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  • Raúl González García 9:00 am on July 12, 2013 Permalink | Reply
    Tags: competence, , , ,   

    Three occupational competences that mark the difference between the 20th and 21st centuries 

    Estimated reading time: 3 minutes

    Three occupational competences that mark the difference between the 20th and 21st centuriesThree e-competences that still haven’t been learnt at many universities but that are still in great demand in many organizations:

    1. From the individual we have gone towards the team, and from the team we are going towards the network.

    If the capacity to work in a team was one of the most sought-after competences in the last decades of the 20th century, today it has been joined by the ability to work in networks.

    An omnipresent job, without the usual physical barriers and more flexible relationships, requires the ability to adapt and collaborate openly with all types of environment and people. From the traditional workplace, we are in the transition towards the virtual work environment, in which individuals work connected with different projects, new people and different work structures.

    (More …)

  • Jose Luis del Campo Villares 9:00 am on January 7, 2013 Permalink | Reply
    Tags: , competence, emotional intelligence,   

    Emotional Intelligence applied to the business environment 

    Estimated reading time: 5 minutes

    For many, the concept of Emotional Intelligence sounds familiar but they are not able to suitably define it. I like Daniel Goleman’s definition, which identifies Emotional Intelligence as the ability to identify our own emotions and those of others, to self-motivate ourselves and know how to monitor our emotions and those of the people around us.

    Do you believe that a suitable management of Emotional Intelligence in an organization would be beneficial to its correct operation?

    What is being proven is that successful leaders in organizations don’t necessarily have the highest IQ (intelligence quotient) in common, nor do they have the best training, or hold the most MBAs. In fact, the common characteristic of them all is that they have a higher than average EC (emotional control), which enables them to control situations better and handle their day to day problems, or those of their team, from a different perspective.

    This emotional control that stems from an adequate Emotional Intelligence is based on two pillars:

    • Personal competence: Internal Emotional Intelligence (internal management)
    • Social competence: Interpersonal Emotional Intelligence (team members)

    Are you a leader in your organization and would like to apply emotional intelligence within your team?

    Then you should have the following:

    • Personal competence: Self-awareness (emotional self-awareness, accurate self-assessment, self-confidence) and Self-management (emotional self-control, transparency, adaptability, achievement oriented, initiative and optimism).
    • Social competence: Social awareness (empathy, organizational awareness and service oriented) and relationship management (inspirational leadership, influence, change catalyst, teamwork and conflict management).

    Some of these things can be learned through good training. Others can be achieved and strengthened using collaborative social tools, such as Zyncro. However, others are innate abilities in people, part of their DNA. Self-awareness is what tells you what you’re really like and what you should improve in order to manage Emotional Intelligence during your day to day.

    But, because I like to refer more to new social media and its tools, let’s consider the social competence part that is needed. We must be aware of the feelings, needs and concerns of members of our organization, as well as have the ability to obtain the correct and required answers that help us manage the team we’re responsible for.

    This is where I believe that social tools have played an important role in encouraging Emotional Intelligence in companies, because they are based precisely on this, being social, interacting, knowing how to identify what the human environment tells us. Work centers interconnected via internal or external social networks, spaces on the cloud where contents and knowledge can be shared, debate walls where colleagues’ doubts can be resolved; aren’t these in fact 2.0 tools applied to the development of Emotional Intelligence? We are using this concept every day, but few are aware of it.

    Jose Luis del Campo Villares is a Facilitator, Trainer and Coach. He is concerned with people and their life within organizations, which is why he is a Social Media Consultant and CEO of Socialmedia Network. In addition to several collaborations, he writes his own blog, which we at Zyncro highly recommend.


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