Adjusting EQ
A lot of companies have begun to put stock in the concept of emotional intelligence (EQ).That manner of thinking is relatively new in the business world and is probably not something that robber barons of eras past worried much about. Over the last decade though EQ has become a hot topic because the dynamic of the workplace has continued to change. Employees increasingly put a great deal of value in finding a workplace where they feel their talents are recognized and appreciated, and where they feel a sense of belonging.This has become especially true for Millennials in the workforce, who often rank personal satisfaction and individual sense of purpose even higher than paycheck when it comes to the appeal of a workplace.
许多公司已开始将情商（EQ）的概念放进去。这种思维方式在商业世界中是相对较新的，可能并不是过去的强盗们所担心的那种事情。在过去的十年中，由于工作场所的动态不断变化，情商已成为热门话题。员工在找到一个他们认为自己的才能得到认可和欣赏并感到归属感的工作场所时，越来越重视很多价值。这对于千禧一代在员工队伍中尤其如此，他们经常将个人满意度和个人素质放在首位。在工作场所的吸引力方面，目标意识甚至高于薪水。
If we’re looking at how workers “feel” about work, we are in the realm of examining emotions, and emotional intelligence is simply the ability to recognize those emotions and make thoughtful decisions based on them. The robber baron may have been able to harrumph away any consideration of employees’ emotional states, but these days it makes excellent business sense that if the mind-set of the employee is changing then the role of the employer must change.
如果我们正在研究员工对工作的“感觉”，那么我们处于检查情绪的领域，而情商就是识别这些情绪并基于这些情绪做出周到的决策的能力。强盗男爵也许已经能够消除对雇员情绪状态的任何考虑，但是如今，这具有极好的商业意义，即如果雇员的心态发生变化，则雇主的角色必须发生变化。
According to Daniel Goleman, one of the pioneers in this field and author of “What Makes a Leader: Why Emotional Intelligence Matters,”there are five components of emotional intelligence at work:self-awareness, self-regulation, internal motivation, empathy, and social skills.With improvisation in mind, I would expand on those components this way：
据该领域的先驱之一，作者“领导者是什么：为什么情商如此重要”的作者丹尼尔·戈尔曼（Daniel Goleman）表示，工作中的情商有五个组成部分：自我意识，自我调节，内在动机，同理心，和社交技能。考虑到即兴创作，我将通过以下方式扩展这些组成部分：
Self-awareness. This is the ability to recognize what you are doing (emotion, actions, and language) in real time so that you can make the intelligent decision to continue that behavior or change it to affect the people in the way you desire to influence them.Take time to postpone judgment to assess your situation, circumstances, and actions as accurately as possible.
自我意识。这是一种实时识别您正在做的事情（情绪，行为和语言）的能力，因此您可以做出明智的决定来继续该行为或对其进行更改，从而以您希望影响他们的方式来影响人们。是时候推迟判断，以便尽可能准确地评估您的情况，情况和行动。
As important as it is to be self-confident, it may be equally important to be humble.When success arises, credit the people around you who deserve it, and when struggle or failure pokes its head up, be sure to understand what role you played in this situation and where perhaps you—as a leader—missed areas for greater success. Look to define areas for improvement. Once you have an understanding of your behavior and the role you played in any given situation,create a road map to your growth by objectively evaluating your strengths and weaknesses. Then define simple action steps that you can practice in casual, no-stakes situations so that you can employ your learnings in specific, higher-stakes situations.
自信固然重要，但谦虚也同样重要。当成功出现时，要相信周围应有的人，当奋斗或失败举起头时，一定要了解自己的作用在这种情况下发挥作用，也许您（作为领导者）缺少取得更大成功的领域。寻求定义需要改进的领域。一旦了解了自己的行为以及在任何给定情况下所扮演的角色，就可以通过客观地评估自己的优势和劣势来为自己的成长制定路线图。然后定义一些简单的操作步骤，您可以在随意的，没有风险的情况下进行练习，以便可以在特定的，较高风险的情况下运用所学知识。
Self-regulation. As we’ve already stressed, postponement of judgment does not mean abandonment of judgment. With a bit of forethought, take deliberate time to use the knowledge you’ve gained from your work on self-awareness to make subtle tweaks or large changes in yourself, with thoughtful goals of affecting others. Unless your style of leadership is that of a ruthless tyrant, focus on “Yes, and” for adaptability, finding comfort in loosening the reins and becoming open to the unique perspectives of those around you.
自我调节。正如我们已经强调的那样，推迟判决并不意味着放弃判决。稍加深思熟虑，花点时间利用从自我意识工作中获得的知识，对自己进行细微调整或大改变，以达到影响他人的深思熟虑的目标。除非您的领导风格是一个残酷的暴君，否则请专注于“是”，并保持适应性，在放松comfort绳并向周围的人的独特见解开放时找到舒适感。
Internal motivation. If we are motivated by the head, the wallet, the heart, and the gut, intrinsic motivation comes from the last two—it is the drive that makes your soul sing. While Chapter 4 will show you techniques for manipulating energy to feed intrinsic motivation, you can extend the literal use of the two-word phrase “Yes, and” to create a ‘Yes, and’ philosophy. This philosophy,which taps into our intrinsic motivation, accepts what is given to us in any given situation at face value (the good, the bad, or the ugly) and looks to create paths to success every time (anywhere,with anyone). The “Yes, and” philosophy is a commitment to operating at the top of our intelligence, at all levels, from EQ to IQ.
内部动机。如果我们受到头部，皮夹，心脏和内脏的激励，那么内在的动机就来自后两者-是驱使您灵魂歌唱的动力。尽管第4章将向您展示操纵能量以提供内在动力的技术，但您可以扩展两个单词短语“是和”的字面用法，以创建“是和”的哲学。这种哲学利用我们的内在动机，接受在任何给定情况下以面值（好，坏或丑陋）给予我们的东西，并希望每次（在任何地方，与任何人）创造成功的道路。“是，并且”的理念是对从情商到智商的所有层面的最高智力进行承诺。
Empathy. The ability to feel the emotions of others is a powerful leadership trait, engendering trust and building supportive relationships quickly. Use “Yes, and” to slow your brain down to engage and connect fully. “Yes, and” in relation to empathy creates an outward focus, a concentration that is directed to the person or people with whom you are engaged. This level of awareness allows you to react, adapt, and communicate on a personal and impactful level:
同情。感受他人情感的能力是一种强大的领导力特质，能够赢得信任并迅速建立支持性关系。使用“是，并且”减慢您的大脑的速度，使其完全参与并连接。与移情有关的“是和”会产生一个外向的关注点，这种关注点是针对您与之交往的一个人或多个人的。这种意识水平使您可以在个人和有影响力的水平上做出反应，适应和交流：
• “Yes” = I hear what you are saying. You have my undivided attention. I am fully committed to listening to you and understanding you to the best of my ability.
• “And” = This is how I can relate to you. This is how I can support you. This is how I can be of service to you. This is how I am grateful to you for sharing this with me.
•“是” =我听到您在说什么。你全神贯注。我完全致力于倾听您的意见，并尽我所能来理解您。
•“和” =这就是我如何与您建立联系。这就是我可以为您提供支持的方式。这就是我可以为您服务的方式。这就是我感谢您与我分享的方式。
Social skills. The equation to create good social skills contains a constantly shifting set of variables. As you have read, improvisation is an inherently communicative art form; as such it directly lends itself to developing social skills. Cling to “Yes, and” as a technique for finding common ground, for active listening, and for quickly building rapport on both a personal and a team level.
社交技能。建立良好的社交技能的方程式包含一组不断变化的变量。如您所读，即兴创作是一种固有的交际艺术形式。因此，它直接有助于发展社交技能。坚持使用“是，”作为一种寻找共同点，积极聆听并快速在个人和团队层面建立融洽关系的技术。
In an era of social media and information sharing, a company’s culture is almost as transparent as the lens of a microscope. Recruitment and retention of great, talented employees is increasing, and the perceived EQ level of a company has a huge impact on current and prospective personnel. Just like a person trying a new restaurant on the basis of online reviews, potential hot recruits are more prone to believe in an organization by what the company’s employees have said online than by what a recruiter promoted to them.
在社交媒体和信息共享的时代，公司的文化几乎和显微镜一样透明。优秀人才的招聘和留住人数正在增加，并且公司的情商水平对现有和潜在人员产生巨大影响。就像一个人根据在线评论尝试开一家新餐厅一样，潜在的热门招聘者更倾向于相信公司的员工在网上所说的内容，而不是招聘者向他们推荐的内容。
The meat of this meal: talent enticement is impacted substantially through employee engagement.7 One of the truest and most powerful statements in all of human resources is that employees don’t quit companies; they quit people. Given the current interest in EQ, “Yes, and” should be seen as an effective power booster for upping the emotional intelligence of the workplace, because—no surprise—the skill set that improvisation inherently strengthens is the same skill set used to reach emotional intelligence: awareness, focus and concentration in the moment, empathetic listening and communication, unconditional support, postponement of judgment, collaboration, celebration of diverse perspectives, adaptability.
这顿饭的实质是：员工的敬业度极大地影响了人才的吸引。7在所有人力资源中，最真实，最有力的陈述之一是员工不辞职；他们辞职了。鉴于当前对情商的兴趣，“是和”应被视为提升工作场所的情商的有效动力，因为-毫不奇怪，即兴发明固有的增强能力与达到情感的能力相同。智力：意识，当下的专注和专注，善解人意的倾听和沟通，无条件的支持，推迟的判断，合作，庆祝各种观点，适应能力。
If we are all in the people business and we understand that the extreme majority of people like to feel valued, then “Yes, and . . . ” is a priceless EQ addition to the corporate culture because it requires a culture in which you make it clear that you value the person talking to you enough to isolate your thoughts and give that individual your undivided, focused attention and then respond openly and honestly without an agenda. A “Yes, and” culture is a system in which—because everyone is attentive to what each person in the team is saying—the decision-making process can improve, and perhaps even accelerate (if you know your words really count, you won’t waste them).
如果我们都从事人事业务，并且我们了解到绝大多数人都喜欢被重视，那么“是，然后……”。。”是企业文化中无价的情商的补充，因为它需要一种文化，在这种文化中，您必须清楚地表明，您对与您交谈的人的重视足以隔离您的想法，并给予该人您全神贯注的关注，然后公开诚实地回应议程。“是，并且”文化是一种系统，在该系统中-因为每个人都注意团队中每个人的讲话-决策过程可以改善，甚至可以加速（如果您知道自己的话很重要，那么您就赢了不要浪费他们）。
“Yes, and . . . ” is adaptable enough to be the underlying foundation for a corporate culture, and it can also be used as a specific tool during any particular interaction. Even so, that does not mean the philosophy will govern every decision. Remember, “Yes, and” is not a panacea or magic elixir to cure all business woes. Sometimes “No”is the right answer. Enlightened leaders must make that decision for themselves, often in real time. “Yes, and” must be applied thoughtfully and strategically, again in real time.
“是的，并且。。。”具有足够的适应性，可以成为企业文化的基础，并且还可以在任何特定的交互过程中用作特定的工具。即便如此，这并不意味着哲学将支配所有决定。请记住，“是的，并且”不是解决所有业务困境的灵丹妙药或灵丹妙药。有时候，“不”是正确的答案。开明的领导者必须经常实时做出自己的决定。必须再次，周到且策略性地实时应用“是，并且”。