Social intelligence

Involves being a role model and facilitator of psychologically safe interactions between and among all workplace stakeholders.

“A role model in the flesh provides more than just inspiration; his or her very existence is confirmation of possibilities one may have every reason to doubt, saying, ‘Yes, someone like me can do this” – Sonia Sotomayor

Overview

What is social intelligence?

Social intelligence involves being a role model and facilitator of psychologically safe interactions between and among all workplace stakeholders, including those who are marginalized or vulnerable.

How does social intelligence contribute to psychologically safe leadership?

There are many benefits to having people leaders effectively trained in social intelligence:

Stressors and challenges at work do not have to necessarily lead to absence when effectively addressed and managed.
Workers with mental health difficulties will reach out earlier for help and assistance.
Workers are more likely to demonstrate civility and respect with coworkers, customers and clients.
Productivity can be maintained and even enhanced during times of high demand.
Worker engagement and satisfaction is enhanced.

Learn more about social intelligence in the resource centre blog.

FAQs

What can I do when a worker informs me that they are experiencing mental health issues?

Start by listening, without interrupting. Let workers know that they are not alone in managing their current difficulties, and thank them for trusting you. Ensure privacy and confidentiality of the information shared with you. If you do have to share information (e.g. for a worker in a safety sensitive job) let the worker know what you will share, with who and why.
Ask workers how you can best support them and what their immediate needs are – at work and personally (if/as appropriate).
Ensure you are aware of the mental health resources that exist, both internal to your workplace, as well as external community supports. Share this information with the worker.
Ensure regular check-ins and follow-ups with the worker.

I’m unsure what to say, and don’t want to further upset someone when they share their emotional or personal concerns with me. What’s appropriate for me to say?

While it’s important to ensure the words that we use are kind, civil and respectful, our nonverbal communication is often much more important than our specific words when supporting someone who is distressed. Learn more about effective verbal vs. non-verbal communication here.
Consider times when you have been distressed and felt supported by another. Rarely is it ‘perfect words’ from another that help the most. Rather, the presence of someone who listens intently, demonstrates empathy and does not make judgements or assumptions is what is most helpful.
Specifically ask what you can do and how you can best be of help and support.

When others are emotionally distressed, I feel my emotions get heightened. How can I best manage my own emotional reactions?

It’s normal and natural for many of us to feel emotionally upset ourselves when someone is distressed. This occurs for many reasons, including our own backgrounds and experience with emotions, as well as our own levels of stress. Learn more about understanding your own personal barriers here.
When someone else is distressed, we can become emotionally triggered and this can impede our ability to effectively support others. Learn more about your own emotional triggers here.

Action

Next steps: Committing to enhancing social intelligence as a leader

We invite you to complete the Psychologically Safe Leader Assessment (PSLA) to learn more about your current leadership skills with respect to social intelligence. By completing this confidential self-assessment, you can identify key areas in which you can improve your psychologically safe leadership skills.

For social intelligence, there are many ways that you can improve and expand your skills, including:

Creating your own mental health resource list (of internal organizational supports and external community supports).
Identifying and understanding how your reactions impact others, and how other people’s emotions impact you.
Enhancing your skills in managing stress, self-regulating and managing frustration and anger.
Communicating to workers the available times that you have an open door, where they can reach out to you if they are experiencing difficulties or challenges, at work or otherwise.
Reviewing and considering implementing an anti-stigma campaign, such as that offered by Not Myself Today.
Asking specific questions to solicit ideas on how to build a great team experience.
Inviting solutions from your team on challenges that exist and arise.

Enhancing your verbal and non-verbal communication skills.
Actively and intentionally working on strengthening relationships with and among your team.
Providing supportive performance management that focuses on solutions and enhancing worker success.
Helping workers manage change by communicating clearly about impending changes, and asking what supports they require.
Having team discussions to generate ideas about what you can do to support worker engagement.
Hosting team discussions and using them to model good interpersonal skills.
Facilitating team discussions about difficult and challenging issues, both those that are internal to teams as well as those with customers or clients.

The National Standard of Canada for Psychological Health and Safety in the Workplace – CAN/CSA-Z1003-13/BNQ 9700-803/2013. Retrieved from: https://www.csagroup.org/article/cancsa-z1003-13-bnq-9700-803-2013-r2018/. See also Psychologically Safe Leader (Samra et al.): Retrieved from https://www.psychologicallysafeleader.com/.