Abstarct: Emotional intelligence (EI) can play a significant role in the work environment (George, 2000; Goleman, Boyatzis, & McKee, 2002; Law, Wong, & Song, 2004; Sy & Cote, 2004; Wong & Law, 2002). Specifically, researchers assert that employees’ EI can predict work related outcomes, such as job satisfaction and job performance (Bachman, Stein, Campbell, & Sitarenios, 2000; Prati, Douglas, Ferris, Ammeter, & Buckley, 2003; Wong & Law, 2002). In addition, some researchers (e.g., George & Brief, 1996) have theorized that job performance is influenced by employees’ ability to use emotions to facilitate performance. However, the empirical evidence is scant (Day & Carroll, 2004; Zeidner, Matthews, & Roberts, 2004) and no study has examined the interaction effect of salesperson’s EQ on job performance. As such, the goal of this study is to examine the relation between EQ & salesperson’s performance. According to the research topic, research method used in this study, is descxriptive (non-experimental) that in terms of kind of research is correlation. To measure emotional intelligence, "Bradberry and Greaves" questionnaire with 28 questions were distributed among 112 sales people working in Alborz distribution Co. To evaluate the performance of salespeople, the mean of calculated performance scores during one year by Alborz distribution Co., were used. Then, using parametric statistical methods and SPSS, EQ and salesperson’s performance measured and Emotional Quotient factors affecting on performance were ranked. Findings of study show that self-awareness, self-control, confidence, communication and influencing others, empathy, conflict management and initiative are stronger than other EQ’s items, while reliability and self-assurance are weaker. Emotional Quotient is an essential element of job prosperity, job commitment increment, job stress reduction and resulting in sales people performance increment. As EQ is a teachable skill, we can improve it by instruction.