Source | Inc : By Justin Bariso
Uber’s New CEO Just Sent an Amazing Email to Employees–and Taught a Major Lesson in Emotional Intelligence
Uber’s new CEO, Dara Khosrowshahi, has been on the job only a matter of weeks, but a recent email to employees is proof positive that he’s the right man for the job.
Yesterday, government officials in London announced that they would not be renewing Uber’s license to operate in the city. Shortly thereafter, Uber announced its intent to appeal the decision.
Uber’s chief executive responded to the news with a remarkable email to employees. You can find Khosrowshahi’s entire message at the end of this article, but it’s the following piece that stuck out to me as especially noteworthy:
While the impulse may be to say that this is unfair, one of the lessons I’ve learned over time is that change comes from self-reflection. So it’s worth examining how we got here. The truth is that there is a high cost to a bad reputation. Irrespective of whether we did everything that is being said about us in London today (and to be clear, I don’t think we did), it really matters what people think of us, especially in a global business like ours, where actions in one part of the world can have serious consequences in another.
In just a few short sentences, Uber’s new leader teaches some major lessons in emotional intelligence.
What’s EQ Got to Do With It?
Emotional intelligence is the ability to identify emotions (in both yourself and others), to recognize the powerful effects of those emotions, and to use that information to inform and guide behavior. In essence, it’s the ability to make emotions work for you, instead of against you.
A lesser-skilled leader may have seen the London transportation authority’s decision as unfair, insulting, maybe even a direct attack on innovation itself. (In fact, previous actions by Uber seem to flaunt the positions of regulatory authorities.)
But while Khosrowshahi expressed strong disagreement with the decision, he also demonstrated his ability to see the big picture–including past, present, and future. He resists the temptation to focus on right or wrong; rather, Khosrowshahi helps his people understand how perceptions differ, and the reasons behind this. He realizes that evennegative feedback is a gift–because it can expose blind spots and lead to necessary improvement.
Most important, the new CEO implied that to succeed, Uber has to change its de facto motto of “disrupt first, ask questions later.” More than simply following the rules, Uber must go a step further: Essentially, it must convince regulators that it is willing to play nice with others.
Of course, this is why Khosrowshahi’s here in the first place.