Robin Hills provides expert tips for enhancing your emotional intelligence for better results at work.
- How to build the five domains of emotional intelligence
- A handy question for getting helpful feedback
- How selfishness can help us be more selfless
Robin is the director of Ei4Change, a company specializing in educational training, coaching and personal development focused around emotional intelligence, positive psychology and neuroscience. He has taught over 250,000 people in 185 countries how to build resilience, increased self-awareness and understanding of others. His educational programs on resilience and emotional intelligence cover the most comprehensive and detailed education of any emotional intelligence organization and are today used in educational establishments in South Africa and India.
Robin is also the author of 2 books and has through his work developed the experiential coaching methodology Images of Resilience to support cathartic conversations around resilience. He has delivered key-note speeches at conferences across the world including at Harvard University and sits on the North West Committee of the Association of Business Psychology.
- Robin’s website: EI4Change.com
- Robin’s courses: Courses.EI4Change.info
- Robin’s email: Robin@EI4Change.com
- Assessment: EQ-i 2.0
- Software: Filmora
- Software: Audacity
- Book: Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman
- Book: The 7 Habits of Highly Effective People: Powerful Lessons in Personal Change by Stephen Covey
Thank you, Sponsors!
Robin, thanks so much for joining us here on the How to be Awesome at Your Job podcast.
Yeah, it’s my pleasure to be with you, Pete. Thanks very much to invite me along to speak to your listeners.
Well, you’ve had some exciting occurrences in your career and I want to hear a little bit about how your experience as a door-to-door cosmetics salesperson impacted you to study emotional intelligence.
Oh, well, let me wind back the clock to this stuff in my career. I had a degree in biology that I just completed and I wanted to get a job in medical selling. This was an opportunity for me to utilize my biology degree, my knowledge, but at the same time, I wanted to get some more skills, some interesting insights into utilizing my biology degree in a different way.
And so, I applied for a number of jobs to become a medical salesperson. Unfortunately, after interview after interview after interview, I kept getting the feedback, “Well, you’re okay but we want you to get some experience. You haven’t had any selling experience.” So, I thought, “Well, where can I get my selling experience from?”
And I found in the local paper a job advertisement for a company called Avon, which sold cosmetics door to door, so I thought, “Okay. Well, I might as well apply for that and see what happens.” So, interestingly, I got offered the opportunity. I think they were desperate. But it gave me the chance to knock on doors and effectively sell.
But the interesting thing is I had a degree of success with it. So, I went along to one of the sales meetings at the end of this particular campaign, thinking, “Okay. Well, I sold £40, equivalent to about $60,” and the room was filled with must’ve been about 25-30 middle-aged women who are all good, successful Avon ladies and there was a little old me 20-year-old.
And they went through the recent campaign, the successes, and they said, “All right. Well, let’s have a look who sold the most this month.” And there was me having sold £40, so I was the top salesperson for that particular region for that particular quarter.
Oh, a whole quarter of sales. Oh, my.
That was a whole quarter of sales. So, I was really, really pleased with it. I was actually awarded as a prize six new brochures to help me to promote the next campaign.
I see. And did you develop some emotional intelligence insights along the way in your sales career that boosted your performance?
This was about the time that Peter Salovey and Jack Meyer at Yale University were starting to write their academic papers about emotional intelligence into the world.
But during that time, I had a very successful sales career in medical selling, selling into the London teaching hospitals, and I recognized, whilst I was doing that, that there were certain doctors that I was selling to who I had really good engaging conversations with and I could develop deep relationships with them. And that came about through something I didn’t know and I didn’t understand, and I don’t think anybody else really knew or understood at the time.
Here we had groups of intelligent, cognitively intelligent people, and some of them were very easy to engage with and some weren’t. And it was only until I’d read Daniel Goleman’s book that I suddenly realized, “Ah, that’s the answer.” Those doctors that were good at engaging and good at developing relationships and communicating well had, what we now know, as emotional intelligence. They had an ability to work with their thinking, their cognitive intelligence, and work with their emotions to build up authentic relationships, communicate, and make good decisions.
Well, that all sounds like great stuff and we’d like to have more of it. I’d love to get your take then. Can you offer – it sounds like you maybe just did – with how you define emotional intelligence, as just that?
That was just it. Let me repeat it. It is very simple. It’s quite a complex construct but emotional intelligence is being smart with your thinking in order to utilize the way in which you’re feeling about situations to make good-quality decisions and build authentic relationships. And by so doing, you improve your wellbeing. And by so doing, you’re able to manage your stress and motivate yourself and motivate other people. I’ve expanded on the definition a little bit there. Basically, emotional intelligence is being smart with your thinking to utilize your emotions effectively.
Okay. Certainly. Well, that sounds handy. I suppose there are those who…I guess let’s talk about the emotional intelligence skeptics who’d say, “You know what? That sounds soft. It’s not like a hard skill like finance or Python or something. And it kind of sounds like a catchall for sort of everything in terms of, hey, when we’re thinking and we’re interacting with people.” So, do you have a message for the skeptics in terms of just what kind of an impact, quantitatively speaking, might we expect this to make for professionals? And to what extent is it learnable versus, “Oh, you’re just a natural with people. You just have a calm temperament, Robin”?
Well, the interesting thing is, this has come out through the research, is that cognitive intelligence is fixed about the age of 18, so by the time you’ve gone through your teens, your cognitive intelligence is a fixed quantity. It won’t change. However, your emotional intelligence can change and will change with learning up to about and beyond the age of 70. So, we both still got plenty of time to become more emotionally intelligent.
Now, emotional intelligence is not an easy thing to work with, so the skeptics, more often than not, they’ll diss emotional intelligence and, more often than not, they’re the ones that don’t have a lot of emotional intelligence. They don’t have this open mind to be able to embrace something that is outside of their comfort zone. Cognitive intelligence is something that you can quantify. The finance side, the technical side, the Python part that you were talking about, all of that is very easy to learn. It’s quantifiable.
Emotional intelligence tends to be a lot more nebulous. So, to the skeptics, I would actually just say to them, “Well, you actually take your emotions to work with you whether you like them or not. You don’t leave them in the trunk,” using the American terminology, You don’t leave it in your car. You don’t leave it at home. You take your emotions with you and you need your emotions because your emotions will actually help you to make the decisions that you need to make. Without emotions, we cannot make decisions.
And this is being proven time and time again, that in order to make decisions, just a simple decision, “Shall I have a cup of tea or shall I have a cup of coffee?” requires an emotion. It requires you to have a preference for one over the other. So, once you actually understand the basics behind emotions driving decisions, you can actually then start to think and work with emotions more effectively by saying, “Well what is it that I need to do to utilize my emotions well in order to make better decisions?”
And to put it into some kind of quantitative context, and I do not want anybody to quote me on this because this is not confined to memory, but I believe it’s been said that people who have one or two points of emotional intelligence that they have improved upon and they’ve learnt can increase their salary by about $30,000, so this is something well worth considering. I mean, whether the figures are right or not, it doesn’t matter. The important thing behind what has been said is that you can actually increase and improve your career prospects by improving your emotional intelligence.
And so then, could you perhaps walk us through a story of a person who had lower moderate emotional intelligence on either overall or on a particular sub-dimension of emotional intelligence, what they did to improve it, and then the cool benefits they reaped as a result of having done so?
Yeah, I’ve actually worked as an emotional intelligence coach for a number of years, helping people in terms of working with their emotional intelligence. The first aspect of that is to look at defining their emotional intelligence, quantifying it, using a robust scientifically validated emotional intelligence assessment. And the one that I prefer to use is the EQI 2.0, which was developed by Reuven Bar-On back in the ‘90s. He’s an Israeli psychologist and his work has been repeated time and again in terms of looking at this assessment.
And the beauty of the Bar-On assessment is that it can actually help to increase self-awareness around what a person’s call strengths are, what their gifts are, what their qualities are, that they can actually then take into the workplace, and say, “This is what I’m good at. So, if I do a role which is helping me to support these talents, these gifts, these capabilities, I will be able to do my best work.”
Now, what we will also then look at is how those are balanced, again, things which get in the way, and sometimes people will have components of emotional intelligence that are not low. They’re actually moderate to quite high, but the blend of all the other elements of emotional intelligence means that they get in the way and it causes some issues. It causes them to have liabilities.
Somebody, for example, might be too empathetic. They might be too good at understanding things from people’s perspectives so that they can’t help or make a rational decision to support that person because they think, “Oh, I know that by doing this, it’s going to upset them.” So, we look at something like empathy, and say, “Right. How can you take that bit and drop a little bit down on the empathy?” And it might be a case of moving up their assertiveness or moving up something around their emotional intelligence, whatever it is, and looking at ways in which we can take the person as a whole and move them from a point of, “I’m actually doing really well here,” to, “I’m actually doing excellently here.”
The beauty of this is that, through coaching, through a period of three to six months, and working on various parameters, we can actually see improvements.
I was working with somebody who had lost their job not through any fault of their own. Their role was made redundant and, through that, they found themselves looking for another job. So, they got in touch with me, and we sat down and we had some conversation around what it was that he was wanting to do and we put together a plan, and I said to him, “Well, I think what we ought to be doing is looking at building your self-awareness through an emotional intelligence assessment, through the EQI 2.0, so you’ve actually got something to talk about at the interview, you’ve actually got something to work on.”
So, we agreed, we did the assessments, and we actually utilized some of the information that came out of the assessment to reconstruct his resume. Around what it was that he was good at and how he applied his emotional intelligence in the workplace so that he had some really good stories to answer questions around the interview.
He went through three or four interviews before he actually got a job that he was really pleased with and was an absolute perfect fit.
And, off the top of my head, I can’t remember how long he’s been there as the CEO, the managing director of this company, but I think it’s probably in the region of about five or six years.
And I spoke to him during the lockdowns that we have in the United Kingdom here during the pandemic, and he was saying that he has still managed to keep the company afloat, going well, and he’s got some brilliant plans for the future.
Okay. So, then by engaging in some of that stuff, we got some self-awareness by which you’re able to have some compelling resume or CV content and interview stuff which made a great impression so as to make opportunities come about. So, that’s cool. Well, then so tell us, this EQI version 2.0, I don’t remember if this is the one I did. This was so long ago. But I guess what I found a little tricky is that, you tell me, does this rely on me saying that I do things frequently, or not frequently, or some of the time, or most of the time? Or, how does the assessment work?
Yes, it’s very much as you described there, Pete. There are 153 questions which are measured on what’s known as a Likert Scale. So, you strongly disagree at one end of the scale with a statement, and you strongly agree with a statement at the other end of the scale. And through the statements that you are agreeing or disagreeing with, the actual results are constructed from the answers that you give. Now, within the EQI 2.0, it’s 153 questions because three of those questions are what we would call red herrings. They’re in there to test whether you’re actually trying to game the system. So, there are little tests in there just to check and double-check.
But, to go back to what I was hearing with your point, it is a self-assessed assessment so it’s going on the answers that you give yourself. Now, with there being so many and quite a few of these statements are double negatives, it’s very difficult to try and come out favorably and to work the system in a favorable way towards yourself unless you know what to do. Most people don’t.
But then to help and to build upon it and to create a more robust way of looking at a person’s emotional intelligence, and because emotional intelligence involves relationships, the great thing about the EQI 2.0 is that it’s got a 360 so you can go out to various people, both inside and outside of work, in order to get their views around how you’re working with them, how you’re utilizing your emotional intelligence.
So, you’ve got your own assessment, and then you can actually look at, “Well, this is what your manager is thinking of you. And this is what your colleagues, who are at the same level as you within the organization, are thinking about you. And this is how the people that report into you are thinking about how you’re using your emotional intelligence. This is what your family and friends are saying.”
Now, somebody who is very good at emotional intelligence along all the levels will have consistency, but most people don’t. They might be very good at influencing their leader or their manager, very good at influencing their colleagues, but they have a particular behavior when they’re trying to communicate and influence people who report into them, and they might be a completely different person outside of work, so it really does give a lot more robustness to the assessment, a lot more depth, a lot more dimension to it, and it allows for some really cathartic coaching conversations.
Cool. Well, so we got 153 questions, and you mentioned a number of these parameters or dimensions, like empathy and assertiveness. How many dimensions are there and can you name them?
So, within the EQI, there are five facets so let’s have a look at each of the facets in turn. The first one is self-perception. So, that’s how you perceive yourself in the world, so it’s what goes on in the world of thought and feelings. And that then leads into self-expression. So, this is looking at how you are expressing yourself. So, it’s looking at some of the components which include the assertiveness component, but it’s also looking at emotional expression.
And that then links into interpersonal relationships. And it’s within the interpersonal relationships that you will be looking at how you’re engaging with other people, so we’ll pull in the facets of empathy. It’ll also pull in other facets such as your social corporate responsibility. That then links into decision-making. So, this is looking at how you are going about making decisions. So, it’s looking about how you go about solving problems, how you are going about working with reality. So, these are some of the components of the decision-making facet.
And the decision-making facet then feeds into stress management. And within stress management, you’ve got things like stress tolerance, resilience, you’ve got optimism, and you’ve got things like perfectionism in there. And all of those are measures, they’re measured within the EQI 2.0. The stress management facet then links back into self-perception. And overarching all of that is wellbeing and how you’re feeling about how things are going within the world and your contribution towards that.
Okay. So, I’d love to get your take then. So, we’ve got these five facets: self-perception, self-expression, interpersonal relationships, decision-making, and stress management. What is your favorite, let’s say, exercise, assignment, tool, thingy people can do, if you will, if that’s the scientific term, that makes a big impact in each of these five facets?
Yeah. Well, this is a very interesting little exercise that I’ve ran in my live workshops when we’re able to run live workshops. I’d say, “Right. Get your mobile phone out. What I would like you to do is to text three to six people, three to six of your friends,” “I’m in a training workshop and I’d like you to feed back to me some of my key strengths on what it is that you like about me.”
And quite a few people are a little bit reluctant to do that in the first instance but they do it, and then they’re sitting there with the phone in front of them, and the phone keeps pinging, it’s all these messages come in, and people will look at them, and they will read these messages, and I can feel the positive climate rising within the room as people are getting feedback in a very affirmative way around what their friends and family like about them.
And, more often than not, people will come up to me, and say, “Ooh, this is what somebody has said about me,” and what I say to them is, “Well, how do you feel about that? What are your thoughts around what you’ve just been told?” “Well, I thought that’s what I did well but I’ve never been told before,” or, “I didn’t know that they valued that in me.” And that’s a very simple little exercise that people can do. Look out for good feedback from family and friends. So, when people say to you, “You’re good at doing this,” our automatic reactions are kind of dismissive as if, “Well, everybody does that.” Well, no, they don’t.
What are your core strengths? What is it that people see in you? What is it that people value in you? If you don’t know, ask them. If you’re embarrassed to ask them, send them a text, “I’m in a training session.” Give them an excuse, whatever, but get the feedback. And you’re not asking for any negativity there. You’re asking for positive feedback around what people value as your qualities. And people are very, very generous because they like their friends but we don’t often tell our friends why we like them because it just doesn’t sound right, or it sounds trite, or it doesn’t come across the right way, or we do but people don’t listen to the compliment.
That’s great. Okay. So, that’s quick, it just takes a couple minutes, and you could get a nice upgrade, like you might be surprised in terms of, “Huh, three out of the six people said this, and I didn’t even think that was anything special.” As you said, with strengths, we tend to think, “Oh, everybody does that,” but they don’t.
They don’t, no. And if I want to know what my weaknesses are, I just have to go and ask my wife. She’ll give me half a dozen I’ve not even thought about, so don’t go there. Don’t go there. “Look, I’m going into an appraisal tomorrow with my manager, can you give me some feedback around what I’ve done well over the last three months that you really value.” “I’m going for an interview tomorrow. I’d like to know what it is that you really value in me as a mentor.” Three to six people. Wait for it to come through. Enjoy it. Build yourself up. Go into your interview. Go into your appraisal with some good evidence, and you can look the person straight in the eye, and say, “This is what I’m good at because this is what people tell me I’m good at.”
And then how about for self-expression? What’s the quick prescription for a boost there?
Well, in terms of self-expression, how are you expressing your emotions? Are you expressing them in an effective way? So, if you’re feeling annoyed with somebody, what do you do? How do you express that annoyance? Are you angry with them? If you are angry, really angry with them, do you go home and kick the cat? Do you go home and take it out on the wife? Or, do you have a way of actually managing that anger and working with it in the most appropriate way?
Now, anger is a very easy emotion for us to talk about because there’s a high level of intensity around it. But how about if you’re feeling anxious? How are you working with anxiety? We’re not trying to get rid of anxiety or feelings of anxiousness because they actually serve a purpose, indeed, as does anger, but let’s look at anxiety.
Prior to me coming on to speak with you, Pete, I was feeling mildly anxious. Good. Because I need that emotion to physiologically put me in the right place and mentally put me in the right place so we can have an engaging conversation. Without that, I wouldn’t be in the right frame of mind to be able to come along and be interviewed by you. So, let’s not try and get rid of anxiety. Let’s recognize the quality that that emotion will provide in me, in the way in which I’m engaging with the world, and work with it and embrace it. No, I don’t like feeling anxious any more like any other person does, but it’s an important emotion.
So, how do you express your happiness? How do you express your pride? How do you express your fear? And how do you express your concerns and frustrations? I’ve mentioned, what, half a dozen emotions there. There are probably between about 3,000 and 27,000, depending on which research paper that you read. Well, we’re not going to go through all of those tonight, but let’s have a look at a kind of myth out there.
And I think in terms of emotional intelligence and in terms of psychology, there are psychologists and emotional intelligence practitioners that fall into the trap of labeling emotions as positive and negative. Well, emotions are emotions. They’re not good or bad, black or white, valuable or invaluable. They are emotions, and it’s what we do with them, how we behave, that is positive or negative. Not the emotion itself.
Anger, for example, is usually labeled as a negative emotion. Well, if people don’t get angry, what are they going to do to right a wrong? How are they going to use it to motivate themselves to overcome an injustice? So, that’s an appropriate use of anger. That is anger being positive.
Happiness, “Oh, that’s a positive emotion.” Have you tried communicating with somebody who’s deliriously happy? “Hello, trees. Hello, flowers. Hello, grass. Don’t worry. Be happy.” They take far more risks. So, we really want to be able to work with and blend our emotions and express them in the right way. Get away from positive or negative emotions, “This is the way in which I am feeling at the moment. These are the reasons. Let me express myself in the most appropriate way.”
Okay. Thank you. And then for interpersonal relationships? Is there a top suggestion you recommend to upgrade that?
Well, I think, one of the key components there is empathy. How do you see people’s viewpoints from different angles? And the best way is to ask them how they are feeling, how they are thinking. I think the other core component of empathy that most people completely overlook is this ability to listen, to really truly listen to what the person is saying. So, it’s going beyond the words they’re using and picking up on subtle cues in terms of body language, facial expressions, gestures, the way in which they’re utilizing their voice.
So, empathy is something that I would encourage people just to try and get better at. And the way to do that is to, when you’re watching a movie or when you’re watching television, just watch how the actor is actually expressing their emotion through the way in which they’re using their body, they’re using their voice, they’re using their gestures. They’re using the words, just watch out for it, and think, “Am I actually understanding this emotion?”
And that’s an easy way to actually look at ways of developing empathy so that when you see it in some of the people you’re working with and you’re leading with, you can actually then think, “Ah, this is the emotion I am perceiving. Am I correct?” and it will help you in terms of asking the right question in order to test your hypothesis.
I think what we do tend to do in empathy, “Oh, I can see that person is angry so I’ll go and interact with them in a way that helps me to deal with the anger that I’m perceiving.” And it might be that the person is not angry. They just happen to be frustrated or they just have a certain intensity and wanting to communicate to that particular moment in time. So, I think the important thing is to take our judgments as hypotheses, go out and test them.
Okay. And when it comes to decision-making?
Decision-making is another interesting one. How do you go about making decisions? How do you utilize your creativity to solve problems? Often, we talk about brainstorming as a way of going and getting ideas, new ideas about doing things. And I’m quite a fan of the SCAMPER technique which is well-used in creativity to help people to look at problems, to look at situations from a different perspective.
So, without going into too much detail about all the components of SCAMPER, it’s taking something and blowing it up to a very large size. It’s taking something and it’s minimizing it down to a very tiny size. It’s reversing it. It’s actually looking at it from a number of different ways in order that you can actually then say, “Hmm, if I was to do it this way, I would get a completely different solution.”
A very good example is the ballpoint pen. If you actually magnify that and increase it up, it actually then becomes a bigger unit with the ball on the end, and that was the impetus for people to develop the roll-on deodorant. And that came from looking at the SCAMPER technique.
And that’s Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Rearrange.
And when you’re thinking about something, you can just kind of, “Hey, how do I modify this? How do I substitute this?” and sort of new things come up. So, that’s cool. And then how about for stress management? What’s your top tip there?
Well, for stress management, it’s actually recognizing what it is that causes you stress, because what causes you stress, Pete, is going to be completely different from what causes me stress. And what causes me stress on a Monday morning might be completely different to what causes me stress on a Friday afternoon. So, it’s having this self-knowledge, this is why it links back into self-awareness.
But in terms of stress management, it’s knowing how you can manage your stress in the most appropriate way. What is it that is right for you? Now, some people might go and do some shadow boxing, do some boxing, hit a punchbag, and utilize their energy that way, and they may do it in a competitive environment.
Some people go and play squash. Some people go for a jog. Some people will just like to sit and watch the television. Some people will read a book. Some people will play with their kids. Some people will take their dog out for a walk. Some people will sit and listen to a piece of music. What is it that you need to do on a very regular basis to actually reinvigorate and reenergize yourself, and to actually take some time out of your daily working life just to take that moment of looking after yourself, and just taking some time out to reenergize yourself?
I’m a great advocate of people being selfish. And what I mean by that is not being selfish, “Me, me, me, me, me,” all the time, “This is what I want. This is how it’s going to be.” That is selfish. That’s not what I mean. What I mean is that people should be self-ish. They should actually look after themselves because by doing that, they’re then in a better position to be able to help other people.
And when we fly, the cabin crew, in the case of a decompression, are suggesting that if the oxygen masks come down, you put your oxygen mask on yourself first before you help another person. And it’s exactly the same way in terms of working to be self-ish. What is it that you need to reenergize yourself physically, mentally, and spiritually in terms of getting to a point where you feel that you’re at one with yourself and being the best that you can be?
Another example is we may be very good as leaders at delegating and putting responsibility onto other people to help them in terms of their development, but there are certain things that other people could not do for us. And one of those is nobody else can go and have a cup of coffee on my behalf, nobody else can go to the toilet for me. So, those are opportunities to just take a break just to refresh and get it back into a point where you can engage with the world in an appropriate way.
We all go to sleep at night. Now, I don’t know, Pete, I’ve never come across anybody who’s capable of putting their head straight on a pillow and zonk-o, they’re gone. There’s that period when we get into bed and we just lie there on the pillow, and waiting for sleep to come. In that time, you can actually then start to think, “What are some really good things that have happened to me today? What is it that’s gone well? What have I contributed towards?” Then you can concentrate on your breathing, your breath, and you can build in kind of meditative mindfulness techniques if you haven’t got time to do them any other time during the day.
So, these are all little hints and tips just thrown out to the four winds just to help you in terms of looking at stress management.
All right. Thank you. Well, now could you share with us a favorite quote, something you find inspiring?
by Aristotle, “Anyone can become angry but to be angry with the right person to the right degree at the right time for the right purpose and in the right way, that’s not easy.”
And how about a favorite book?
I keep going back to the work of Stephen Covey which I read at the turn of the century and got introduced with then. And a lot of his work is really around his The 7 Habits of Highly Effective People. And I think to actually practice all of those habits, to the way in which Stephen Covey defines, is incredibly difficult, so it’s something that I aspire towards.
And how about a favorite tool, something you use to be awesome at your job?
I’m actually producing a lot of online courses, and I found that, as technology has improved, the tools have just got better and better and better. There are some brilliant pieces of software out there that I use in my work, Filmora, Audacity. And utilizing these tools helps me to get the message of emotional intelligence out there.
Oh, sure. And is there a particular nugget you share that really seems to connect and resonate with folks; you get them quoted back to you often?
I think the quote that resonates with me and is quoted back to me often is going back to the Aristotle quote. People get a lot from that, and they will say that they really find that there’s a lot of power and a lot of strength within that. So, just bringing that into people’s awareness helps them to understand that, hey, we’re all human. We get it wrong. Sometimes we get it right.
And if folks want to learn more or get in touch, where would you point them?
Come along and have a look at the EI4Change website – EI4Change.com, or you can go to Courses.EI4Change.info to have a look at our emotional intelligence courses. Get in touch with me. I’m more than happy to engage with people through social media, LinkedIn, Facebook, Twitter, Instagram, or get in touch with me direct Robin@EI4Change.com.
All right. And do you have a final challenge or call to action for folks looking to be awesome at their jobs?
If they’re looking for a job, the call to action is look inwardly, look at your strengths, recognize them. Go out, live and breathe them. Don’t worry about your weaknesses. Don’t worry about trying to take something that is bad and make it not bad. Look at things that you are excellent at and excel at, and master them. Become capable of doing them in the way that only you can do.
All right. Robin, thank you. This has been a treat. And I wish you all the best in your emotional intelligent adventures.
Thank you, Pete. It’s been a pleasure.