Managing relationships & EI

Emotional Intelligence or EI and managing relationships.

Managing relationships with others is the fourth pillar of Emotional Intelligence or EI.

Recall that emotional intelligence comprises four pillars: self-awareness, self-regulation, understanding others and managing relationships.

You could check out my “Emotional Intelligence is vital” post for more insight.

Do you really need other people?

“No person is an island, entire of itself; every person is a piece of the continent, a part of the main.”

Taken from John Donne’s Devotions (1624)

I’ve changed John Donne’s quote a little because of modern gender correctness. The 16th and 17th century world of John Donne was markedly different to our enlightened utopia. That aside, the basic truth of his statement is unaltered.

The answer to the question, “Do you really need other people?” is a definite yes.

Even if you don’t like other people, you do need them. Subsequently, because you need them you must also become more adept at managing relationships with them.

Your networks are everything

You must build solid and effective relationships with other people in all areas of your life and work. We all must create and successfully manage such strong personal and professional networks. You also need to be able to operate effectively as key elements in the networks of others.

When the first three pillars of emotional intelligence are firmly in place, you can then begin effectively managing relationships.

Your relationships define you

Your friendships, family connections and working relationships define you. Modern life is nigh on impossible without them.

Even if it were possible to live entirely alone and isolated, from my perspective at least, it would be a miserable and pointless life.

What defines a relationship?

We can most usefully talk about the word relationship here as either the way in which two or more people are connected, or the way in which two or more people or groups think about, feel about, interact with and behave toward each other. The first part of the two-part statement above defines a relationship’s connection component and the second part speaks to the quality or nature of the relationship.

An example:

For example, a residential landlord may be said to be in a relationship with a tenant due to the fact one rents the other a dwelling; this is a straightforward relationship description based on connection.

You might also describe the situation by saying the landlord and tenant have an uneasy relationship; because the tenant is always waiting until the very last minute to pay their rent. This speaks more to the quality aspect of the relationship. A low-quality one in this example.

Your capacity for managing relationships has its limits

Relationships can fall anywhere on a spectrum running from strong to weak.

You will also have a huge number of relationships in your life.

Some you will be aware of and actively managing and some you may be aware of but have no interest in managing. There may well be some you are aware of but have no ability or opportunity to manage and yet more of which you are simply unaware of at any level.

How exactly will this help me?

This article series is about practical emotional intelligence in the real world.

Going along to get along is a great mantra to keep in mind. Improved emotional intelligence levels and balance will be of great benefit for everyone.

I work mostly with organisational leaders & managers

Because I tend to work mostly with organisational leaders and managers, I focus my own EI efforts in that domain. I help organisational leaders and managers develop their EI skills and mindsets.

Being a more effective leader or manager is all about managing relationships well. Building solid sustainable relationships with other people, groups and organisations.

Your personal magic starts here

This is where your magic begins to happen because knowledge, as they say, is power.

You can, and must, apply your new EI managing relationships knowledge to any life/work domain you choose. No excuses, you are in control now. This frees you to shine.

Intention, specificity and focus

As you will have been working on your emotional intelligence, you will be more self-aware and better able to regulate yourself. Also, you will have a better understanding about what makes other people tick.

Now, you are ready to look at your relationship with the world in general and more specifically other people.

You can now begin to consciously and intentionally identify, investigate and then classify the relationships in your life. Subsequently, you can redefine them if necessary or build upon them in new, interesting and beneficial ways.

When managing relationships, connection comes first

The connection always comes first. Better connections naturally lead to better relationships. Proactively managing relationships is eminently doable, because you have a surprising amount of control over who you connect with and which groups you associate yourself with.

You may not be able to choose your family and relations, but you can choose your own friends and associates.

There are always choices

Also, up to a practical financial and skill-based limit, you can choose where you work and often, who you associate with within that working environment.

You can choose who you wish to approach to initiate a potential new relationship and you can refuse some or all such approaches to you if you so desire.

Bear this in mind because it is important; you always have choices.

With no connection there cannot be a practical personal or business relationship.

Relationship quality follows close behind

If a relationship exists at all then it follows that the relationship has some sort of inherent quality which defines that relationship. This inherent quality can also determine the stability and durability of the relationship.

Any inherent qualities can be both positive and negative and can be symmetrical or asymmetrical within any relationship.

Some qualities can overpower others and take control of or even destroy a relationship if not managed and controlled.

A dysfunctional relationship example:

Suppose, for instance in a marriage, if one partner deeply mistrusts the other. This can lead to paranoia and stress.

The untrusted partner can become so upset with the suspicious atmosphere they seek external comfort and misbehave. They likely would not have misbehaved at all in a trusting environment. If this happens the mistrusting partner sees it as validation of their mistrust, and it has in fact become a self-fulfilling prophesy.

This is obviously not a high-quality relationship. Even if both parties split up and found other partners, one or both may inadvertently repeat the same negative behaviour with similar outcomes.

Unfortunately, managing relationships is always asymmetric

Any relationship is impacted by asymmetry. There can be unequal levels and intensities of high-quality and low-quality interactions.

However, it gets worse before it gets better, because whilst you had quite a bit of control over the connection, you can only ever have full control over one half of the quality; your own half.

This means you can always choose how you behave and respond, but you have no direct control over how the other party responds or reciprocates.

You can of course try to influence the other party or group but, if the situation is extremely bad the best thing to do may be to break the connection entirely and end the relationship.

Managing relationships is a deliberate & conscious creative act

The key things with managing relationships is that word managing.

You need to actively manage things. You need to manage the connections you make then you need to manage your contribution the quality of that connection.

Effectively managing relationships doesn’t happen entirely magically. Good situations need to remain good. Poor situations rarely fix themselves spontaneously.

Be proactive

The successful and effective management of a relationship is a deliberate and conscious act. Ideally this happens on both sides of the connection equation; these generally prove to be the better connections overall.

Communication, compromise, respect, trust, understanding, listening, compassion, etc… are all key elements of positive healthy relationships.

Always be checking in

You need to be constantly checking and monitoring to ensure these elements are front and centre. If they’re missing or disappearing, then action will need to be taken.

You must take charge and manage.

Bear in mind, if there are any issues, you may be the party causing the issues. Always be managing yourself first. Sort it out or break it off.

Creativity is also vital

I also used the word creative here. Creativity is an important component when managing relationships.

When things which have worked in the past stop working then you will need to get creative. Try something new. If it fails, try something else. Use your judgement here and don’t end up flogging a dead horse. Tenacity is a good trait, but stubbornness is not so good.

Relationships are not good when either party is too passive or too aggressive. Balance works best.

Is the EI puzzle complete now?

The four pillars are in place. You have all the tools required. However, your work has only just begun. Like the game of chess, the rules can be straightforward enough, but it can take at least one lifetime to get good at the game.

You’re more aware of emotional intelligence as both a concept and a practical learnable skill.

I recommend making EI and its development a priority in your life.

Your way forward with EI

Firstly, seek your own balance across the four EI pillars.

Then seek to raise your skill level in all the EI pillars equally and to as high a point as you can.

Life is not meant to be a spectator sport. Get involved in your own life and enjoy it to the max.

If you are not in control of your life, then someone else will be. Trust me, controlling it yourself is far better.

What next?

I hope you have enjoyed this article. If you have, please subscribe to either the blog or my newsletter to ensure you hear about subsequent articles and other useful and informative material.

In the meantime, you might also like to check out:

Emotional Intelligence is vital

Self-awareness and Emotional Intelligence

Self-regulation and Emotional Intelligence

Understanding others and EI

Doormats Are An Ultra-Passive Problem

Doormat picture with words The Doormat on it to represent the passive doormatsThe Doormats

They are the constant pushover, the too eager to pleaser and the avoider of conflict at all costs. They are the passive doormats of the organisation. I’m sure we’ve all encountered at least one such passive person in our lives. So how can these people ever be a problem to anyone? They won’t say boo to a goose. Think again.

This article takes a brief look at one difficult personality type you may either meet in work or have to manage in work if they are part of your team. This is one type you might not think is even a problem at first.

The ultra-passive Doormats or the people who just can’t say no.

They reject no request in an effort to please anyone and everyone who asks them to do something. Does this make them somehow super-productive? Does this make them dream employees? No way!

The Doormats are normally so over-subscribed and over-committed they end up pleasing no one. Doormats essentially and effectively educate those around them to take advantage of them because they are so passive.

What goes around comes around

Co-workers are often expected to take up any slack in order to keep the organisation, department or team in good standing. The grumbling will start and you will have to manage the fallout. This is all hugely ironic because the situation is often the direct result of the same co-workers taking advantage of The Doormats in the first place; all leading to the current overwork meltdown situation.

If you have a Doormat for a boss then are you in for a super-rough ride. They will take on too many tasks for the team, most of which cannot possibly be achieved, then to add insult to injury they will be too weak to defend the team against complaints about poor performance. Nightmare!

Passive people people problems go on and on

There are numerous other problems waiting in the wings. Ultra-passive Doormats can be a bully magnets. They sometimes take on small but mission critical tasks without telling anyone until they drop the ball and the smelly stuff hits the rotating cooler. They may also quietly filter critical information, up or down, often with the best of intentions.

Good intentions pave the road to hell.

All this happens because the ultra-passive Doormats do not like conflict and do not want to upset anyone.

How do you deal with the passive people problem?

Assertively managing difficult personality types at work can be something of a nightmare for many line managers and supervisors. Some managers seem to have the amazing knack of effectively and confidently with the difficult personality types they encounter. If they can do it why can’t you?

To get the low-down on assertively and effectively managing these and many more difficult personality types why not check out one of my latest books “Assertively Managing Difficult People” by me Andrew D. Pope

I hope you enjoyed this article and found it useful. If you did then please like it and share it. Every little bit helps in internet land.

You might also like the following related articles:

Passive-Aggressive People At Work

Hostile-Aggressive People At Work

Assertiveness Is What Exactly?

Passive-Aggressive People At Work

.two passive-aggressive people facing opposite directions

Passive-aggressive people at work

This article takes a brief look at three passive-aggressive (aka manipulative-aggressive) personality types you may either meet in work or have to manage in work if they are part of your team.

Passive-aggressive type 1 – The Countdown Kid

The Countdown Kid is a passive-aggressive type who is likely very near to retirement. However, they are not looking to go out gracefully with some class and dignity. No, they are looking to work their ticket. They will play the organisational system for all it is worth because they have an agenda.

At best they might be doing the barest minimum they can do to get by knowing you can apparently do little about it.

At worst they might be seeking to try and force the organisation into paying them redundancy, an early retirement deal or some other thing they feel is available and which will yield them more than mere retirement. They do not care who they have to annoy or disrupt to get it.

They are a common feature of many modern, especially large, organisations. In large part the organisations themselves have created the problems themselves. There are many opportunities for these people to play the system. Opportunities arise because of overly-complex HR policies and poorly thought out historically created employment packages. Add to this new rules and regulations in HR and employment law and it is clear to see the fertile ground such people confidently operate in.

Passive-aggressive type 2 – The Guilt Tripper

The Guilt Tripper is the person who never lets people forget. They never let them forget the bad treatment they believe they have had at the hands of bosses and workmates. They never let facts get in the way of a good story either. Although their moaning may have some small kernel of truth they will happily exaggerate and embellish. Take their stories with a big pinch of salt.

The Guilt Tripper blames everyone but themselves for their perceived misfortunes. They never miss an opportunity to tell people either because misery loves company. They will badger anyone unfortunate enough or daft enough to listen of their woe-filled tales.

If you do not give them a particular task or project they want they will moan on and on about how you “did the dirty on them” or “stitched them up” and generally held them back. Colleagues will get the same treatment if they are felt to have contributed to this heinous act.

They never seem to worry they might be wrong. They don’t acknowledge the reality of the situation because that would rock their world. Failure to succeed due to a simple lack of merit or some other valid reason holds no meaning for them. No, it was an unfair act directed specifically and callously at them and no one else.

Like other passive-aggressive types they are adept at recognising and pushing the emotional buttons of others. Guilt is a strong emotional button for most of us. They look for people who might either believe or support them. They also seek people who might easily cave in to their bullying passive-aggressive tactics. If you can smell the acrid stench of burning martyr it will likely be The Guilt Tripper.

Passive-aggressive type 3 – The Control Freak

The Control Freak is a perfectionist.  As such they are unwilling to and often almost incapable of delegating work to others. Even if they are capable of it they are often unwilling to do it. If The Control Freak does manage to delegate, or is forced to delegate, it makes little difference. They will simply try to micro-manage to such an extent they may as well have done it themselves anyway.

Because they seek so much control they will actively manipulate people and situations to gain that control. They are definitely passive-aggressive in nature and behaviour.

The Control Freak is consistently controlling with everyone they encounter. They cannot help themselves and will reveal their tendency despite any efforts to keep it hidden. The Control Freak is therefore relatively easy to identify. Their behaviour can be extremely domineering at times. The Control Freak could well have been placed in the hostile-aggressive section of my book.

Having The Control Freak on your team can be a motivational sink hole. Having The Control Freak as your boss can be even worse. Either way, morale can plummet.

What should you do about them?

The Countdown Kid, The Guilt Tripper and The Control Freak. Make no mistake, if these three are not properly controlled or dealt with, you will struggle. These passive-aggressive personality types and others like them, are dangerous. They are dangerous to your morale and mental well-being.  They are dangerous to the morale and mental well-being of your staff, teams and your departments.

Both the hostile-aggressive personalities, mentioned in the previous article, and the passive-aggressive personalities mentioned in this article, are bullies. Take a zero-tolerance approach to bullying. Assertively stamp it out. Either turn it around, neutralise it or eliminate it entirely. If you don’t then the toxic types, who use bullying as a weapon, will take control of your working world.

Assertively managing difficult personality types at work can be something of a nightmare for many line managers and supervisors. Some managers seem to have the amazing knack of effectively and confidently with the difficult personality types they encounter. If they can do it why can’t you?

To get the low-down on assertively and effectively managing these and many more difficult personality types why not check out one of my latest books “Assertively Managing Difficult People” by me Andrew D. Pope.

I hope you enjoyed this article and found it useful. If you did then please like it and share it. Every little bit helps in internet land.

You might also enjoy these related articles:

Hostile-Aggressive People At Work

Doormats Are An Ultra-Passive Problem

Assertiveness Is What Exactly?