11–13 november 2013 leveraging emotional intelligence page 1 sponsored by leveraging emotional...
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11–13 November 2013
Leveraging Emotional IntelligencePage 1
Sponsored by
Leveraging Emotional Intelligence in the Workplace
Rahul Dogra
[email protected] www.rahuldogra.com
11–13 November 2013
Leveraging Emotional IntelligencePage 2
Sponsored by
Leveraging Emotional Intelligence in the Workplace
• We will identify how to leverage emotional intelligence – Focus on developing key skills, including:
• Self-awareness to assess your emotions and its impact• Self-motivation a desire to achieve success• Self-regulation to establish self control• Empathy to understand the feelings of others• Relationship skills to apply the above in social situations
11–13 November 2013
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Good Managerial Traits
• What are the facets and traits of a good manager?• Authentic • Good listeners• .....................
Whatever we have accomplished has been because other people have helped us
– Walt Disney
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Different Approaches
• Have you met a highly intelligent individual who does not command respect or work well with the team?
• Paradoxically, have you met a manger who is not “technically gifted”, but is respected?
How can we explain this?
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Is IQ Not Enough?
• Our notion of intelligence focussed on a single measure– Individual Intelligence Quotient (IQ)
• Howard Gardner (1983) presented Multiple Intelligences
Linguistics- Words and language
Logical / Mathematical- Math and logic
Visual / Spatial-Images and space
Musical- Music and rhythm
Body / Kinesthetic- Sports and movement
Naturalist- The environment
Interpersonal- Other people’s feelings
Moral- Ethics and humanity
Spiritual- Religion
Intrapersonal- Self awareness
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Focus for Behavioral Change
• We all possess EI, IQ and personality– Determines how we behave – Unable to determine individual EI based on their IQ and vice versa
• We have more ability to change our EI as opposed to our IQ and personality
Personality
EIIQ
Stays constant – difficult to change
Skills and competencies that we can develop and enhance
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Origins of Emotional Intelligence
• Mayer and Salovey * (1990) introduced the term– Describes a person's ability to understand their own emotions and
the emotions of others and to act appropriately based on this understanding
• Popularised by Daniel Goleman in his book “Emotional Intelligence” (Bantram 1995)
• It is viewed as a means of developing and enhancing individual management and leadership capabilities – Through an analysis of behaviour, management styles, attitudes and
interpersonal skills
* Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.
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Emotions
• Think of an emotion– Is it easy to do?
• Some questions:– Are we in touch with our emotions?– Compare children to adults– Is it good or bad to show emotions in the workplace?– Consider different cultures, how do they express their emotions?
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Developing Our Emotional Intelligence
• Do we develop Emotional Intelligence traits from courses / education?• Can they be learnt or we born with these traits?
– More of a learn by doing approach• Debates:
– Age: Young / Old– Gender: Women / Men
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The Benefits of EI
• Increasingly we are working in organizations with different – Cultures, genders, generations, geographical locations, work
pressures• EI can assist us in our work and personal environments• How can EI benefit you?
– Think before you speak – Develop meaningful long lasting relationships – Understand others – Enable others to become more productive – Improve your communication style– Be proactive with situations that create conflict
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Goleman’s EI Components
EI
Personal
Social
Understand others and their feelings
1. Empathy 2. Relationship
management
Understand yourself, your goals, intentions, responses and behaviour
1. Self-awareness2. Self-motivation3. Self-regulation
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Self-Awareness
Assess your emotions and their impact on others
Aware of your emotions
Recognize how your feelings impact personal performance
Understand your personal values and goals
Develop an accurate self profile
Aware of your strengths and weaknesses, areas of development
Reflect and learn from experience
Are open to feedback, new perspectives and continuous learning
Assess your personal self-worth and capabilities
Have a sense of presence
Present the case, but are aware of the context, and implications
Able to make decisions and implement them
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Self-Motivation Checklist
Have a desire to achieve Deal in results, remain goal drivenSet challenging goals and take “calculated” risks Seek continual improvement that leads to improved performance
Are committed Work towards the organisation’s goals, not your personal goals Make decisions aligned to teams valuesSeek out and seize new opportunities
Demonstrate initiative and optimism Go the extra mileAre not distracted by red tapeHandle setbacks constructively
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Self-Regulation Checklist
Establish self control Actively manage feelings and emotions – not control themThink before acting
Trustful Continually build and enhance trustOwn up to mistakes and look for lessons learned
Conscientious Meet commitmentsAccountable for actions takenTake an organised approach to their work
Adaptable and innovative Proactively handle change and manage conflictSeek entrepreneurial solutions
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Empathy
Understand the feelings of others Tune into their situation, not yoursShow sensitivity “placing yourself in their shoes”
Understand the need of the customer Remain market and customer centricDevelop meaningful and long standing relationships
Develop others Provide appropriate coaching and mentoring Make others succeed
Politically aware Leverage networks – official and unofficial
Culturally aware Understand cultural difference and leverage diversity
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Relationship Management
Influence Create a win-win, not win loseWe spend 40% of time on non selling – Dan Pink (To Sell is Human)Communication Foster open communication and handle different communication styles and channels
Leadership Inspire, guide and lead, by your values, and understanding the values of others
Conflict management Handle and manage conflicts pro-actively
Team capabilities Identify the individual needs of the team, play to their strengths
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Self Assessment
• Pair off with the person next to you• What comes easily to you and what do you need to work at?• If you want to take a test, then visit:
http://www.talentsmart.com/test/• You will need to buy the book Emotional Intelligence 2.0, Bradberry and
Greaves to get the pass code
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Strengths Weakness Action
Self-Awareness Understand your emotions and their affect on others; Develop an accurate self profile; Understand your: personal self-worth and capabilities
Self-Motivation Have a desire to achieve; Are committed; Demonstrate initiative and optimism
Self-RegulationEstablish self control; Trustful; Conscientious ; Adaptable and innovative
Empathy Understand the feelings and moods of others; Understand the need of the customer; Develop others ; Politically aware; Culturally aware
Social skills Influence; Communication; Leadership; Conflict management; Team capabilities
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Self-Awareness, Self-Motivation, Self-RegulationChecklist
• Strengths
• Weaknesses
• Actions
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Empathy, Social Skills Checklist
• Strengths
• Weaknesses
• Actions
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EI and Job Roles
Individual
Supervi
sor
Manag
er
Directo
r
Execu
tive
Senior E
xecu
tive
CEO66
68
70
72
74
76
78
Source – “The Emotional Intelligence Quick Book”, Bradberry. T and Greaves, J Simon and Schuster 2003
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Sam Walton and EI
• Sam Walton founder of Wal-Mart, formed a guide for managing a business successfully. – “Made in America”, (Bantram 1992)
• Before EI had entered our lexicon, you could suggest that this was an example of an Emotionally Intelligent Leader
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Sam Walton’s as an Emotionally Intelligent Leader
• Commit to your goals: Believe in them with passion• Share your rewards: Treat all associates as partners and share profits with
them. Behave as a servant leader to your associates• Motivate your colleagues: Continually motivate to challenge them and
keep their roles interesting. Money and ownership are not enough• Communicate all you know: The more understanding partners have, the
more they will care• Appreciate your associates: Nothing else can substitute for a few well
chosen sincere words of praise. They are free and worth a fortune• Celebrate your success: Have fun and always show enthusiasm• Listen to everyone: To push responsibility down in the organisation and
allow good ideas to bubble up, you need to listen to what your colleagues are telling you
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Starting the Journey
• To develop emotional intelligence, you learn by doing • People build their EI when there is a:
– Motivation to learn or to change– Consistent practice of new behaviours– Seek feedback on behaviour
• Develop a plan– Identify where you are now– Identify where you want to be– How will I get there?– What do I expect to see when I am there?– Practise a new skill repeatedly, until it becomes a habit
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Take Away
• Guidelines for acquiring a new skill:– Create awareness from yourself – Find someone who is good at the skill
• Watch them practising their skill • Engage them and learn their approaches
– Practise doing it yourself (seek guidance as necessary)– Ask for feedback then– Practise – Practise – Practise – until it becomes a habit