getting a clue : emotional intelligence
Post on 21-Oct-2014
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DESCRIPTION
One of the most difficult aspects of leadership is trying to help a team member with a weakness when you don’t think they “get it”. They either don’t know they have that particular weakness, or they don’t know how bad it is. This webinar will help break up the tension by helping your team strengthen their Emotional Intelligence through Self-Awareness.TRANSCRIPT
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Getting a clue
a presentation brought to you by:
Emotional Intelligence
Dr. Greg Stewart
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Greg Stewart, PhD, LPC
Greg holds a BA in Organizational Leadership and a PhD in Counseling. His dissertation was The Relationship of Emotional Intelligence with Job Satisfaction and Organizational Commitment. He is a certified Bar-On Eq-I administrator and is also certified with DDI (Development Dimensions International) in the building of competency models for organizations. He has deep insight into problem-solving and employee motivation and is a phenomenal speaker and blogger of management and leadership.
SVP Enterprise Solutions Sales
imagine great people ®
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EI over IQ?
• 34 percent of hiring managers said they are placing greater emphasis on emotional intelligence when hiring and promoting employees post-recession
• 71 percent said they value emotional intelligence in an employee more than IQ
• 59 percent of employers would not hire someone who has a high IQ but low EI
• 75 percent are more likely to promote an employee with a high EI over one with a high IQ
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Gardner’s Multiple Intelligences
• Logical-Mathematical • Visual-Spatial • Bodily-Kinesthetic • Linguistic • Musical • Intrapersonal • Interpersonal
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We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
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Talent Management 101
A Job
• PIP • Well-placed • IDP
Manager
• Skill Expert • Productivity Mgr • Objectives / Goals
Leader
• Mission, Vision, Values
• Strategy • Critical Thought
EMOTIONAL INTELLIGENCE
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Emotional Intelligence: Goleman’s Model
• Self-Awareness
• Self-Management
• Other’s Awareness
• Other’s Management (Social Intelligence)
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Emotional Intelligence: Goleman’s Model
• SELF-AWARENESS
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True, Objective Knowledge of Self • Self-Regard: The ability to accept one’s perceived positive and negative aspects as well as one’s limitations and possibilities.
• Self-Efficacy: One's belief in one's ability to succeed in specific situations.
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The Source of the Working Self
Resumé
Attributes Competencies & Skills
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The Source of the Working Self
Resumé
Attributes Competencies & Skills
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So, What’s the Issue?
• There is WHAT we do, and then there is HOW we affect people when we do what we do.
• In both the WHAT and the HOW, we all have strengths and weaknesses. – Are we aware of how to describe them? – Are we aware of their intensity?
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The Johari Window
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Just Tell It Like It Is?
• No, because of the negative emotional impact.
• The negative emotional impact is a direct result of either low EI on the speaker’s part or on the hearer’s part.
• We can avoid “truth-telling” because of the impact
on productivity and the organization overall.
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Organizational Keys To Build Self-Awareness
• Peformance Management, not just Performance Evaluations
• PROACTIVE teachability, not reactive
• Objective, valid, individual assessments
• 180 degree, or 360 degree evaluations
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www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
EI over IQ?
• 34 percent of hiring managers said they are placing greater emphasis on emotional intelligence when hiring and promoting employees post-recession
• 71 percent said they value emotional intelligence in an employee more than IQ
• 59 percent of employers would not hire someone who has a high IQ but low EI
• 75 percent are more likely to promote an employee with a high EI over one with a high IQ
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Questions?
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