Cornell's Nicola Fabrizio explores how developing emotional intelligence through its five key components (self-awareness, self-regulation, empathy, social skills, and motivation) can enhance leadership effectiveness, personal relationships, and professional success through practical techniques and strategies.
Unlock the transformative potential of emotional intelligence (EI) and its role in shaping personal and professional success. How does developing EI help us build stronger relationships, improve decision making, and become more effective leaders in today’s interconnected world?
Join Nicola Fabrizio from Cornell’s Jeb E. Brooks School of Public Policy as he explores the five fundamental components of emotional intelligence: self-awareness, self-regulation, empathy, social skills, and motivation. This session will highlight how mastering these interconnected skills can empower individuals to understand and manage emotions effectively, fostering resilience and collaboration in both personal and professional spheres.
Discover how practices like mindfulness, active listening, and seeking feedback can serve as powerful tools to enhance emotional intelligence and create lasting impacts in your relationships, career, and community. This engaging discussion will equip you with actionable insights to navigate challenges, build meaningful connections, and succeed in your journey while positively influencing those around you.
What You’ll Learn:
Chris Wofford: [00:00:00] On today's episode of Cornell Keynotes, we are joined by Dr. Nick Fabrizio from Cornell's Jeb e Brooks School of Public Policy to explore emotional intelligence. Now here Nick guides us through what he calls the five essential components of emotional intelligence, and shows us how to apply them in real world situations so that you can benefit from this both personally and professionally.
Right out of the gate, you're gonna learn a few practical strategies that you can apply right away. Like how to change up your approach to workplace challenges, and even more importantly, how to become more attuned and connected to others around you. So what we learned very quickly is how emotional intelligence underpins so much of how we engage in relationships.
So whether you're managing a team or you're aiming to level up in your career, Nick stresses how absolutely critical emotional intelligence is. In becoming more influential as a manager and a leader, a lot of what we cover here maps to what Nick teaches in the Leveraging Emotions for [00:01:00] Success Online Course, which is brought to you by eCornell as part of the four-course Frontline Skills Cornell Certificate Program.
If you're curious about this and wanna learn more, please just check out the episode notes for details. So now here's my discussion on emotional intelligence with Dr. Nick Fabrizio from the Cornell Brooks School of Public Policy. So, Nick, as we're kicking off this discussion about emotional intelligence, from where you sit, tell us what it is and why you think it's so important.
Nick Fabrizio: Yeah, thanks Chris. I think it's not only important in the workplace, but as my daughter reminds me, it's so important just in everyday conversations.
Even conversations you have with your family. So emotional intelligence is the ability to recognize and understand, manage and use your emotions, both your emotions and responding to other people's emotions effectively. So why is it important? It's important because it improves communication. It serves as the [00:02:00] foundation to strengthen workplace and personal relationships. It enhances your decision making and helps you manage stress and conflict, and these are key skills for both your personal and your professional success.
Chris Wofford: You know, I wanna mention to our audience too, I, I would love to say that we're gonna be able to teach you everything you need to know about emotional intelligence today.
But this is, we're providing a Professor Fabrizio is providing a framework for understanding, kind of setting you forth on a course to learning. Because from what I'm learning from Nick here, emotional intelligence is about practicing by doing right. it's a constant aspiration.
It's something you have to work at your entire career. So, nick. How do we understand if we are emotionally intelligent ourselves? How do we do that assessment?
Nick Fabrizio: So it really involves both self-reflection, the ability for you to stand back from a situation hopefully before you react, and also at the same time getting external feedback.
So it's not just [00:03:00] about how you feel. It's about how well you understand and manage and use your emotions to navigate social situations. So it's really about feedback from others, getting self assessments and learning how these emotional situations can help you assess your emotional intelligence.
And as we continue to talk, Chris, the tools for you to improve your emotional intelligence.
Chris Wofford: Now, is this something that we are born with emotional intelligence to some degree, or is this something that you can learn entirely, uh, by teaching yourself?
Nick Fabrizio: so It's really both, it's, it's both innate, kinda what you're born with, but also more importantly, what you can learn.
So some people, as, as you know and as you talk to others, they're just more empathetic and self-aware. But the core skills like managing your emotions, being empathetic and [00:04:00] empathizing with others and communicating effectively can all be developed through practice. Getting feedback and experience over time.
The more you do it, the better you get. It grows with conscience, practice and intention, and it's really, I, kind of tell people it's like a muscle. The more you use it, the stronger it becomes.
Chris Wofford: You know, that's gonna be a through line that emerges throughout this conversation. I should mention that you are the faculty author for Leveraging Emotions for Success.
This is an online course. Which is part of a larger certificate program, but more to come on that. So again, to kind of reiterate what we're providing today is a framework for emotional intelligence. We've promised to do this through five key components or five pillars of emotional intelligence.
So again, you won't learn it all today, but I promise this will serve you. If we go through these five pillars, you choose to learn more about 'em, we'll set you on a path to learn about this stuff. So dealing with conflict is our number one key component [00:05:00] here. This is everyone's favorite, workplace conflict.
So when we deal with difficult situations, Nick, how do you recommend that we stay emotionally imbalanced when we're actually in this situational conflict itself? Like in this case, how specifically can emotional intelligence prevent situations from escalating right away.
Nick Fabrizio: Yeah. This is a common issue that, that you have in the workplace, but I would also say it happens in your home life too.
And maybe you are more reactive in your home life because you are more familiar with the people that you come in contact with on a daily basis. So it's not easier at home. I always tell people it's harder at home, but now related to work, and work life, the most important thing and the hardest thing to do, and people will relate to this is pause before you react. And why does it work? It works because it helps you respond to the situation appropriately instead of just being in this, fight, what other people's may interpret as this fight response. So, so how do you do it? [00:06:00] It's really about learning the power of breathing.
So it's about taking a deep breath. Before you respond, this might mean that you have to excuse yourself from that discussion and you may just say, whether it's your coworker or your boss or a family member, can you just excuse me for a minute? I need to just take a walk or I need to think about something.
'cause that really helps you process your emotions. It's like I tell a lot of people now in the workplace. We're so reliant on emails and texting. The first thing you do when you get a text, and I'm guilty of this as well, is you fire off a response and you don't really think about what you're saying in an email and a text because we're conditioned for this immediate response.
And that is countered to emotional intelligence. It's, it's where you want that pause before you're reacting so I always tell people, don't reply to that email right away, that you get from a coworker or a superior or a boss in that setting. Take a minute and reflect on that situation because it's probably not a time [00:07:00] sensitive response that's needed.
Two is practice active listening. So this is about letting the other person finish speaking before you provide your thoughts, and then maybe you wanna paraphrase and say, oh, Chris, what I heard you say is this. And then Chris will tell me if what I said was what he truly meant. So that, that's that practice active listening.
And really important is to maintain a non-confrontational tone. I think many people on our session today can think of specific times when they talk to someone and immediately they get this negative reaction and it's confrontational and that really isn't productive. So your tone and your body language.
Often communicate more than your words do so speak calmly, make neutral eye contact and use I statements, I think, I believe I feel are very important when you're communicating with people. And then seek common ground. So focus on the shared goals. Obviously if you're in the [00:08:00] workplace, you have shared goals with your coworkers or your boss, you have shared goals in the family, in your families, you have shared goals as well. So really think about how those shared goals are important, why they're important, and how common ground plays into this.
Chris Wofford: Good conflict tips. So, let me ask you, in your coursework or when you're teaching at the university itself, do you provide like a framework or are there any step by step approaches to like preventing the escalation that you've just described?
Building on what you just told us?
Nick Fabrizio: Yeah. Thanks. So these are really the five key areas, and this is what the course builds on. But, but you can teach yourself these as well. And, and the first one, and most important is self-awareness. It allows you to recognize your emotional triggers before they kind of hijack your behavior.
So if you are not good at something or you immediately react to an email or to a situation, you've gotta be self-aware and say, oh, this is one of my weaknesses. I'm not gonna respond to that [00:09:00] email in three seconds. I'm gonna really, you know, reflect on that and think about what I wanna say. So self-awareness.
Number one, most important two is self-regulation. It helps you stay calm and be constructive rather than being reactive and defensive. Three, a hard one is empathy. Empathy is very difficult and very often you'll hear people say, well, you're not empathetic.
Empathy is a hard skill to develop. It really enables you to understand other people's perspectives, and it reduces misunderstandings when people feel like you understand them, they feel like they're heard, it's much more productive than just kind of blowing it off. And for social skills. You've gotta be diplomatic, right?
You've gotta be able to be neutral in your conversation so you can reflect and think about what the other person is saying. It's about being effective and effectively communicate when there's tension. And then five finally is motivation. Keep focused [00:10:00] on long-term goals. You know, what's our project? We need team success here.
We've gotta deliver this project on time. We're all involved. It's really important for me to do my job. My coworkers to do their job, so we're successful. So rather than focus on kinda short term emotional satisfaction, try to focus on the big picture. What, what are we here to do? So it's about applying these skills.
Really emotional intelligence prevents escalation by replacing the reactivity with thoughtful, constructive dialogue. It reduces defensiveness and eases tensions and, and really fosters effective collaboration.
Chris Wofford: That's a lot in there. Thank you, Nick. Here's an interesting one.
I love the, the turn that this takes here, where we talk about the second key component, which is working better with people with different personalities than your own or from each other. So when we are working with people with different personalities. How might some of the emotional intelligence attributes that you've just described help us [00:11:00] better understand people and ultimately for ourselves to adapt to personality, different personality types in the workplace.
Nick Fabrizio: So really this is about the, those five key areas that self-awareness. How do your own traits affect the interactions? What are the things that you do that impact how other people respond to those situations? and two is empathy. Can you sense other people's emotions when they're communicating with you and what are their communication styles?
So if your boss runs over to you with a project that has to be done right away, what do you think about that situation? Can you tell that they're kind of emotional about it, that they probably have pressure from someone else? And so trying to be empathetic in that situation goes a long way. And three is self-regulation.
You have to adjust your reactions to fit different personalities, so you kinda wanna be calm and have that calming influence because it's more productive in the workplace rather than your, it's that fight or flight. you don't wanna be [00:12:00] perceived that you're always fighting on every situation or every project, and you're the one that nobody wants to go to because they're gonna get that reaction from you that really isn't helpful.
And those social skills, I'd say for those social skills are really important. So build on ways that you can better communicate with people, and that's kind of what we talked about earlier, matching your style and being adaptable, matching your style so you can be calm and effective and respond to the situation more productively.
So that's really not only important for frontline workers, but it's also important for managers. Managers need to know. What motivates their employees and how their employees react to situations so they can better help communicate with them. Because at the end of the day, you're trying to complete that project.
You're trying to give someone that deliverable that you're there to do. So understanding how your emotions play into it go a long way.
Chris Wofford: Yeah, I bet. You know, personality styles is probably honestly one of the great dividers [00:13:00] in our workplaces. In addition to, its adjunct, which you described as communication styles, right?
So if we all have different communication styles, presumably to some degree we do. Is there anything we could do to build rapport or like to bridge communication gaps with colleagues whose communication styles or their entire personalities are like significantly different than our own?
Nick Fabrizio: Right. So what I tell people is a, a few things, one, kind of observe and adapt. You've gotta match their pace, tone, and preferred mode. \ , so how do they like to communicate? Let's think about coworkers. You'll have some coworkers that like the face-to-face communication when something's bothering them or they had a question on a project, they'll come talk to you.
Face-to-face is fine. You may have a boss, maybe this boss is even in a different location where face-to-face is not gonna be practical. So you're gonna have to learn to figure out their style. Their style may be email, it may be a video call. So if you're not particularly good at a video call, try to reach out and develop that as a tool, because if that's their [00:14:00] preferred model and you don't know how to do it, or you don't know how to zoom, or you need help with that.
Get that help because you wanna match their preferred style. You wanna observe and adapt, and ask. Don't assume. So it's okay to clarify how people like to communicate. I used to tell my boss way back when, you know, what's the best way to get ahold of you? How do you want me to give you this report?
Do you want it in an email? Do you want me to print it? You want me to bring it up to your, to your office? Do you want me to leave it on your desk? Tell me what you prefer and I'm gonna match my style to that. And then listen actively show genuine interest and reflect back on what you hear, and you say, okay, Chris, I understand that the deadline's next week.
You want me to print this report? You want me to finish this project? Get it on your desk by Friday, end of the day. And Chris will tell me if my understanding in the project is correct. If he says, well, I said a week, but I really need it on Thursday. I need to know that because I'm figuring Friday. So I wanna communicate that back to him so [00:15:00] he understands what I heard, to make sure we're on the same page and find common ground really important in the workplace.
What are we here to do? At the end of the day? We're here to complete a project, deliver a task, do something that's in our kind of purview and our responsibility that achieves. A common goal. So what is it that we're here to do? And let's just talk about that. And then, and then finally be respectful and patient.
Give people space to communicate. Give them time to react and give them time to come up with solutions that may be in in both your best interests. So it's really, adaptability is the key. You have to flex your style to build trust and mutual respect.
Chris Wofford: So building on that, adaptability, you and I talked before the show about, well, you had just kind of described several communication modes, right?
Like, how are we gonna communicate? How do you want this report, how do you want this feedback? That kind of stuff. But in addition to the modes, getting back to the styles, I, I had asked you about formality and [00:16:00] communications versus informality, which is sometimes where you end up landing with someone.
Can you talk a little bit about what we talked about earlier?
Nick Fabrizio: Yeah. So it's really about understanding how, like when you just said the formality versus the in informality. So how do you like to communicate? So I've known Chris over the years. So we kind of got our style of communicating and, and when it first started, you know, Chris would say, you know, professor Fabrizio, what do you think about this?
And what do you think about that? And then I would respond to Chris and just say, Chris called me Nick. And then we'd clarify some things. And then over time it became a much more kind of just an easy free flow conversation, but we developed that over time. So our latest communication years later wouldn't have been appropriate on week one when we just. You know, introduced each other and we just launched a, you know, one of many projects that we've worked on. So over time in getting used to each other, we've kind of [00:17:00] adapted and learned how we work. So now we just communicate very effectively and what used to take us and people in the audience will relate to this, what, what maybe used to take you.
A five minute discussion or a 10 minute overview or a lengthy email. Now we can do it in a matter of 30 seconds and, and we can communicate really the same information that we did early on that took us a half hour. So it's really about learning and adapting and being comfortable with not only your coworkers, but your boss.
So, so that works. Vice versa as well. It's, it's like the boss understanding how to communicate with their employees as well. And over time they build that relationship so that communication becomes more seamless. And that's really about emotional intelligence.
Chris Wofford: So Nick, you also suggested that emotional intelligence can help us reduce or manage workplace stress.
Again, any techniques, any frameworks for how to deal with that? That would seem like the golden egg here.
Nick Fabrizio: Yeah, [00:18:00] no that's really important. So, so there are a couple things that, few things that you wanna think about. So the first one, and we've talked about it, so I'm glad we're talking about it again.
It's pausing and breathing just by breathing. The psychology of it is you use deep breathing to reset your nervous system. So it often gives you time to reframe issues, to take a break and remove yourself from that situation where you're gonna fight and want to immediately respond probably in a not so effective way.
So, so first pause and breathe. And then two, reframe the situation. So, so shift it from a threat. To a challenge. I think if I just heard this information and now you've given me the third project, I'm just gonna think through that, okay, I've got a third project now. Why are they coming to me with this? How does it relate to the big picture?
What's my role in it and what can I do to help? So that's really about reframing the situation to try to understand why someone is coming to you with maybe [00:19:00] yet another task or to do something differently. And then practice empathy. We've talked about empathy. Consider the other people's stress and pressure.
So I used to, I had trouble getting through this when I first started my career as well, right? So the boss is coming to me with yet another project. Well, when I reflected on that, I said, well, he's coming to me with yet another project because uphill up the ladder, he just got assigned another project.
And that's why it's now my project. So I'm just trying to understand the organizational dynamics and that most likely he or she, my boss didn't just come up with a new task just to give me a new task. It relates to something. So I'm trying to understand where that came from. So, use that positive self-talk as well.
It's about replacing my negative thoughts. With something more constructive. And then finally take micro breaks. I really encourage people , just take a little [00:20:00] break, walk away to briefly reset your emotions. It's really important to do that because you won't think clearly if you're always trying to react to a situation.
So taking micro breaks is important and, and these emotional intelligence tools at the end of the day help you stay focused, calm, and in control under pressure.
Chris Wofford: In many ways it feels like the conversation's been leading us up to this, which is talking about, or cultivating and building stronger relationships with our coworkers.
And again, this can be emotional intelligence practices and in your words, which I, I think is really interesting, that help us build authentic connections with coworkers, especially again in a hybrid or distributed work environment, how do we build better connections with people using some of the emotional intelligence techniques that you teach.
Nick Fabrizio: Yeah. Great question Chris, and this is really now a dynamic from sort of post COVID when we have these hybrid work arrangements and maybe there is, or maybe there is not an office anymore. [00:21:00] And so it's, it's really based on, on a few important factors. One is empathetic listening. Give your full attention to people during both in-person conversations, which is easier, and in the zoom or the virtual environment as well. and you can always tell this in a meeting, the people who have their cameras off, are just, you're not sure if they're in the room or they're out of the room. There's really no way to tell. So be physically present. I always tell people, I don't care what you're doing, I just wanna see your cameras on.
I don't care if there's cats or there's dogs or your room's a mess. Or you're outside on the deck. I don't care about any of that. I just wanna see your face. So I know that you are physically present and that you can react to things. So there's nothing like having 20 people in a virtual meeting and having 18 blank screens with just their names.
So you really don't know if 18 people are there or two. So give your full attention during virtual and in-person conversations. Too emotional [00:22:00] transparency. Share your feelings. We talked about this because it helps foster trust. If I tell Chris, you know, I'm really feeling stressed about this, or I've had a bad day, I've had a bad week.
I'm gonna do this project, but I really gotta reset. And it's, you know, the next couple days are gonna be hard for me. That really helps, reframe and reset the project. 'cause Chris knows now I'm under a lot of stress. Maybe I got another project I have to finish. So try to be aware of that.
Both if you're a frontline worker or if you're a manager. Managers have to be aware of what their employees are going through and maybe in a sort of a de-centralized or a matrix organization where a worker has more than one boss, they may have another project from another boss that they have to complete, and you don't know that.
You just think your project is the most important thing. So you've gotta kind of understand the organizational dynamics, where the pressures are coming from. And how many projects are needed to be completed by your workers. and it's really important to, to know that. And, [00:23:00] part of that is goes hand in hand with having check-ins.
so reach out and have check-ins. Really important for managers to have check-ins with their employees just to ask them, how you doing? I gave you a project last week. I know you had other projects that were due as well. How you doing with them? Is there anything I can do to help. That's really important in the workplace.
As well as being adaptable, so respect different work styles and how people like to communicate and just try to understand that. I know we talked about that earlier, but it's really important. And then finally, appreciation and recognition. Acknowledge other people's efforts, both publicly and privately.
And when you're having your staff meetings. When your coworkers are around, call out people and praise them for doing a good job. Or the group as a whole. And you can say, if it was me, listen, I know I gave the team an extra, difficult project. It was unexpected. I know you're busy doing other things, but something just came up, obviously from a on high.
We had to get it done. You all did a great [00:24:00] job of doing that. So I just wanna personally let you know that. I see that, that I appreciate it and I respect you for the job that you've done. So be able to do that publicly and privately.
Chris Wofford: Great advice, powerful little segment there.
So let me ask you, you know, you, you had talked a little bit before our discussion about transforming casual relationships or, you know, workplace relationships into something a little more meaningful, by way of professional or meaningful professional connections. What did you mean by that? Taking it to the next level in a relationship like that?
Nick Fabrizio: Yeah, so, kind of, it's using emotional intelligence to deepen workplace relationships.
So, so how do you do that? And it's about being authentic, right? So show general interest, ask thoughtful questions and listen actively. I'm excited about this project that we have right now. It's new. I know it's gonna be challenging. I know it's on top of the other projects that we have, but I'm really interested in, in how you all can contribute to this.
[00:25:00] so show genuine interest and be emotionally present. Don't just put things on autopilot like , I'm sure everyone has had bosses in the past or coworkers who, if you ask 'em a question, you can get the same kind of monotone response. Throughout the whole day, and so they kind of respond to that and it's really hard to get excited about that.
Right? As, as a worker, it's hard for me to get excited when I don't see that same excitement by my boss or my superior. I wanna know that the project is important, so if you can tell me and show me. Why it's important and be emotionally present, that'll go much further than this. Uh, we've got another project, we've gotta get it done.
I expect you to all finish this by next Friday. So that's about being emotionally present and sharing authentically. Open up and tell the truth. So, if you're a manager or coworker, I know what we said earlier, if you've just got this project, even if it wasn't your idea, maybe you didn't even know about it, you found out about it last week, but someone says it has to get done.[00:26:00]
Tell people that we've got an unexpected project. It's really important to leadership that we do it. I need your help. So, so do that. Show authenticity and follow through. If you say you're gonna do something, do it. Right. So, people probably will be able to relate to this, uh, mostly from their home life, right?
So they always say that if you say you're gonna do something, do it. Right? So if I said, take out the trash. Take out the trash, right? If I say I'm gonna do something, fill up the car with gas, fill the car up with gas, follow through on your commitments, and then finally offer support. So some people in the workplace will need help.
Maybe you identified your coworker that needs help. See if you can help them and maybe tag team them with someone else just so they can start to get some momentum. because these emotionally intelligent driven actions. They sort of turn surface level interactions into really lasting professional connections.
Chris Wofford: Nick, you had said that emotional intelligence can go so [00:27:00] far as to enable us to enjoy our jobs more, to be more fulfilled at work. How does that work?
Nick Fabrizio: Yeah, so how does it lead to sort of workplace happiness? We always, we we're all hearing about this workplace happiness now. So I tell people emotional intelligence.
Leads to greater job satisfaction by improving how we handle stress. More importantly, how do we relate to others? How do others relate to us? And how do we find meaning in our work? So it creates a more positive, resilient. And collaborative work experience. So the most impact workplace happiness, the specific skills that you need really are three, and they're, they're really the most important one.
We've talked about it before, self-awareness. It helps you align with the work values, your strengths. Trying to help you to get the job done. And it leads to more fulfillment, right? So self-awareness. [00:28:00] Self-regulation, 'cause it reduces burnout. You've gotta be able to manage your stress and your emotional triggers more effectively.
And then third, empathy. It fosters stronger relationships, and you have a supportive team culture.
Chris Wofford: So let, let's take it home, right? So those in our audience, how can they identify which for themselves, which of the five components they need to work on the most, for themselves? And what might be some signs that we can kind of pick up on that tell us that that particular area needs attention, , in short, how do we assess our own emotional intelligence and then do something about it?
Nick Fabrizio: Yeah, that's a great question. And, and it's a great way to kind of think about, reflect on sort of where we are and where we need to be, and that's really assessing your emotional intelligence. So, so the ways that you can do that are one, self-reflection. Keep a journal of your interactions and your responses to different [00:29:00] situations.
so just write uh, someone asked me to do x. Or X, Y, Z came up into a meeting, someone asked me a question and this is how I responded. So you can do that in a journal or you can do it on your phone using your note screen or on your laptop, however you wanna do it. It's about, it's called journaling.
So journal that, because when you go back and reflect, which we talked about earlier. You can see how you handled that situation and with the benefit of time, how you might have handled that differently or moving forward, how would you handle that the next time it happens? The only way to do that is you've gotta kind of memorialize that, right?
You've gotta journal it and you may have 20, 50, eventually a hundred different things in your journal that you can just easily thumb through and say, oh, okay, last year this is what happened. This is how I reacted. It came up again a year later. This is how I improved and this is what I did. so that's most important.
That self-reflection and that [00:30:00] journaling, is how you do it. Two, get feedback. So ask your coworkers, this is how I responded, what do you think? what could I have done differently? Mentors and friends are another great avenue for you to get feedback on what happened and hopefully you have friends that are honest and will provide you sort of tough criticism.
And that's okay. And they might have said, Hey, Nick, this is maybe what you would've done differently. I probably wouldn't have reacted if the situation wasn't emergent, and it doesn't sound like by what you told me. You needed to give him an answer right away. You probably could have slept on that and come back a day later and, and gone back up to your boss and said, Hey, you know what?
This is what I would've done differently. Or to your coworker, I got in a disagreement or a in a fight with a, with my coworker. Because I responded to something. But you know what, if I had a day in between, I would've said, you know what, this is what I would've done differently. So be able to get feedback.
And then, does your organization do evaluations? What do the evaluations say? Do they talk [00:31:00] about your performance and maybe how you react to situations? Or do they talk at all about your behavior? So see if your, your evaluation, say something that can help you. Go find additional help. there are emotional intelligence assessments.
There's something called the EQI 2.0. There's EI appraisals. They can be purchased and, and you can find people that could administer those tests on you. And then finally there's coaching or therapy. Some people have coaches, some people go to therapy because sometimes a neutral third party can help you get through things that you just can't do on your own and, and in the family life, in the family cycle that is apparent as well. So identifying your weaker areas is really the first step towards targeted growth and stronger emotional resilience at work. So these tools and approaches really provide insight into your EI strengths, emotional intelligence strengths, and they help you [00:32:00] find those blind spots so you can build a plan for growth.
Chris Wofford: I wanna thank you for listening to Cornell Keynotes. If you learn something here and you are eager to learn more, be sure to check out the episode notes for information on ECO'S four Course, frontline Skills Cornell Certificate Program.
I wanna thank you for listening, friends, and as always, please subscribe to stay in touch.