But what I would say the major contribution here is the ability model which positions EI as a standard intelligence that has its own unique set of mental abilities, four fundamental emotional related abilities that support problem solving.
What are those four?
Yeah, the four are perception and expression of emotion. Using EI to facilitate thinking. The understanding of emotions. And the management of emotions.
And those abilities are correlated.
They work along with other intelligence and evolve as we mature.
And so, Dan, you came across their article in your work as a science journalist at the New York Times.
Why did it stand out to you? Why did you want to write about it?
When I saw that article and I saw the oxymoronic phrase, as Susan said, emotional intelligence, I loved it.
I thought this is what I’d been looking for.
I had been writing in the New York Times about new findings on emotions in the brain.
The 1990s were called the Decade of the Brain, and there had been a troubling event in a school in New York City, some violence.
And I started writing about what I was then calling emotional literacy, saying we should be teaching kids how to manage their emotions. They’re getting out of control.
And I decided there was a critical mass to write a book.
And when I found that rather obscure article that Mayer and Salovey had written, I thought, “This is the name of the book.”
Yeah. And so, how did you build on Salovey and Mayer’s work in a way that made it more practical and usable for a business audience?
Actually, I didn’t really build on their work.
I took their concept that emotions matter.
And my own model has four parts.
I call them self-awareness, self-management, empathy, relationship or social skills.
Those are the four domains and the different competencies nest in those domains.
I went back and started working with Richard Boyatzis, who’s now a professor at Case Western Reserve University’s Weatherhead School of Management, and we developed a model looking at the competencies that distinguished the very best performers in leadership, in teams, and so on, from mediocre ones.