Emotional Intelligence and the Improvement of Lawyering skills

What’s the best way for an individual lawyer to become more emotionally intelligent?

The well-assessed observations justify that emotional intelligence “EI” is essentially functioning profoundly in lawyering. To understand better, its concept is easily to recognize via its four components: emotional perception, emotional empathy, emotional understanding and emotional regulation. A quick glance exchanges general comprehension representing a real concept focusing on the emotional intelligence as an accurate awareness of emotions for lawyers and others. While its concept seemingly in concludes a highly deeper meaning, it can assist lawyers with figuring out about how those emotions work and are able to understand and manage emotions so as to be in touch with the predesigned results. Meanwhile, it challenges strongly lawyers in legal industry in order to boost their capacities involving them in doing their duties professionally. Therefore, lawyers have been advised seriously to organize their professional programs on an increasing profitability by parallelly aligning structure, leadership, compensation, professional development and culture to enhance client services.

The concept of EI is extremely strange in some legal systems. Iran is not an exception. Law society has never accepted some phycological literature in law. EI is strongly interwoven with some concepts: doubt, suspicion, emotion and logic. A primary point explains that lawyers have typically been taught to tackle with events by application of skeptical emotions. It is the first point assisting lawyers with applying EI in lawyering. Perhaps, this is an important part of their jobs. In this regard, lawyers are similarly working like detectors, or even prosecutors.

Furthermore, the link between emotion and logic plays a vital role. Different kinds of behavior always attract public attentions to answer this question about to what extent lawyers conduct emotionally by their intelligence which would be recognized as a downside when they are practicing law. Whereas, EI has its own upside and downside. In addition, it seems very few downsides are visible to become more emotionally intelligent, even for those ‘LAWYERS’ who conduct by militantly rational thoughts. Consequently, it is considered in the categories of emotion and logic.

In addition, a serious conflict is observed between liers and those who try to behave truthfully: “Honesty and Truth”. Researchers have identified a few odd possible negatives, although they are not certain. The first point refers to a reduced ability recognized as lies. It occurs probably, because of enhanced empathy for the liers’ viewpoints. It is typically defined as an overload of ‘personal information’. Of course, it has also attracted academic attentions, due to its increased empathy. moreover, the lack of neurotic and emotionally unmanaged conducts as we think of as being creatively is effectively acting. Conversely, other studies are challenging the emotionally intelligent to adjust more to truth, to have better emotional coping skills and to be more creative as well as being able to get innovative ideas acted upon.

To start, it is necessary to begin it with raising awareness. There is an amazing strategy to be more effective. It is simply to become more aware of the importance and impact of emotions via changing the attitudes and types of behavior. Indeed, emotional awareness is defined as the skill that lawyers usually score the lowest in. It can be observed in for of the lists of ways improving in this area.

In conclusion, lawyers and law society are following others in order to present that the emotionally intelligent out-perform with the ones in production and revenues more than their less emotionally intelligent colleagues, and then, logically, they also get the most promotions and bonuses. These studies specifically include professionals like accountants, insurance reps, stock brokers and consultants who can successfully “sell” to others their expertise in a subject. Lawyers also demonstrate this result—essentially, they are better at getting and keeping clients. Baker McKenzie pursued an emotional intelligence professional development program after the recession that raised its revenues to all-time highs and that it continues to benefit from. Most recently, Harvard Law professor Heidi Gardner followed a global law firm to confirm statistically that those lawyers with the EI skills successfully collaborate who had the highest revenues.