Download - Respect Integrity Service Excellence Wg Cdr Dave Winstanley RAF Leadership Centre Emotional Intelligence

RRespect espect IIntegrity ntegrity SService ervice EExcellencexcellence

Wg Cdr Dave WinstanleyWg Cdr Dave Winstanley

RAF Leadership CentreRAF Leadership Centre

Emotional IntelligenceEmotional Intelligence


‘‘Knowing others and knowing oneself, in one Knowing others and knowing oneself, in one hundred battles no danger. Not knowing the hundred battles no danger. Not knowing the

other and knowing oneself, one victory for one other and knowing oneself, one victory for one loss. Not knowing the other and not knowing loss. Not knowing the other and not knowing

oneself, in every battle certain defeat’oneself, in every battle certain defeat’Sun Tzu, Sun Tzu, The Art of WarThe Art of War


‘‘A leader must know the character, the feelings, A leader must know the character, the feelings, the habits, the peculiar faults and inclinations of the habits, the peculiar faults and inclinations of

those whom he is to command…These are those whom he is to command…These are matters only to be gained by the exercise of an matters only to be gained by the exercise of an

accurate judgement in the observation of things accurate judgement in the observation of things and men’and men’

Karl von ClausewitzKarl von Clausewitz


ScopeScope

• BackgroundBackground

• What is EIWhat is EI

• Basic Human Inter-actionBasic Human Inter-action

• Covey ‘7 habits’ ModelCovey ‘7 habits’ Model

• Hay & McBer ‘Conceptual ModelHay & McBer ‘Conceptual Model

• EI and Mission ComdEI and Mission Comd

• QuestionsQuestions


BACKGROUNDBACKGROUND


• McCelland (1973) – Competence v Intelligence.McCelland (1973) – Competence v Intelligence.• Howard Gardner (1980s) – Multiple intelligences, Howard Gardner (1980s) – Multiple intelligences,

interpersonal and intrapersonal abilities. interpersonal and intrapersonal abilities. • Mayer & Salovey – 5 EI domains of empathy, self –Mayer & Salovey – 5 EI domains of empathy, self –

awareness, relationships, managing emotions and awareness, relationships, managing emotions and motivating oneself. motivating oneself.

• Daniel Goleman – built on this research but linked his Daniel Goleman – built on this research but linked his work with the competencies identified in McCelland.work with the competencies identified in McCelland.

Development of EQDevelopment of EQ


Focus Group FeedbackFocus Group Feedback

Short Term View

Warfighter Mission Command

Risk Aversion Empowerment Empathy Saying no

Communication Credibility Lack of Opportunity

Listening Skills Expansion of Styles Courage Trust

Integrity NCO/JO Relationship Example

Ethos Understanding People Responsibility

Leadership in the Office


Attributes for RAF LeadersAttributes for RAF Leaders

• Warfighter, CourageousWarfighter, Courageous• Emotionally IntelligentEmotionally Intelligent• Flexible and ResponsiveFlexible and Responsive• Willing to Take RisksWilling to Take Risks• Able to Handle Ambiguity Able to Handle Ambiguity • Mentally Agile - Physically RobustMentally Agile - Physically Robust• Politically and Globally AstutePolitically and Globally Astute

– Air Warfare MindedAir Warfare Minded

• Technologically CompetentTechnologically Competent• Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit


Attributes for RAF LeadersAttributes for RAF Leaders • Warfighter, CourageousWarfighter, Courageous• Emotionally IntelligentEmotionally Intelligent• Flexible and ResponsiveFlexible and Responsive• Willing to Take RisksWilling to Take Risks• Able to Handle Ambiguity Able to Handle Ambiguity • Mentally Agile - Physically RobustMentally Agile - Physically Robust• Politically and Globally AstutePolitically and Globally Astute

– Air Warfare MindedAir Warfare Minded

• Technologically CompetentTechnologically Competent• Able to Lead Tomorrow’s RecruitAble to Lead Tomorrow’s Recruit


• Tree hugging – pink and fluffy.Tree hugging – pink and fluffy.

• We’ve being do this for years. We’ve being do this for years.

• No relevance to military operations.No relevance to military operations.

• My decisions are driven by logic not emotions.My decisions are driven by logic not emotions.

• Its just common sense.Its just common sense.

Most Common ReactionsMost Common Reactions


“ “ I am not exaggerating, it is really my belief that I am not exaggerating, it is really my belief that half my work in the little sphere I have been half my work in the little sphere I have been working in has been to settle disagreements. working in has been to settle disagreements.

Petty friction will always exist. Petty friction will always exist. ””

It is nothing newIt is nothing new!

Sir Hugh Trenchard, April 1922Sir Hugh Trenchard, April 1922


Old Dog New TricksOld Dog New Tricks


WHAT IS EI?WHAT IS EI?


The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,

and for managing emotions effectively in and for managing emotions effectively in ourselves and othersourselves and others

What is EIWhat is EI


The capacity for The capacity for recognising our own feelingsrecognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,




The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for and those of others, for motivating ourselvesmotivating ourselves, ,




The capacity for recognising our own feelings The capacity for recognising our own feelings and those of others, for motivating ourselves, and those of others, for motivating ourselves,

and for and for managing emotionsmanaging emotions effectively in effectively in ourselves and othersourselves and others



BASICBASICHUMAN INTER-ACTIONHUMAN INTER-ACTION


Communication modelCommunication model

EXTERNALEXTERNALEVENTEVENT

RESULTSRESULTSBEHAVIOURBEHAVIOUR

Time/SpaceTime/Space

Matter/EnergyMatter/Energy

LanguageLanguage

MemoriesMemories

DecisionsDecisions

Meta ProgramsMeta Programs

Values & BeliefsValues & Beliefs

AttitudesAttitudes

INTERNALINTERNALREPREP

STATESTATE

PHYSIOLOGYPHYSIOLOGY

FILTERSFILTERSDELETEDELETEDISTORTDISTORT

GENERALISEGENERALISE

2 Billion bits per sec2 Billion bits per sec

7 +/- 2 bits 7 +/- 2 bits


JOHARI WINDOWJOHARI WINDOW

HIDDENHIDDEN

OPENOPEN BLINDBLIND

UNKNOWNUNKNOWN

Known to Known to OthersOthers

Not Known Not Known to Othersto Others

Known to Known to SelfSelf

Not Known Not Known to Selfto Self


WHAT DOES YOUR WINDOW WHAT DOES YOUR WINDOW LOOK LIKE?LOOK LIKE?

HHIDIDDDEENN

OPENOPEN BLINDBLIND

UNKNOWNUNKNOWN






JOHARI WINDOWJOHARI WINDOW

HIDDENHIDDEN

BBLLIINNDD

UNKNOWNUNKNOWN





OPENOPEN


The Amygdala HijackThe Amygdala Hijack

The primary ‘derailer’ of top executives is lackThe primary ‘derailer’ of top executives is lackOf ‘impulse control’Of ‘impulse control’

Daniel GolemanDaniel Goleman


The Amygdala HijackThe Amygdala Hijack

• A trigger: a catalyst that stimulates because it generatesA trigger: a catalyst that stimulates because it generatesan impulse.an impulse.

• An instant, impulsive, irrational or uncontrolled reactionAn instant, impulsive, irrational or uncontrolled reaction that is inappropriate in terms of focus, timing etc. that is inappropriate in terms of focus, timing etc. The reaction need not be overtThe reaction need not be overt

• A strong emotion (anger, desire, frustration etc.) to the A strong emotion (anger, desire, frustration etc.) to the Situation.Situation.

• A subsequent feeling of regret or remorse (or embarrassment!) A subsequent feeling of regret or remorse (or embarrassment!) after the strong emotions pass.after the strong emotions pass.


Anyone can become angry…that is easy. But to be Anyone can become angry…that is easy. But to be angry with the right person, to the right degree, at angry with the right person, to the right degree, at

the right time, for the right purpose, and in the right the right time, for the right purpose, and in the right way…this is not easyway…this is not easy

Aristotle, The Nicomachean EthicsAristotle, The Nicomachean Ethics

Aristotle’s ChallengeAristotle’s Challenge


COVEYCOVEYTHE 7 HABITS PARADIGMTHE 7 HABITS PARADIGM


The ‘Covey’ ModelThe ‘Covey’ Model

Dependence

Interdependence

Independence

Be Proactive

Begin with The end in Mind

Put FirstThings First

ThinkWin/Win

Understand then Understood

Synergize

PRIVATEVICTORY

PUBLICVICTORY

Sharpen The Saw

Sharpen The Saw

1 2

3

4

5 6

7

7


HAY/McBERHAY/McBERCONCEPTUAL MODELCONCEPTUAL MODEL


The Conceptual ModelThe Conceptual Model

Hay/McBer

Aw

aren

ess

Aw

aren

ess

Act

ion

Act

ion

SelfSelf OthersOthers

SelfSelfAwarenessAwareness

SelfSelfManagementManagement

SocialSocialAwarenessAwareness

SocialSocialSkillsSkills


Hay/McBer






Emotional Self – AwarenessEmotional Self – Awareness

Accurate Self AssessmentAccurate Self Assessment

Self-ConfidenceSelf-Confidence


Hay/McBer




SocialSkills


Emotional Self ControlEmotional Self Control

TransparencyTransparency

AdaptabilityAdaptability

AchievementAchievement

InitiativeInitiative

OptimismOptimism


Hay/McBer






EmpathyEmpathy

Organisational AwarenessOrganisational Awareness

Service OrientationService Orientation


Hay/McBer






Developing OthersDeveloping Others

Inspirational LeadershipInspirational Leadership

Change CatalystChange Catalyst

InfluenceInfluence

Conflict ManagementConflict Management

Teamwork and CollaborationTeamwork and Collaboration


The ImpactThe Impact

Hay/McBer

Aw

aren

ess

Aw

aren

ess

Act

ion

Act

ion

SelfSelf OthersOthers





PositivePositiveImpact onImpact onothersothers


Emotional IntelligenceEmotional Intelligence

learnable skillslearnable skills that will help you tothat will help you to::

• enhance your performance at workenhance your performance at work

• inspire yourself and those around youinspire yourself and those around you

• create deeply productive professional create deeply productive professional relationships.relationships.


Being Real – EQ CompetentBeing Real – EQ Competent

• When you remove posturing, pretension When you remove posturing, pretension and false communication, people are free to and false communication, people are free to feel, to be themselves and to connect on an feel, to be themselves and to connect on an emotional level with each other and with emotional level with each other and with their organisation’s core purpose.their organisation’s core purpose.

• Not just turn up for work,but be involved in Not just turn up for work,but be involved in the culture change.the culture change.


EI EI and and

Mission Cmd Mission Cmd


Empowering LeadershipEmpowering Leadership• Decentralise authority for those best placed without Decentralise authority for those best placed without

shirking responsibility – freedom of actionshirking responsibility – freedom of action• Structures instructions to be easily understood, clear Structures instructions to be easily understood, clear

intent, clear about own role and the reason behind itintent, clear about own role and the reason behind it• Explains task, but does not prescribe methodExplains task, but does not prescribe method• Allocates resources, including training, with discretion Allocates resources, including training, with discretion

to ask for moreto ask for more• Minimum number of control measures lest these Minimum number of control measures lest these

unnecessarily restrict the freedom of action – must not unnecessarily restrict the freedom of action – must not constrain initiativeconstrain initiative

• Trust (mutual, deep and enduring)Trust (mutual, deep and enduring)

PRINCIPLES OF MISSION PRINCIPLES OF MISSION COMMANDCOMMAND


TRUSTTRUST

• Hard to earn but easily lostHard to earn but easily lost

• Deep, mutual and enduringDeep, mutual and enduring

• The bedrock of effective personal relationshipsThe bedrock of effective personal relationships

• Fundamental to effective Mission CommandFundamental to effective Mission Command


Any QuestionsAny Questions

Download - Respect Integrity Service Excellence Wg Cdr Dave Winstanley RAF Leadership Centre Emotional Intelligence

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