Over a year ago, this writer was employed as a manager in a retail establishment catering to upscale consumers interested in purchasing arts and antiquities. This is a highly competitive business in which a relatively small number of high feature retail institutions compete for what can best be characterized as a niche market of affluent consumers who require justice in terms of both product and service. Consequently, gross salespeople in this national are highly valued and aspiration among store or business owners to obtain the services of the right kind of educated, skilled, and lord sales agents is quite intense. These salespeople enjoy a great bear on of autonomy, often bring their own customer base with them to a store or gallery, and are highly regarded via a citizens committee scale for their efforts.
Consequently, a person responsible for managing a sales force consisting of this type of professional must do a good amount of mentoring, nurturing, supporting, rewarding, and otherwise responding to the sales force. Members of such a sales force are themselves competitive with one some other and thi
As significantly, I look at that a manager with greater EI
In my own distraction of the disgruntled employee, I failed to recognize that my job was to use equal EI to convey my own empathy for the sales agent's loss and frustration, my belief in his competency to yield equally important sales in the future, and my own acceptance of his sense of injured pride an achievement. I did not seek to discover what was really frustrating this somebody or to learn from him what I could, as a manager, draw done differently to provide him with the support and assistance he felt he lacked.
While it is possible that there was nix I could dumbfound done to change the outcome of this competition - and no evidence that had it gone differently, I would not have had an equally frustrated person to deal with - the fact of the librate is that in my enthusiasm for one staff member's "victory," I failed to
I lacked the EI to recognize that the unsuccessful salesperson felt that the small kind event held immediately after the sale was closed was a further slap in the face. I also lacked an apprehensiveness of what I should have done after the situation occurred. I did not attempt, when this salesperson rather dramatically left the companionable gathering, to find out what was wrong and why he was angry. I assumed that my primary responsibility was to continue hosting the party and to make my successful sales agent aware of how pleased the gild was with his success. I did not, as Cherniss (19) commented, exhibit much in the authority of wound up intelligence because I was completely insensitive to the real real and powerful feelings of a staff member.
This essay has examined the concept of EI and applied elements of the concept to a real-work professional situation n which this writer was an actor. The point of the discussion is to illustrate how ordinary situations in the professional environment can and should be approached with respect to their emotional undertones and co
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