rather than an economic rationale, it is nonetheless very important. We have asserted for some time that we are not interested in becoming a small part of a very large corporation. That assertion results mainly from the inclinations of management rather than the economic benefits associated with either alternative. The public stock offering affords us the opportunity to enjoy a little bit of the best of both worlds. While shareholders will be given liquidity at fair market value, we will still have the ability to control our own destiny.” After 40+ years of Tom’s leadership, upon becoming CEO, Paul Reilly was often questioned about whether the company might ultimately surrender its cherished independence and be acquired by some larger entity. His response: “Not while I’m around.” It’s a theme that continues today. |
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