6. You are asked to manage a team of developers that is building a new portal. The team has discovered a software bug but can't come up with a solution. What do you do?

1. Draw up an agenda, and call a meeting during which you discuss the problem and possible solutions.
2. Organize an offsite to help the team get to know each other better.
3. Begin by asking each person for ideas about how to solve the problem.
4. Organize an informal brainstorming session over lunch. Encourage people to share whatever solution comes to mind, no matter how wild.

7. One of your programmers has been promoted to a managerial position. You notice that she appears unable to make the simplest decisions without seeking your advice. What do you do?

1. Have an HR representative talk with her about where she sees her future in the organization. Maybe this position isn't right for her.
2. Accept the fact that she does not have what it takes and find others to assume her responsibilities until you can find a replacement.
3. Give her lots of difficult, complex decisions to make so that she will become more confident in her role.
4. Engineer an ongoing series of manageable experiences for her, and make yourself available to act as her mentor.

8. One of your direct reports approaches you with a personal problem: His elderly parent needs care and possibly placement in a nursing home. What do you do?

1. Tell him that you're sorry and that he can come to you for advice or to commiserate anytime.
2. Acknowledge that family problems often take a toll, and ask him to be open with you if he's having trouble completing his work so that you can find a way to lighten his load during this difficult time.
3. Suggest that work affords an excellent opportunity for him to take a mental break from his problems.
4. Tell him that the definition of a professional is someone who doesn't allow his personal problems to affect his work.

Scoring the Quiz

0-24: Emotional Dunce
Congratulations, you're about as emotionally intelligent as a milk carton and as approachable as a Komodo dragon. You confront people in the wrong way about the wrong things at the wrong times (for example, publicly accusing someone of taking credit for your ideas) and fail to confront them on the appropriate things (like racist jokes). Your haste to kiss off colleagues and their concerns alienates you from others and jeopardizes your professional relationships. Unless you get some coaching, it won't be long before your emotional density derails your career.
25-54: Lukewarm
You get points for recognizing your own difficulty in dealing with people's personal issues, but as a manager and executive it's part of your job to confront life's little messes. You don't have to be Agony Aunt, but you should know how to tactfully handle conflicts with customers and colleagues. And while you may have the best intentions with the young manager who constantly seeks your advice, you're not rising to the challenge by passing the buck to HR.
55-75: The Perfect Boss
Your colleagues and direct reports surely find you approachable and responsive. Just be careful you don't go overboard. Being emotionally intelligent doesn't mean you have to be Oprah, doling out advice and commiserating over every drama or crisis. It means recognizing how people's emotions affect them, understanding why they feel a certain way and harnessing those emotions for the benefit of the organization.

Answer Key

• Question 1 A. 0 points B. 5 points C. 0 points D. 10 points
• Question 2 A. 0 points B. 5 points C. 0 points D. 10 points
• Question 3 A. 0 points B. 5 points C. 5 points D. 5 points
• Question 4 A. 5 points B. 0 points C. 10 points D. 0 points
• Question 5 A. 10 points B. 0 points C. 0 points D. 0 points
• Question 6 A. 1 point B. 10 points C. 5 points D. 5 points
• Question 7 A. 5 points B. 0 points C. 0 points D. 10 points
• Question 8 A. 1 point B. 10 points C. 0 points D. 0 points

— Meredith Levinson