SNAP 2.0—Improve EQ for Teams.
Numerous strategies for boosting individual EQ are available, ranging from the insights in Daniel Goleman’s seminal book to the daunting, 66 techniques outlined in Emotional Intelligence 2.0. However, there hasn't been a universal method for teams to elevate their EQ – until now.
Why does it matter? In today’s modern workplace where non routine challenges have become the new routine, Emotional Intelligence (EQ) is the strongest predictor of performance in the workplace (and twice as important as IQ), particularly in fostering adaptability, resilience, and collaboration.
By the research: Building on research from Non Routine Leadership and a handy acronym from the Enneagram book, we devised SNAP 2.0—a simple yet comprehensive framework, aiming to facilitate the collective growth of EQ for teams.
The origins: Popularized by Daniel Goleman, the concept of Emotional Intelligence encompasses 12 factors divided into four categories: Self-Awareness, Self-Management, Social Awareness, and Relationship Management. Fortunately, irrespective of your personality, circumstances, or initial EQ level, SNAP 2.0 can foster growth in all these areas.
SNAP 1.0 — A foundation worth building on.
SNAP 1.0
SNAP is a framework from the Enneagram study guide, "The Road Back to You" that we believed had the potential to be a significant tool for teams to improve their EQ collectively. Essentially, the author suggests that whenever you want to practice Emotional Intelligence, think SNAP! It is a simple framework that means:
Stop
Notice
Ask
Pivot.
Simple enough? Well, sort of.
The largest critique to SNAP (1.0) is that it’s too unclear and not thorough or robust enough for teams to adopt. That’s why Gary Fowler and Jeff Dickson leveraged Non Routine Leadership™ (NRL) research and transformed it into a far more comprehensive tool suited for both individuals and teams. In fact, our research revealed a remarkably strong and somewhat surprising correlation between SNAP and the initial four of five NRL habits, to the point that SNAP seems to mirror these habits almost precisely! (more on that later)
Introduction SNAP 2.0: Our goal was to retain the simplicity of the SNAP (1.0) acronym while enhancing it to be a more robust and reliable tool for teams. Our additions included four key enhancements to ensure clarity, versatility, simplicity, and evidence-based foundations. These enhancements include:
Guiding axioms to clarify each principle.
Versatility to adapt in both individual and team contexts.
Simple tools and examples to maintain practicality and prevent complexity.
Research references to provide a reliable foundation grounded in established studies in the field of emotional intelligence.
SNAP 2.0
The Enemy of EQ: Emotional Hijacking
How it works: SNAP 2.0 is a tool for teams to improve their emotional intelligence. Individually, it can be employed at any time, which is particularly beneficial when you're just starting to learn it. However, it flexes its largest muscles when you’re confronted with challenging emotions such as fear, anxiety, sadness, frustration, anger, and more. Essentially, it helps prevent what some refer to as "emotional hijacking," which occurs when your emotional brain (amygdala) exerts a disproportionate influence on your actions compared to your thinking brain (neo cortex). This often leads to either a lack of awareness or mismanagement of emotions; ultimately resulting in regrettable assumptions and actions.
SNAP intercepts this emotional hijacking by enhancing both aspects of EQ:
Enhancing emotional awareness through the practice of the first two steps (Stop/Notice).
Enhancing emotional management through the practice of the last two steps (Ask/Pivot).
What to watch: The most important thing to remember, is that each element can be applied in individual and social situations.
1. Stop and be present
Stop and be present—immersing in the current moment alone, or with others.
Apply it personally: During a busy workday, a brief pause to breathe and be present without the constant checking of emails and notifications can rejuvenate your mind, offering a fresh perspective as you return to your tasks.
Apply it interpersonally: In meetings, giving your undivided attention to the speaker can enable you to catch subtle cues and respond more thoughtfully. Gary Fowler recommends placing an item in your pocket to remind you to be present (He’s done this for years and is known for his attentiveness to others)
Research support: The American Psychological Association has noted that multitasking can reduce productivity by up to 40%. Hence, SNAP 2.0 encourages individuals to enhance efficiency and decision-making by focusing on the present (American Psychological Association).
2. Notice the VIBE
Notice the VIBE around you—the elements affecting your emotions and those of others.
Vibe or mood
Individual styles (see below for a quick solution)
Behaviors
Environment
Apply it personally: Notice your own mood while doing household chores like how music is affecting your mood.
Apply it interpersonally: Be attentive to a colleague's low energy and checking in on them afterward can foster better relationships and open communication. But sometimes it’s not vibe alone but also individual style, behaviors, and environment. For individual styles at the workplace, I’ve had a lot of success using the Compass Points Exercise which is a simple way to better understand your team’s styles and how to work together (see below).
Research support: Daniel Goleman has underscored the necessity of being attuned to one's environment and the moods of others to build empathy and foster strong relationships (Goleman, D).
3. Ask Why?
Ask Why? to understand the beliefs at the root of the feelings and behaviors experienced by you or others.
Apply it personally: During a project setback, considering what other emotions are present can reveal hidden opportunities and pathways to growth.
Apply it interpersonally: Asking open, exploratory questions can help in understanding a coworker’s feelings better, preventing misunderstandings and nurturing the relationship.
Research support: Cognitive Behavioral Therapy (CBT) employs a similar strategy of asking exploratory questions to help individuals navigate their emotions more effectively, showcasing the efficacy of this approach in emotional management (Beck, A. T.).
4. Pivot To “Why Else?”
Pivot from “why” to “why else?” to see new perspectives behind your behaviors and emotions, as well as those of others.
(also try similar phrases: what else, who else, where else, and how else)
Apply it personally: The next time someone frustrates you in traffic or at the workplace ask, “what else’ could have been the reason?
Apply it interpersonally: I regularly ask my leaders to “poke holes” in my thinking or “what else am I missing” in order to keep me ego at bay, while preventing emotional (and intellectual) blind spots in my decision making.
Research support: This strategy aligns with conflict resolution research, which suggests that considering new perspectives can facilitate more adaptive and constructive solutions (Fisher, R., & Ury, W.).
Anyone can become angry—that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way—that is not easy.
~Aristotle
SNAP 2.0 (with notes)
Real-Time Example Solution
Background: The Purchasing department recently switched to a new vendor to reduce costs. However, this has resulted in a decrease in the quality of packaging materials. Meanwhile, the Warehousing department is overwhelmed with complaints about the deteriorating quality, and the Customer Service department is caught in the middle, facing heated emails from both ends.
Stop and be present: Instead of emailing back and forth, the Customer Service Rep stops to initiative a face-to-face meeting with the Purchasing and Warehousing departments to openly discuss the issue at hand. They encourage everyone to be present in the moment without any preconceived notions.
Notice the VIBE: The reps actively notice the mood in the room, the different communication styles of individuals, and the overall environment. They pay attention to non-verbal cues of both the leaders and employees who are not speaking.
Ask Why?: Before offering solutions, the CSR fosters a conversation where they ask open-ended questions to understand the core reasons behind the decisions and the consequent issues. Showing a high-level of EQ, the CSR is careful to validate those beliefs before offering a different perspective.
Pivot to “Why Else?”: To navigate towards a solution, the CSR encourages all parties to think from different perspectives. They ask questions like "Why else might these situations cause frustration?" “What else can be done to maintain the quality?” or “How else can we support the Warehousing team in this situation?” This helps in creative brainstorming solutions and, more importantly, demonstrates understanding of the emotions and an eagerness to manage through the emotions together.
References
Eurich, T. (2018). Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think. Currency.
Goleman, D., Boyatzis, R., & McKee, A. (2002). Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business Review Press.
Druskat, V. U., & Wolff, S. B. (2001). Building the emotional intelligence of groups. Harvard Business Review, 79(3), 80-91.
Lopes, P. N., Côté, S., & Salovey, P. (2006). An ability model of emotional intelligence: Implications for assessment and training. In V. U. Druskat, F. Sala, & G. Mount (Eds.), Linking emotional intelligence and performance at work: Current research evidence with individuals and groups (p. 53–79). Lawrence Erlbaum Associates Publishers.American Psychological Association. (n.d.).Beck, A. T. (n.d.).
Fisher, R., & Ury, W. (n.d.).
