Many professionals experience what’s often referred to as a state of “flow.” As Goleman explains, “In a flow state, we become fully immersed in what we’re doing, lose track of time, and reach our highest level of productivity.” Whether it’s a surgeon, a musician, or an athlete, peak performance unfolds during this state of flow. In business, these are the moments when productivity, creativity, and motivation are at their highest.
Cherniss outlines the core components of optimal performance as follows:
- Increased creativity: Viewing obstacles as challenges to overcome.
- Greater productivity: Producing high-quality work.
- Positive perspective: Maintaining effort.
- Mutual support in relationships: Strengthening team collaboration.
Each of these elements is directly linked to emotional intelligence. Reaching optimal performance is not just about technical skill; it requires emotional balance, self-awareness, and empathy.
To What Extent Does Emotional Intelligence Affect Career Success?
According to research by Goleman and Cherniss, emotional intelligence is directly tied to job performance and career success. In a long-term study conducted in the U.S., college students took EQ assessments before graduation. A decade later, their earnings were analyzed. The results were striking: higher emotional intelligence scores better predict high salaries, while IQ has more influence on academic grades and personality traits.
Goleman summarizes the findings this way: “While academia emphasizes individual achievement, the business world rewards teamwork, adaptability, and the ability to manage relationships.” To succeed in the workplace, emotional competencies such as stress management and being a trusted team player are vital. Even in STEM fields (science, technology, engineering, and mathematics), emotional intelligence plays a powerful role. At Case Western Reserve University, researchers found that EQ was among the strongest predictors of engineering success. Even with high IQs and technical know-how, engineers with strong EQ have proven to be more successful, as it directly impacts their problem-solving skills and teamwork.
Engagement and Job Satisfaction
Goleman and Cherniss emphasize that job satisfaction and employee engagement are major drivers of performance. Studies show that employees with high emotional intelligence are more committed to their work and find greater satisfaction in their roles. “Engagement not only enhances job satisfaction,” Cherniss writes, “but also boosts overall performance.”
According to Gallup’s 2022 report, global employee engagement has dropped to just 21%. When employees feel disconnected, turnover increases and productivity suffers. Goleman puts it plainly: “Emotionally intelligent employees are more engaged and less likely to leave.” They also tend to have stronger social bonds and offer more support to colleagues. Cherniss adds, “When people go beyond mere workplace civility to actively help each other, it enhances not only team performance but the overall workplace culture.”
Goleman and Cherniss argue that emotional intelligence delivers clear benefits in the business world:
- Higher performance and productivity
- Greater job satisfaction and commitment
- Stronger results in sales and customer relations
- Competitive advantage even in engineering and STEM fields
- Stronger teams and a collaborative spirit
- Reduction in toxic behaviors such as bullying or slacking
- Better health and improved stress resilience
In short, for a successful career and sustainable high performance, developing and managing emotional intelligence is essential for every professional.
The Hidden Role of Emotional Intelligence in Leadership
Today, organizations competing for top talent use competency models to identify the best candidates. As Goleman explains, “There are two types of competencies: threshold and distinguishing.”
- Threshold competencies are the basic qualifications required for a role. IQ, job knowledge, and technical skills typically fall into this category.
- Distinguishing competencies are what set an individual apart from an average employee or ordinary manager and make them an exceptional leader.
A high IQ only takes you so far. In most professional environments, people already meet a baseline of cognitive ability. What truly sets you apart is emotional intelligence.
And emotional intelligence isn’t just for CEOs or senior leaders; it’s essential at every level. “Leadership is about influence,” says Goleman, “and we’re all leaders in some way.” He highlights the importance of strong leadership behavior in teachers, parents, team members, and even friends. Mastering emotional intelligence capabilities not only supports personal success; it also enhances team dynamics and boosts organizational performance.
The Power of Focus: The Optimal State
Self-awareness and emotional intelligence are foundational to reaching an optimal performance state. Psychologist George Mumford calls this state “neuro-harmony.” It’s the moment when the brain shuts down all unnecessary neural activity and zeroes in on the task at hand.
“When we are fully concentrated,” Goleman writes, “worry and self-doubt diminish, and our confidence rises.” And this isn’t a fixed trait; it’s a skill that can be learned.
This requires a sense of awareness. I remember my father telling me that when he studied under my grandfather, İslam, at Fatih Madrasa, he would adjust the kerosene lamp so it illuminated only the page he was reading. Drawing from this, he also advised me during my college years to face my desk toward the wall instead of the window.
The Strength of Self-Awareness
Self-awareness is the ability to understand our emotions, recognize why we feel a certain way, and observe how those emotions influence our actions. “We can’t always control what happens in our lives,” says Cherniss, “but we can control how we respond.”
How do you build self-awareness?
- Practice mental training.
- Engage in positive self-talk.
I choose prayer, not reciting words like a parrot, hoping for their magic without understanding, but consciously and persistently praying to the Creator.
Managing Distractions
Research shows that people spend over half their day mentally distracted. These lapses become even more common while working, driving, or using digital screens.
Based on my self-observation, I’d estimate that I operate at only about 50% capacity most of the time.
Goleman underscores the value of mindfulness: “Noticing when your mind wanders and deliberately refocusing boosts both performance and productivity.”
Self-Awareness Creates Value
Self-awareness is not only a tool for personal growth but also a major competitive advantage in the business world.
- Cherniss writes, “Managing your emotions and thoughts improves your decision-making processes and enables you to act more consciously.”
- Goleman adds, “Understanding our own emotions enables us to better respond to others’, helping us build stronger relationships,” highlighting the impact of self-awareness on social connections.
Knowing ourselves and managing our emotions is a critical foundation for success, not just in business but in every aspect of life.
THE MARSHMALLOW TEST (**)
One of the most famous experiments on cognitive control is the Marshmallow Test, designed by Walter Mischel at Stanford University. In the experiment, 4-year-old children were given a choice: eat one marshmallow now or wait a little longer and get two. Goleman explains, “Children with higher cognitive control delayed gratification and, in the long term, became more successful.” When these children were followed up 14 years later, the findings were clear: those who had waited demonstrated stronger academic performance, better social skills, and more successful career trajectories. Even more remarkably, this ability for self-regulation was linked to slower biological aging. Cherniss reinforces this point: “The ability to control impulses leads to better outcomes across financial, social, and physical health domains.” We have a saying for this: “Eline, diline, beline hakim ol,” which means control your hands, your words, and your desires.
At the extreme, lack of self-control can, God forbid, lead you to addiction treatment. Whether it’s alcohol dependence, compulsive eating, or gambling, most addictions stem from unmanaged impulses. But this is not unchangeable. As we train our brains to override these reflexes, we also strengthen our emotional intelligence. In our culture, we say: “Öfkelenen sussun, ayaktaysa otursun,” meaning that if you feel anger, remain silent; if standing, sit down.
Positivity and the Growth Mindset
On the path to success, positivity and a mindset open to learning are essential.
Carol Dweck of Stanford University identified two types of mindsets: fixed and growth.
People with a fixed mindset view failure as a permanent flaw and tend to give up. Those with a growth mindset see failure as a learning opportunity. Martin Seligman from the University of Pennsylvania describes this shift as moving from “learned helplessness” to “learned optimism.” When we believe we cannot change negative circumstances, we give up. But with optimism, we start to manage them.
Grit for Success
Grit, i.e., the capacity to keep working persistently toward long-term goals, is one of the most decisive traits for success. Angela Duckworth, also from the University of Pennsylvania, emphasizes that grit is one of the most important factors for success: “Resilience and perseverance are core characteristics of those who reach their goals”. Or, as the Turkish saying goes, “Azmüsebat.”
High achievers tend to share certain traits: a strong focus on specific goals, the tenacity to push through challenges, and the habit of regular self-reflection. “Grit,” Goleman writes, “is not just about talent, it’s about resilience in the face of failure.” Ironically, students from schools with high academic expectations report 3 to 7 times higher levels of stress, anxiety, and depression compared to students in schools with lower expectations. This underscores that sustainable success depends not only on academic merit but on emotional endurance.
Adaptability and Emotional Agility
In today’s fast-paced business landscape, adaptability is more important than ever.
Goleman defines it simply: “Adaptability is staying flexible in the face of change and responding swiftly to new circumstances.” An emotionally agile leader doesn’t fear uncertainty. They act swiftly amid sudden changes and transform challenges into opportunities. This skill becomes especially critical in times of crisis.
“Emotional intelligence,” Goleman continues, “is not just about managing how we feel; it’s about how agile we are when change becomes necessary,” highlighting how critical this skill is for effective leadership. A positive mindset allows us to take a broader view. As Goleman notes, “Positivity transforms failure into opportunity and builds long-term resilience in individuals.”
From Burnout to Psychological Resilience
Research shows that people are becoming increasingly stressed, affecting not only their professional lives but also their overall well-being. “Stress,” Goleman warns, “pulls us away from our optimal state and, over time, leads to burnout.” It changes us mentally and physically. During stressful moments, the brain triggers chemicals like dopamine, norepinephrine, and epinephrine, activating the “fight-or-flight” response. “This response helped our ancestors survive,” Goleman explains, “but today it gets triggered far too often, undercutting our performance.” Boyatzis adds, “Anxiety and higher stress levels reduce our cognitive capacity and drag our performance downward,” explaining the direct impact of stress on performance.
Cherniss points out, “Mental recovery comes from conscious breathing exercises, meditation, and meaningful breaks.” When the parasympathetic nervous system is activated, stress decreases, and our mental bandwidth is restored.
Personally, my recommendation and daily practice is to pray to God. The five daily prayers pull you away from worldly distractions and remind you of your purpose. In the end, you gather the harvest through personal supplications.
Self-Awareness and Sacrifice
Goleman states, “Self-awareness is not just about self-management; it also enhances how we relate to others.” Focusing solely on personal achievement is no longer sufficient. Inspiring others, demonstrating empathy, and contributing to their growth are equally important. Cherniss underscores this point: “Successful leaders not only achieve their own goals but also empower their teams,” highlighting the crucial role emotional intelligence plays in the business environment.
To strengthen relationships:
- Try to understand others’ needs.
- Create shared goals.
- Show people they matter.
We have a saying: “Love people and let them know you do.” The definition of a good deed (salih amel) is offering goodness to others without expecting anything in return. True sacrifice is giving someone else what you yourself desire or need.
The Capacity for Empathy
Goleman explains, “Empathy isn’t just about feelings. It’s about understanding others’ perspectives and truly caring.” Being able to see the world through someone else’s eyes helps us build stronger, more authentic relationships in social life. In English, they say: “Walk a mile in someone else’s shoes.” Here’s how I imagine it:
That shoe might be too big or too small for me, and I might feel uncomfortable, just as the other person might in mine. Even if it fits, maybe the color or the style isn’t quite right.
That means they might feel the same way in their relationship with me. And if everything fits well, what more could I ask for?
Cognitive empathy allows us to grasp how someone thinks and perceives the world. “Cognitive empathy,” Goleman says, “is a cornerstone of effective communication,” emphasizing the importance of this skill in the business world.
Emotional empathy, meanwhile, creates a brain-to-brain connection, allowing us to physically experience what the other person feels. Through non-verbal cues such as facial expressions, tone of voice, and body language, we intuitively pick up on others’ emotions.
Leaders don’t just manage teams; they actively guide their growth. Cherniss puts it clearly: “Effective leadership means helping others realize their potential and achieve more.”
“To influence others, you must first earn their trust,” the authors note. Real influence isn’t about giving orders; it’s about understanding what drives people and connecting with them through empathy. “Great leaders,” says Goleman, “should bring out the best in their teams by fueling motivation.” This happens through building effective relationships, showing empathy, and inspiring people.
How Can Leaders Build Emotional Intelligence?
The first method suggested in the book is for leaders to become aware of how their actions impact others. One simple exercise is to recall a moment when someone made you feel bad, then revisit the situation and analyze why. “These kinds of self-reflections,” Goleman notes, “are among the most effective ways to build empathy.”
The second method is perspective shifting. “When a leader in a high-pressure situation tells themselves, ‘This is a complicated world, and everyone has their reasons,’ they’re more likely to respond calmly and effectively.”
And finally, emotional intelligence must be approached as a lifelong learning process.
“To manage our emotions better, we must first recognize them,” write Goleman and Cherniss, “and we must develop the ability to tune into others as well,” noting that leaders can strengthen these skills.
A study by Nicel Carpenter and his team at Rutgers University revealed that behaviors such as slacking off, bullying, and chronic tardiness at the workplace lower both customer satisfaction and profitability. Simply put, a strong culture of emotional intelligence plays a pivotal role in team performance and overall business success.
What Makes an Excellent Team?
In my view, it begins with PASSION. That spark isn’t just emotional intelligence; it’s something more. A person must first look inward because only then can they ignite it.
When emotional intelligence evolves beyond individual skill and becomes embedded at the team and organizational level, trust, collaboration, and innovation flourish. The result? Teams with high EQ are not only more satisfied, but also more productive and more successful. Team performance is deeply influenced by the way members interact and by the behavioral norms they establish. Company culture, like team norms, can be consciously shaped and changed. And the most effective way to achieve that is through education.
Creating a Culture of Emotional Intelligence Is a Must
As Goleman and Cherniss state, “Unlike IQ, emotional intelligence (EQ) can be improved throughout a person’s lifetime.”
In an organization with a strong emotional intelligence culture, a set of norms enables it to smoothly operate by skillfully considering every stakeholder, from affiliated firms and customers to even competitors. At an organizational level, this begins with empathy: understanding how other units perceive you, what they feel, what they need, and what motivates them. It also includes awareness of how your business affects local communities and the environment. It means maintaining ongoing, attentive, and authentic communication with all external stakeholders critical to the organization, going beyond mere timeliness and accuracy.
When we look back on the history of humanity, it becomes clear: progress and transformation were never driven solely by technical knowledge or intellect. What do great leaders, inspiring teachers, visionary entrepreneurs, and innovative scientists all have in common? A high level of emotional intelligence. IQ, technical expertise, and academic achievement may open doors, but what sustains lasting success, nurtures relationships, and drives forward momentum is emotional intelligence. In the future, as technology and artificial intelligence play a greater role, emotional skills will become the most distinct human advantage. AI can analyze big data, make calculations, and assist in decision-making, but it cannot empathize, inspire people around a shared vision, or build trust and loyalty. “Emotional intelligence,” Goleman writes, “will be the defining competency of future leaders and the most successful professionals,” highlighting this transformation.
Understanding why emotional intelligence is so critical for the future requires only one realization: we live in an increasingly complex world of human interaction. In today’s global business environment, where we must collaborate across cultures, communication skills, empathy, adaptability, and psychological resilience are more essential than ever. One of the greatest challenges in today’s global landscape is maintaining employee engagement. People no longer stay at companies solely for salary or title. They choose to work where they feel valued, understood, and supported.
Especially in leadership, executives who lack emotional intelligence are far more likely to lose their teams. Cherniss states, “Leaders with low EQ struggle to build trust and keep their teams together,” emphasizing how essential this skill is for modern management. On the other hand, emotionally intelligent leaders don’t just shine in times of crisis; they also prepare their organizations for the future.
And beyond business, emotional intelligence lies at the heart of what it means to be human. To build meaningful relationships, understand our families and loved ones, thrive in communities, adapt, and continue personal growth, we need emotional intelligence. The higher a leader’s EQ, the stronger the morale and motivation of their team. Because people follow leaders who understand them and truly care.
In the coming years, as technology continues to reshape how we work, emotional intelligence will be one of the most sought-after competencies. A Harvard Business Review study found that 90% of the factors that determine leadership success are linked to emotional intelligence. And in Google’s internal research, the highest-performing teams weren’t led by technical experts, but by managers who fostered empathy and psychological safety.
Emotional intelligence is not only a key driver of individual success but also a vital skill for strengthening social cohesion. In the face of global challenges, we will need emotional intelligence more than ever to build resilience, manage crises, unite communities, and shape the future.
At the end of the day, technology may advance, and AI may grow more sophisticated. But at the very center of being human will always be our emotions. Emotional intelligence will be the force that not only drives success but also safeguards our shared humanity.
FINAL THOUGHT
So… what do you think the EQ score of artificial intelligence is?!
(*) https://www.kitapyurdu.com/kitap/optimal-ustun-performansi-her-gun-surdurmek/
(**) https://tr.wikipedia.org/wiki/Marshmallow_deneyi)
Out of curiosity, I asked this very question to an AI model (ChatGPT). Here’s what it replied:
“I don’t have measurable emotional intelligence (EQ) like humans do, as I don’t experience real emotions. However, I do possess certain abilities that mimic some aspects of EQ:
- Emotion recognition: I can analyze written text to detect emotions such as anger, sadness, or joy.
- Empathy simulation: I try to understand people’s perspectives and respond appropriately.
- Communication skills: I aim to communicate kindly, thoughtfully, and helpfully.
But these are simulations. I don’t actually feel like a human. I simply have the capacity to understand emotions and respond appropriately.”
So, there you have it: artificial intelligence is just that—artificial.
Note: This open-source article does not require copyright and can be quoted by citing the author.
