The Genos Workplace Model of Emotional Intelligence

You may not realize it, but emotional intelligence is at work each and every time we interact with others. When we talk about emotional intelligence, we’re referring to the skill set that helps us perceive, understand, express, reason with, and manage our emotions — and the emotions of others.

Intentionally developing this skill set, enables us to become increasingly conscious of the way that we feel, as well as the feelings that co-workers, supervisors, and employees are experiencing. With more awareness of these emotions, behaviors can be shaped to create the best possible environment in the workplace.

To understand how emotional intelligence actually plays out in the real world, we use the Genos Workplace Model. Take a look at this graphic depiction of how the Genos Workplace Model represents emotional intelligence:



The Genos Workplace Model of Emotional Intelligence is comprised of six emotional competencies, including:

  • Self-Awareness
  • Awareness of Others
  • Authenticity
  • Emotional Reasoning
  • Self-Management
  • Positive Influence

Developing these emotional competencies, enables employees to demonstrate more of the productive states included on the outer ring of the model — and minimize the non-productive states included on the inner ring.

Let’s take a look at each of these emotional competencies in turn, along with what the productive and non-productive expressions of these competencies can look like.

Self-Awareness: Present vs. Disconnected

When we talk about self-awareness, we’re referring to both the way that we feel and the impact that our feelings can have on our decisions, behavior, and performance. Employees who are self-aware begin to understand the way that feelings can affect relationships with others and with the outside world at large.

By becoming more emotionally self-aware, employees are able to be present with the role that feelings play in decision making and behaviors and performance. When we lack emotional self-awareness, we are disconnected from this role.

Awareness of Others: Empathetic vs. Insensitive

Awareness of others is about perceiving, understanding, and acknowledging the way that others feel. With a well-developed awareness of others, we’re able to demonstrate the behaviors that make other people feel heard, cared for, valued and understood. Demonstrating empathy, anticipating other people’s responses, and adjusting behaviors accordingly are results of developed awareness of others.

Developed awareness of others enables us to be empathetic. When we fail to demonstrate awareness of others, we can be described as being insensitive to the way that others feel.

Authenticity: Genuine vs. Untrustworthy

Being authentic means openly and effectively expressing oneself, honoring one’s commitments, and encouraging the same behaviors in others. Authenticity involves honestly expressing our feelings at work such as happiness and frustration and offering feedback about how we’re feeling to those around us. It is about sharing emotions at the right time, to the right degree and to the right people.

People who are high in authenticity are described as genuine. When we fail to interact authentically, those around us perceive us as being untrustworthy.

Emotional Reasoning: Expansive vs. Limited

Emotional reasoning is a critical component of optimal decision making. Emotional reasoning enables us to use the information in feelings from oneself and others, along with facts and technical data to make fully informed decisions, and to communicate our decision making process to those around us.

Whether one-on-one interactions or large scale communications, feelings provide us with important information. By combining the information in feelings with facts and technical information, we’re able to make expansive, creative, and well-reasoned decisions. Failure to combine emotional information along with the technical data and facts, results in decisions that are limited in scope.

Self-Management: Resilient vs. Temperamental

Self-management is about managing one’s own mood, emotions, time, and behavior. It also refers to our ability to continually improve, both in our professional and personal lives. The modern workplace is a demanding environment, and one that can create negative emotions and outcomes for employees and supervisors alike. Emotions can spread from one person to another, and are a powerful force in the workplace, both productively and non-productively.

Strong self-management, leads to increased resilience in the ability to manage demanding situations and stress. Lower levels of self-management leads to temperamental behavior.

Positive Influence: Empowering vs. Indifferent

The positive influence competency is all about positively influencing those around us through effective problem solving, feedback, and proper recognition of co-workers. It involves creating an optimistic working environment that fosters positive solutions to complex problems. By encouraging those around us and learning how to cooperate, we’re able to increase both efficiency and revenue.

People who positively influence others’ moods, feelings and emotions are empowering. Lower levels of this competency create an environment of indifference.

Get Started With the Genos Workplace Model

Are you ready to put the Genos Workplace Model of emotional intelligence to work for your (or your client’s’) organization? Click here to sign up for a free webinar now!