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The rules for work are changing. We’re being judged by a new yardstick: not just by how smart we are, or by our training and expertise, but also by how well we handle each other. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. The new rules predict who is most likely to become a star performer and who is most prone to derailing. And, no matter what field we work in currently, they measure the traits that are crucial to our marketability for future jobs. They take for granted having enough intellectual ability and technical know-how to do our jobs and focus instead on personal qualities such as initiative and empathy, adaptability and persuasiveness.
Talked about loosely for decades under a variety of names, from ‘character’ and ‘personality’ to ‘soft skills’ and ‘competence’, there is at last a more precise understanding of these human talents, and a new name for them: ‘emotional intelligence’. Emotional intelligence is generally defined as the ability to monitor and regulate one’s own and others’ feelings, and to use feelings to guide thought and action. Emotional intelligence in work life comprises five basic elements: self-awareness, self-regulation, motivation, empathy and adeptness in relationships. It does not mean merely ‘being nice’. At strategic moments it may demand not ‘being nice’, but rather, for example, bluntly confronting someone with the uncomfortable truth. Nor does emotional intelligence mean giving free rein to feelings – ‘letting it all hang out’. Rather, it means managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goal.
More and more companies are seeing that encouraging emotional intelligence skills is a vital component of any organisation’s management philosophy-And the more complex the job, the more emotional intelligence matters – if only because a deficiency in these abilities can hinder the use of whatever technical expertise or intellect a person may have. To be sure, many people have risen to the top despite flaws in emotional intelligence, but as work becomes more complex and collaborative, companies where people work together best have a competitive edge. In the new workplace, with its emphasis on flexibility, teams, and a strong customer orientation, this crucial set of emotional competencies is becoming increasingly essential for excellence in every job and in every part of the world.


1. What changes with regard to work does the writer mention in the first paragraph?
A. Intellectual and technical ability are no longer valued as highly as they were.
B. Employees now have higher expectations of each other.
C. The potential of employees is now assessed by new criteria.
D. Some of the inaccurate judgements that used to be made are no longer made.
2. The writer says that the term ‘emotional intelligence’
A. is unlikely to remain in fashion for long.
B. is very difficult to define.
C. has previously been misunderstood.
D. has replaced less suitable terms.
3. According to the writer, emotional intelligence does not involve
A. expressing your emotions all the time.
B. acting kindly towards others most of the time.
C. focusing on a single aim.
D. showing that you are angry with someone.
4. Why, according to the writer, is emotional intelligence seen as vital?
A Emphasis on it prevents the wrong people from being given senior positions.
B It enables people to meet the challenges set by changes in the nature of work.
C Lack of it makes the recruitment of good employees difficult.
D It can compensate for a lack of technical or intellectual ability.