Coach Michelle Cubas’ Special Report: Emotional Intelligence Overview of the Political Candidates

Disclaimer: On the surface without candidates actually taking the EQ-i 2.0™ assessment, these are my observations of their behavior during debates and on TV. I have drawn from several sources including MHS Reports and the EQ-i 2.0 assessment, Tony Alessandra’s Platinum Rule, and my certification as an Emotional Intelligence facilitator. Results are based strictly on observable traits. I have not met them personally.

What do you think? Please send your feedback to me.

These are the common themes and perspectives that emanate from the observable styles.
While reading, consider how these angles influence one’s perception of a place in the world. Please refer to the chart below, especially inter- and intra-personal categories, decision making, impulse control, and social responsibility. I am eager to see your additions to the chart!

Here are a few:

                                                  Measures of Emotional Intelligence

Take this self-assessment based on four basic styles based on a handwriting analysis:
Instructions—Use a sheet of paper and fold it top down in half.
In each half, draw these four shapes—

• Square
• Squiggly line
• Circle
• Thinker

Now, number the shapes in any order from 1-4.
Repeat the shapes in the lower portion, and number,
in any order, from 1-4.

Results: The top portion is a persona we show outwardly. The lower portion is what can show up under stress.

These are not personality types. They are observable behaviors and do not reflect gender.

Who Are You?
Director—This style wants control and pushes to the head of the line to get it. They are quick to decide, outgoing, poor listeners, unflappable, because they know everything, fast-paced, assertive, accomplish tasks, and command an audience. Like socializers they are a quick study, driven and stop at nothing to get results, admire efficiency, and demand competence. This is a hard style to provide input and feedback. When working with a Square understand they are abrupt, bordering on rude, have little patience for social “rules”, and dislikes slow paced people. Socializers make them nervous, because they see deftness on their feet as unpredictable. Square

Socializer—Don’t be fooled by the ease these enthusiastic leaders present to their teams. They want excitement and recognition; they prefer a lot of personal interaction; they are a quick study, and dazzle an audience. They are outgoing, fast-paced, quick to decide, assertive, value personal relationships, talks about big  dreams, and supports their concepts with colorful language to create a vision. Socializers drive squares crazy, because the squares underestimate the ease with light in the loafers. Not at all. These people a instinctive connectors and networkers. Squiggly line

Relater—Support this style. They want to contribute but not lead, appear quiet but they are thinking; highly sensitive and often shy, they need a lot of input to feel confident. Slow to decide, their personal relationships are immensely important to them. Their sincerity and warmth are welcome on teams. They project genuine concern for others’ comfort. When working with a Circle, invite them to participate without having them stand apart. Don’t yell at a Circle.

Thinker—Logic rules this style. They seek order, sequence, policies and procedures, compliance, law and order, and quiet uninterrupted time to do their work. This style pokes holes in everything because they consider both sides of an issue. That’s why they are slow to decide. Known to accomplish tasks effectively, thinkers get results through accuracy and their plodding time management. This style cannot be rushed. They prefer little personal interaction, so give the assignment and do not micromanage them. When working with a thinker be prepared, do your research, and be thorough with details. Bullying reduces the triangle’s effectiveness and they will not respond well. Triangle

• Someone must make the first move to reach out to another.
• Someone in a leadership position, must set the tone to begin the relationship.
• Individuals observe what behavior is rewarded in this environment.
• Listening is a key component to build trust.
• This skill assures the person they are “seen and heard.” 
• It underscores the person matters and is worth the investment.
• The listener must perceive a benefit to connecting with the individual; somehow their life will be improved by aligning with this person, especially a leader.
• People will walk through fire for team leaders who demonstrate by example what is important about their team.
• This aspect builds confidence that individual accomplishments matter for the good of all.

Please read a recent related post—When did you last repair someone’s trust?

As always, your feedback and experiences are invaluable. Please share them by leaving a comment. Nothing will be published without your permission. Thank you.

Business Literacy™ is directly linked with Emotional Intelligence (EI). The higher the individual EI, the greater the organizational Business Literacy.

•  Literacy includes competency in all business communications, presentations and writing skills as they apply to create a corporate strategy, promote a business message, or draft a memo.

•  Literacy directly affects the quality of internal communications including written and spoken transfers, which reduce errors and heighten clarity and transparency.

•  Literacy includes the associates’ pace of reading and comprehension to inspire critical thinking.

•  Literacy includes practiced and encouraged interpersonal skills like courtesy, manners, tolerance and awareness. It can be learned through an effective human relationship, communication style development program that has all in the company attending, particularly at orientation.

•  Literacy directly affects productivity and results of the entire company.

•  Practiced Literacy raises emotional intelligence across the business enterprise and within the company culture.