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Neeta Bhushan

An emotional intelligence advocate, Bhushan is founder of the Global GRIT Institute

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3 Traits That Will Kill Your Career

Anger is an absolute deal breaker. Who wants to be around someone unable to properly process their emotions?


You've read every development book on Amazon. You’ve attended various different seminars, learned from the brightest in your industry, and regularly model your advisors and icons. You're following the traditional roadmap in achieving success in your career goals - and it’s working.

Except …when it isn’t. Your lack of emotional intelligence is threatening to blow up your entire career.

Here's how to avoid the pool of toxicity:

1. Don’t lose your temper. 
Anger is an absolute deal breaker. Who wants to be around someone unable to properly process their emotions? What does it do for you to release that onto someone else? Tip: try screaming at the top of your lungs in the shower, in a park, or in the car - tension may need to be released, and you'll probably feel way better.

2. Pretending to be someone else. “Masks” sometimes are worn in the workplace, at social mixers, odd networking events, or those "drag your feet" team building meetings, but regularly acting like an imposter is a disaster for you and for your team. No one can act more like you than YOU! You owe it to yourself to embrace your uniqueness, and you’ll gain more trust and build better relationships as well. Tip: As they say: “Be yourself ... everyone else is taken!”

3. Check your ego at the door please. This is definitely a killer. This is the narcissist, the "better than,” the "insulter" - you won't be winning with this one under your belt. This is a red flag disaster that screams "run the opposite direction." Or it’s reminiscent of your six-year-old self who didn't get that favorite toy and screamed endlessly. Tip: Please try and practice some selfcompassion here. Realize you’re doing the best you can, and you can always choose differently.

Disclaimer: The views expressed in the article above are those of the authors' and do not necessarily represent or reflect the views of this publishing house

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management leadership human resources

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