The Defining Concepts of Emotional Intelligence
Transformation of leadership through emotional intelligence might be a new concept, but it’s a key aspect in any business. At 02:16, Johnson defines emotional intelligence as the skills and abilities to accurately explain existing behavior, predict future behavior, influence other people’s behavior, and control our own behaviors. Emotions are invisible, and they are not something you can control, but behavior is. You can act and respond accordingly if you make the right choices.
Importance of Focusing on Behavior Relative to Success
In everything that you do and in any interaction that you make in the business world, whether it's through sales, customer service, management, or leading your employees, there will always be something constant, and that is people. According to Johnson, having a solid understanding of behavior gives you an advantage over other businesses because you will be able to close more deals by identifying people’s behavior of choice. This will help you foster better relationships, create messages that resonate with people right on time, and be able to market more efficiently.
You’re not doomed to repeat the past over and over again; you can modify behaviors to get the best possible behaviors and produce the best possible outcomes. Behavior is a choice, and how you choose to behave ultimately determines your success and your failures. To hear more insights about how behavioral intelligence impacts business success, go to 03:27
Behavioral Intelligence versus Behavioral Control
The control aspect of behavior is completely internal, even when it comes to influencing the behavioral outcomes. You’ve zero ability to control other people’s behavior, and you can only control and modify your own behavior to facilitate the outcomes you want. According to Johnson, control is the ability to control self, while influence is being able to behaviorally control ourselves to influence the world and the environment around us. To learn more about how you can modify behavior to influence and impact behaviors around you, tune in at 05:06
What Leaders Should Focus on To Impact Relative to The Behaviors
Behavioral intelligence is founded on three core disciplines communication, psychology, and neuroscience. Human beings make an average of 35000 decisions in a single day, and behavior is a product of thoughts and feelings. This makes the ability to accurately choose the right decision for your right behavior at the right time the most important component in behavioral intelligence. According to Johnson, behavioral intelligence impact decision-making, choosing the correct behaviors, and identifying other people's behaviors in any leadership. To hear more about behavior and its relativity, go to 06:28
How Leaders Can Improve Behavior Outcome
At 08:07, Johnson explains how you can do benchmarking to align and improve behavior outcomes by aligning behavioral elements with biological drives. According to Johnson, behavioral element assessment helps them in identifying the core drivers that actually push some behaviors and to verify whether the behaviors are successful or leading to conflict. We all have four core biological drives of human beings “the drive to acquire, bringing in resources, winning competition, and learner,” but sometimes one of them may get more attention than the other.
Benchmarking behavioral elements can help understand what's driving the behaviors and focusing on the specifics that apply to each of those core biological drives. Johnson says that the assessment can also be done for teams and corporations to improve the understanding of the behaviors of their entire organizations in terms of diversity, identify shortcomings and develop behaviors that create a collaborative culture to get the best outcomes.
How To Leverage Behavioral Intelligence for Competitive Advantage
You can use behavioral intelligence to drive more revenue. At 14:40, Johnson describes how they leverage behavioral intelligence to increase their competitive advantage. One of the things they look at is how people sell, we’re all capable of selling, and Johnson says that we’ve been selling ourselves all our lives as friends, partners, or efficient workers. In their company, they look at different aspects that people use in sales and how they incorporate this in understanding their own preferences and style. So if you don’t like the face-to-face sales aspect, the sales cycle has different options that range from fostering relationships, making connections, building other people up, to solving people’s problems and challenges. Looking at the sale cycle empowers people to shift their mindset so they can do it.
To help others, they identify minute behavioral motivations that people have to help them exploit them to be better in that space. Johnson says they achieve this by understanding where their comfort comes from and helping them step beyond those comforts, not lock themselves into them.
How To Create Behavioral Intelligence Around Specific Behaviors
At 16:52, Johnson explains how to create intelligence around specific behaviors. After understanding where people’s core biological drives come from, the next step is establishing a balance.
The concept of balance depends on the scores you get from the behavioral assessment, and they communicate the range of balance of the elements. From his search, John admits that none of his scores came out balanced, but the search is important in identifying what they needed to be mindful of in their operations and in helping people understand the benchmarking process. They work with people to help them elicit, track and understand behavior to improve their intelligence, to enable them to create behavioral tools that can lead to productive behavior in specific scenarios.
The Calibration of The Benchmark on Competitive Argumentation
Behavior is neither good nor bad; it’s meant to fulfill a purpose. According to Johnson, argumentation is actually a good thing, especially when it comes to behaviors that people view as bad. This helps us understand that our behaviors have consequences. It gives us the ability to weigh out whether the behavior is worth it and whether it’s producing the social, personal, or individual result that we want or shift that behavior to something else.
Johnson has done a lot of advocacy work. He has worked with companies in terms of their crisis communications. From his experience, it pays to have an argumentative structure and framework for such positions. To listen to more insights about competitive argumentation, go to 21:02
How To Intelligently Deal with Difficult Behaviors and Difficult People
No matter how bad things are, you can overcome them and create different relationships. At 24:29, Johnson explains how you can help people change their behaviors by connecting with them, re-establish yourself, and using some influence tactics. According to him, understanding that you can't control somebody else's behavior is the first step to creating change.
The next step is learning how to control your behaviors so you don't have a heart attack because of somebody else's choices of behaviors. Separate the behavior from the person, and view the person as a human being and not an enemy. This way, you will be able to connect with them to work together to combat the real enemy, which is conflict.
Your behavior precipitates somebody else behavior. The power is within your hands because behavior is your choice, and other people’s behavior shouldn’t be your heart attack.
[02:16] The defining concepts of emotional intelligence
[03;27] Importance of focusing on behavior relative to success
[05:06} Behavioral intelligence versus behavioral control
[06:28] What leaders should focus on to impact relative to the behaviors
[08:07] How leaders can improve behavior outcome
[14:10] How to leverage behavioral intelligence for competitive advantage
[16:52] How to create behavioral intelligence around specific behaviors
[21:02] The calibration of the benchmark on competitive argumentation
[24:29] How to intelligently deal with difficult behaviors and difficult people