Seek Frank Feedback
September 6, 2007
Andrea Jung is the chair and CEO of Avon Products, which is based in New York.
Emotional intelligence is in our DNA here at Avon because relationships are critical at every stage of our business. It starts with the relationships our 4.5 million independent sales reps have with their customers and goes right up through senior management to my office. So the emphasis on emotional intelligence is much greater here than it was at other companies in which I’ve worked. We incorporate emotional intelligence education into our development training for senior managers, and we factor in emotional intelligence competencies when we evaluate employees’ performance.
Of all a leader’s competencies, emotional and otherwise, self-awareness is the most important. Without it, you can’t identify the impact you have on others. Self-awareness is very important for me as CEO. At my level, few people are
My kids are part of my 360-degree feedback. They’re the most honest of all.
willing to tell me the things that are hardest to hear.We have a CEO advisory counsel–ten people chosen each year from Avon offices throughout the world – and they tell me the good, the bad, and the ugly about the company. Anything can be said. It helps keep me connected to what people really think and how my actions affect them. I also rely on my children for honest appraisals.
You can get a huge dose of reality by seeing yourself through your children’s eyes, noticing the ways they react to and reflect what you say and do. My kids are part of my 360- degree feedback. They’re the most honest of all.
I grew up in a very traditional Chinese family.
My parents were concerned that the way I’d been raised – submissive, caring, and averse to conflict – would hinder my ability to succeed in the Fortune 500 environment. They were afraid I couldn’t make the tough decisions. But I’ve
learned how to be empathetic and still make hard decisions that are right for the company.
These are not incompatible abilities. When Avon has had to close plants, for example, I’ve tried to act with compassion for the people involved. And I’ve gotten letters from some of the associates who were affected, expressing sadness but also saying thanks for the fair treatment. Leaders’ use of emotional intelligence when making tough decisions is important to their success–and to the success of their organizations.
Posted by Maximillian | Filed Under Insight
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