Dishing the Dirt on Emotional Intelligence
Guys, Josh here with Greatest Human In The Universe, dishing the lowdown on how to lead with emotional intelligence.
I can’t count how many times people ask me about this topic. And I can’t say that I blame them.
Emotional intelligence is one of those hot button issues that people love to talk about and feel that they need to understand.
But if you ask them to define it, let alone practice it, they might not be sure just how to do so.
That goes double for the workplace.
Lead With Emotional Intelligence In The Workplace
In today’s workaday world, let’s remember that feelings are far more important than facts. Actually, contrary to talkalots like Ben Shapiro, while facts might not care about your feelings, facts are in fact mostly irrelevant in the 21st century.
>>> Fact: The world we live in isn’t dictated or governed by facts, but feelings and emotions.
What luck for employees that today’s major corporate executives are emotionally in touch with their employees.
A survey conducted by our bespoke information firm, Buford Schuck Research Associates, concluded that 97% of Fortune 500 executives have implicit or inherent knowledge of employee feelings.
Buford Schuck estimates, however, that just 25 years ago, that number was down to 3%.
And that’s not all. Buford Schuck also notes that employers across the country are beginning to see that employees don’t just want to be valued, they want their leaders to feel their pain.
A Middle Manager Who Chose To Lead With Emotional Intelligence
The best example of leading with emotional intelligence might come from 55 year old Milton Sugarheim, of Sarasota Technics, a $13.7 billion venture founded on the premise of enhanced blue polymers, most often used in the quantum accumulators of teleportation technology.
But what you need to know about Sugarheim has nothing to do with blue polymers and everything to do with vibrations….
Pour Some Sugar On Sugarheim
One of the top three middle managers at Sarasota Technics, Sugarheim began his journey to lead with emotional intelligence by doing something that most managers and executives would chortle at: he lay down on the floor.
“It was a random idea,” Sugarheim says. “I was watching Nova’s Decoding the Universe: Quantum, and I started thinking about vibrations. And I thought, Gee, I wonder what kind of vibrations are coming through the floor. That’s when I lay down in my office and the magic started to happen.”
Beginning each day on the floor helps Sugarheim “get in touch with the vibrations” of his employees.
“The floor, is the optimal location for vibration accumulation,” says Sugarheim. “It’s the part of the building that the employees have the most contact with throughout the day. Whether directly or indirectly, they are in contact with it.”
Yet the more Sugarheim persisted in this floor feeling exercise, the more he grew dissatisfied with the vibrations he was experiencing.
He came to see that these vibrations were blunted, as he called it. And after many days of meditating on this shortcoming, he finally discovered why.
“If you want to lead with emotional intelligence, you’ve got to get in touch.” — Milton Sugarheim
“I was lying on the floor as per usual in the A.M.,” said Sugarheim, “and suddenly felt intense vibrations, vibrations that went way beyond what I had experienced until then. This was new and exciting, sort of like the first time you use anal beads. Anyways, I leapt up, and followed the vibrations to a cubicle, and the employee there had removed her shoes. I almost asked her why she had taken off her shoes, but the vibrations had already told me. ‘You have a sore toe, don’t you,’ I said. She began to weep and said, ‘That’s so sensitive of you, I haven’t told anyone, how did you know?'”
Sugarheim Bares His Soles With Technique Aplenty
Sugarheim was so moved by this experience that he implemented a no-shoe policy in the office.
The next morning, he recalled that his floor ritual was now “charged with a billion megawatts surging through my hemispheres. I sensed everybody and every particle. It was like all of my employees had penetrated my body.”
Sugarheim Gives The Palm
Sugarheim experimented with other techniques, such as “giving them the palm.”
In this technique, Sugarheim stands in the corner of the office so that he can see all the cubicles at once.
He then holds out his palms and closes his eyes. He waits a few moments, then feels his way through the office with his feet using the sanchin dachi stance. With every exhale, breathing out “Let hearts be open”, he seeks what he calls “trouble spots”.
Speaking of Trouble
Trouble spots are those employees whose vibratory patterns seem to Sugarheim to be hostile or vibratorily negative.
Every company has them on a daily basis, but few executives and managers seem to understand them, let alone seek them out.
But Sugarheim represents the vanguard of a new era, one whose primary goal is to lead with emotional intelligence.
For once he locates these trouble spots, he makes the employee his project for the day.
Your Company Might Not Lead With Emotional Intelligence, But You Can
It was months ago now, but a particularly explosive row with his supervisor led Sugarheim to give up managing the Sarasota Technics way, as well as the standard projects he was given by the corporation.
“I felt that the people above me were morons,” he says. “They had no conception of leadership. They certainly weren’t getting anything out of me, much less my employees. I wanted to manage in a way that I knew would work for everybody.”
Sugarheim felt that it was of greater importance to double down on the vibrations and the feelings within the office, and that by doing so he would increase the efficiency and productivity of the office greatly.
Through numerous green flag encounters with employees, he discovered that his hunch was right. This wasn’t just important, it was crucial to their success.
“Project completion at a high level assumes vibratory perception at a high level.”
— Milton Sugarheim
Sugarheim’s ‘lead with emotional intelligence’ brand of counseling involves no questions, statements, or heart-to-heart sharing
Sugarheim connects directly with the vibrations of his employees through vibratory channeling so that he can experience their feelings with them in real time.
“This is best done through physical contact,” said Milton. “But there’s a serious risk of sexual harassment claims. I got bit by that bug several times before, so I’m cautious. The workaround is red velvet cloth. It channels the vibrations just about on par with touching palms, if not better.”
With his palms and his employee’s palms pressed onto the velvet, Sugarheim receives the vibrations and responds with his own.
There’s a serious risk of sexual harassment claims. I got bit by that bug several times before, so I’m cautious.
— Milton Sugarheim, Sarasota Technics
“The employee’s troubles are whisked away,” he says, “and the employee leaves rejuvenated, energized, happier, healthier, more whole, ready to inspire and be inspired.”
Sugarheim believes that this kind of feeling-empathy helps him lead with emotional intelligence.
He says that it is both responsible and post-human resources, by which he means that the kind of bellyaching and grieving performed by employees in Human Resources offices across the country could become a thing of the past, if executives and middle managers just took the time to lead with emotional intelligence.
“This means being vulnerable, being in touch, and baring your soles,” says Sugarheim.
And that, Sugarheim thinks, is the kind of revolutionary change that will represent the New Workplace.
Goodbye Lean Six Sigma. Hello Sensation.
