Young managers are usually expected to be more engaged and motivated when they get an opportunity to advance in their career. However, this career development sometimes flops and these persons begin to search for a way to exit the enterprise. The reasons behind that are the new responsibilities they face and that can make them feel frustrated, angry, or fearful of failure.
Nevertheless, many managers succeed in this kind of situation. Yet, how can you say who will be irritated by an unpleasant career-development change and who will respond positively?
Emotional intelligence is linked to it. According to a study of managers in a in a part-time MBA program, it appeared that a developmental experience is more likely to rise turnover intentions for managers with low EQ, because they cannot manage disagreeable feelings. But this is not the case for managers with high EQ.
Emotional intelligence is the skill to understand and manage emotions especially in the context of relationships. However, it plays a critical role in helping people go across difficult situations because persons with high EQ are able to regulate their emotions reducing thus their unpleasant feelings.
Developmental experiences can be very hard because they consist of learning new skills, interacting with new people, and solving non-routine problems. For instance, young managers who are designated to take responsibility for projects that involve considerable travel and logistical coordination can become frustrated at the number of details they have to master and by any lack of appreciation for their efforts. They will start to search for other opportunities outside the company and if they ever find one, the company will lose them and there is a big possibility they also will not be satisfied in their new job.
In order not to let this kind of situation happen, businesses have to emphasize their developmental efforts on the persons who have the best scores on standardized EQ tests. In this way, companies will ensure that people who go into demanding developmental experiences are psychologically ready.
But in reality, companies selecting persons with high-EQ will realize that they have a very small pool of individuals. An alternative could be to use knowledge about emotional intelligence to help young managers make it through developmental experiences.
First, gradually increase the level of challenge linked to development assignments. It is better to give these young managers more time or divide developmental assignments into intermediate steps so that they can still control their negative feelings.
Second, companies should often and on a regular basis examine the affective experiences of those who are undergoing developmental job assignments. They should also offer emotional support for those who are feeling stressed or overwhelmed by training them to reframe their current situations as positive learning opportunities or providing them with assistance from peers and supervisors.
Yet, to implement these managerial practices, you should consider your company’s approach towards emotions. How does your company judge emotions? Do senior managers see it is worthwhile educating people about feelings? Are supervisors and peers willing to support young managers?
Emotional experiences should not be neglected by any business: The flops could be very harsh and companies will start losing high potentials. On the other hand, when organizations show a concern about their young managers’ emotions, they will guarantee they will not lose their future leaders along the way.