A few years ago, I found myself individually coaching both a manager and an employee at the same time.
The employee was super confident she'd get promoted, whereas the manager privately shared with me that she had no plans to do so.
Why the disconnect?
The manager admitted using the feedback sandwich technique, which is praise, feedback, then praise again, embedding that critical feedback in the praise, leading to false expectations.
Despite the manager's good intentions, the impact was damaging.
There was burnout for the manager for overcompensating.
There was a breakdown in trust for the employee, and ultimately, unachieved goals for the organization.
Having coached hundreds of leaders, this is just one of many examples that I've encountered where low emotional intelligence, EQ for short, leads to low results, and that's no surprise given the decades of research that show that EQ can boost profitability.
My fascination with human behavior started at an early age, where amidst family dysfunction, I witnessed firsthand how low EQ can leave a negative legacy.
And now, as a psychologist, as an executive coach, I'm passionate about drawing from my unique corporate and counseling background to bridge theory and practice when it comes to teams.
