presentation on emotional intelligence

EMOTIONAL INTELLIGENCE

ByDr Satyanarayana Dash,IAS (Retd.)

Ex-Actg Chairman, Odisha Administrative Tribunal

What is Emotional Intelligence ?

Emotional Intelligence (EI) is the ability to recognize one’s own and other peoples’ emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior

People with High EI have greater mental health, exemplary Job Performance and more potent Leadership Skills

Historical Development of Emotional Intelligence

1983:Howard Gardner’s Book “Frames of Mind : The Theory of Multiple Intelligences” introduced the idea that traditional models of Intelligence like IQ did not explain the Cognitive Ability fully. It talked about Interpersonal Intelligence (Capacity to understand motivations of other people) and Intrapersonal Intelligence (Capacity to understand oneself)

Historical Development of Emotional Intelligence

Wayne Payne’s Ph.D. Thesis on “A Study of Emotion: Developing Emotional Intelligence” first used the term EI in 1985. The Term Emotional Quotient (EQ) had been used earlier in 1987

However, the term EI became widely known after Publication of the Best Seller by Daniel Goleman, “Emotional Intelligence--- Why It can matter more than IQ” in 1995.

Robert Plutchik’s Cycle of Emotions

Robert Plutchik had categorized various Emotions faced by people in a cycle. They are– Fear, Surprise, Sadness, Disgust, Danger, Anticipation, Joy and Acceptance (Trust). These are called Primary or Basic Emotions.

He grouped the Emotions in pairs conveying opposite feelings– like Joy versus Sadness, Trust versus Disgust, Fear versus Anger, Anticipation versus Surprise

Models of Emotional Intelligence

Ability Model : Developed by Peter Salovey & John Meyer in 1989, they defined EI as “the ability to perceive emotions , integrate emotions to facilitate thought, understand and regulate Emotions to promote Personal Growth”

Trait Model: Konstantinos Vasilis Petrides developed the “Trait Model” which is a constellation Emotional self perceptions located at the lower levels of their personality. This encompasses behavioral dispositions and self perceived abilities and is measured by self report

Models of Emotional Intelligence

Mixed Model: This Model introduced by Prof Daniel Goleman of Harvard University in 1998 focuses on Emotional Intelligence as a wide range of competencies and skills that drive leadership performance. The seminal article on this is “What Makes A Leader” by Prof Daniel Goleman.Emotional Competencies are not innate talents, but rather Learned capabilities within each component of EI.

Peter Salovey and John Mayer’s Ability Model of Emotional Intelligence

Ability Model views Emotions as useful sources of information that help one to make sense of and navigate the social environment. The Model proposes that individuals vary in their ability to process information of an Emotional Nature and in their ability to relate Emotional Processing to a wider cognition. This ability is seen to manifest itself in some Adaptive Behaviors

Ability Model includes Four Types of Abilities

(1) Perceiving Emotions: This shows the ability to detect and decipher emotions in faces, pictures, voices and cultural artifacts--- including the ability to identify one’s own emotions. Perceiving Emotions represents a basic aspect of Emotional Intelligence, as it makes all other Processing of Emotional Information possible

(2) Using Emotions: This shows the ability to harness Emotions to facilitate various cognitive activities, such as Thinking & problem solving. The Emotionally Intelligent Person can capitalize fully upon his or her changing moods in order to best fit the task on hand.

Ability Model includes Four Types of Abilities

(3) Understanding Emotions : This includes the ability to comprehend Emotional Language and to appreciate complicated relationships among emotions . For Example, understanding Emotions encompasses the ability to be sensitive to slight variations between emotions and the ability to recognize and describe how emotions evolve over time.

(4) Managing Emotions: This includes the ability to regulate Emotions in both ourselves and in others. Thus an Emotionally Intelligent Person can harness Emotions, even negative ones, and manage them to achieve intended goals

Mayer-Salovey-Caruso Emotional Intelligence Test (MSCEIT)

This Test is Based on a Series of Emotion Based Problem Solving Questions. By appropriate Questionnaire, a Person’s ability is tested in the Four types of abilities of the individual . Score is obtained on individual abilities as well as total score . The MSCEIT scores are obtained in a Consensus fashion, with higher scores showing higher overlap between individual score and score of a worldwide sample of respondents. Unlike IQ tests, there is no absolutely correct one answer to a question. It shows the degree of various abilities against a World wide sample of Responses. Because of this, some Cognitive Experts have questioned the definition of EI as a genuine intelligence

Trait Model of Konstantinos Vasilis Petrides

As opposed to Ability Model which refers to actual abilities, Trait Model is based on self report and hence has proven highly resistant to scientific measurement . This conceptualizes EI as a personality trait. The various self report measures of EI include EQ-I, the Swineburn University EI Test (SUEIT) and the Schutte EI Model. They are limited measures of Trait EI.Another Measure is Trait EI Questionnaire (TEIQue) consisting of 15 sub scales under four factors– well being, self control, emotionality and sociability. These scores were found to be positively related to four of the Big Five Personality traits (Extraversion, aggreableness, openness, conscientiousness) and inversely related to others like Neuroticism and alexythymia (no ability to perceive emotions).

Daniel Goleman’s Mixed Model of Emotional Intelligence

In his book “Emotional Intelligence” published in 1995, Daniel Goleman describes how the Evolution of the brain has implications for our Emotions and behavioral responses. In course of Evolution, the human brain has come to comprise of three main areas—

The Brain Stem situated at the base of the Brain and at the top of the spinal cord. It controls bodily functions and instinctive survival responses and is the most primitive part of the Brain


The Hippocampus evolved after the brain stem and is situated just above it. It includes the amygdala region, the importance of which was studied by Joseph LeDoux during 1980s. Here the brain stores Emotional, survival linked responses to visual and other inputs. The amygdala seems to hijack the brain in some circumstances taking over peoples’ reactions literally before they have had time to think, and provoking an immediate response to a situation. Man or Mammals, whose amygdala is removed, do not show any signs of Emotional Feelings at all.


The amygdala can catalyze the sort of impulsive actions that may sometimes overpower rational thought and the capacity for considered reactions.

The Neo cortex is the Large, well –developed top region of the Brain which comprises center for our thinking, memory and reasoning functions.

Thus emotions and thinking intelligence– two main functions of the brain regulating our behavior are situated in separate areas of the brain


When people face stimuli that prompt extreme fear, anger or frustration, their first impulse comes from amygdala and unless intelligent control is exercised, the brain goes into survival mode

Daniel Goleman developed a framework for EI in terms of five elements--- Self Awareness, Self Regulation, Motivation, Empathy and Social Skills


Self Awareness: Knowing about one’s strength, weaknesses, drives, values and impact on others . Knowing how your emotions affect your performance and learning from experiences. Being self confident and certain about your capabilities, values and goals. Hallmarks of self awareness are– (1) Self Confidence (2) Realistic Self assessment (3) Self deprecating Sense of Humor (4) Thirst for constructive criticism


Examples of Self Aware People:- They openly acknowledge their

shortcomings, sometimes this may lead to their rejection at interviews

They see to it that work is done well in advance, as tight deadlines bring the worst in him

Decisions of self aware people mesh with their values. Hence they will act in long term self interest, not short term financial benefits


Self Regulation : Controlling your temper, controlling your stress by being positive and action centered, retaining composure and ability to think clearly under pressure, handling impulses well, and nurturing trustworthiness and self restraint. Should have the ability to control or redirect disruptive impulses or moods and propensity to suspend judgment --- to think before acting


Hall marks of Self Regulation are– (1) Trustworthiness (2) Integrity (3) Comfort with ambiguity and change

Examples of Self Regulation:- Team of Employees botched a

Presentation. Boss analyses the failure of the team and presents his analysis of the failure to the team. No screaming. No thumping of the Desk


Examples of Self Regulation:- A manager in a Multinational Company had

used a software for many years. Management decides to install a new software for higher productivity. Employee willingly undergoes training to learn use of new software. There is no protests or murmurs.

People with self regulation will not pad up their expense accounts, TA Bills or abuse power as they see their long term interests and not short term gains


Motivation: Enjoying challenge & stimulation , seeking out achievement, commitment, ability to take initiative , optimism, and being guided by personal preference in choosing goals. A passion for work for reasons that go beyond money or status, a Propensity to pursue goals with energy and persistence

Hall marks of Self Regulation– Strong Drive to achieve, Optimism even in the face of failure, Organizational Commitment


Examples of Motivation:- A Portfolio Manager at an Investment Company sees his fund tumble for three consecutive quarters. Major Clients defect. Instead of blaming external factors, she decides to learn from the experience and engineers a turn around

First SLV mission of India was a failure. The Project Director studied the reason for failure and next mission was a success.


Empathy: the ability to see other peoples’ point of view, behaving openly and honestly , avoiding the tendency to stereotype others and being culturally aware. Considering others’ feelings, especially when taking decisions. The ability to understand the Emotional Make up of other people . Skill in treating people according to their Emotional Reactions. Globalization, use of teams , need to retain talent are prime reasons for Empathy


Hall marks of Empathy: Expertise in building and retaining talent, Cross cultural sensitivity, Service to Clients & Customers, Ability to Develop others

Examples of Empathy— An American Consultant and her team pitch

a project to a potential client in Japan. Her team interprets Clients’ silence as disapproval. The Consultant reads their Body Language and senses interest. She continues the meeting and team gets the job.


Examples of Empathy:-Two Giant Brokerage Houses merged. There was redundancies. One manager calls employees and tells them that so many will be fired, the other manager promises all help for retraining/relocation of employees and promises all help . Second Manager became a strong Leader

Empathy helps in retaining talent. When good people leave, they take the Company’s knowledge with them. Coaching and Mentoring demonstrates Empathy in action.


Social Skills : The use of influencing skills such as persuasion , good communication with others, including employees , listening skills, negotiation, cooperation, dispute resolution , ability to inspire and lead others, capacity to initiate and manage change and ability to deal with others’ emotions--- particularly group emotions . Managing relationships to move people in desired directions. Proficiency in building networks, an ability to find common ground and build rapport


Hall marks of Social Skills: Effectiveness in leading change, Persuasiveness, Extensive networking and expertise in building and leading teams

Examples of Social Skills:- A manager wants his company to adopt a better

internet strategy. He finds kindred spirits and assembles a De Facto team to create a prototype website. He persuades allies in other divisions to fund the Company’s participation in a relevant convention. His company forms an internet division– and puts him in charge of it.

Measurement Tools based on Goleman Model

Two Measurement Tools are based on Goleman Model:-

(1) Emotional Competency Inventory (ECI) created in 1999, and the Emotional & Social Competency Inventory (ECSI), a newer version of ECI was developed in 2007.There is also an University Edition (ECSI-U) of the Index. These tools provide a behavioral measure of the Emotional & Social Competencies.

(2) Emotional Intelligence Appraisal was created in 2001, which can be taken as a self report or 360 degree assessment.

A Simple EI Test(1) You are on an airplane that suddenly hits

extremely bad turbulence and begins rocking from side to side. What do you do ?

A. Continue reading your book or magazine or watch a movie, trying to pay little attention to the turbulence

B. Become Vigilant for an Emergency, carefully listening to the Air Hostesses and reading Emergency Instructions

C. Do a little of both A & B.D. Not Sure. Never Noticed.

A Simple EI Test(2) You are attending a Meeting. You find that a Colleague of

yours is taking credit for the work that you have done. What do you do ?

A . Immediately and Publicly Confront your Colleague over the Ownership of the Work done.

B . After the meeting, take the Colleague aside and tell him that you would appreciate in future that he gives due credit to you when speaking about your work.

C . Do Nothing. It does not appear to you to be a good Idea to embarrass your Colleagues in public.

D .After the Colleague speaks, publicly thank her for referencing your work and give the group more specific details about what you were trying to accomplish

A Simple EI Test(3) You are a Customer Service Representative of your

Company and just got a Telephone Call from an extremely angry Client about your Product Quality. What Do You Do ?

A . Hang up. It does not pay to take abuse from anyone.B . Listen to the Client and rephrase what you think he is

feeling.C . Explain to the Client that he is being unfair, that you are

only trying to do your job & taking down his complaint & would appreciate he cooperates to note down the complaint for further action.

D. Tell the Client how frustrating this must be for him, and offer a specific time frame within which his complaint will get resolved.

A Simple EI Test(4) You are a College Student who has taken the B.Sc. Mid

Term College Examination. Good Grade in B.Sc. Exams will further your career Prospects. You were expecting Grade A for your Performance in one paper, but got only a C Grade. What do you Do ?

A. Sketch out a Specific Plan for ways to improve your Grade in the paper and resolve to follow through.

B. Decide that you do not have the Capacity to further your career and blame your fate for the poor performance.

C. Tell yourself it does not matter how much you study the Paper, and concentrate on other courses which may fetch higher grade.

D. Go & Meet the Professor and try to argue with him why you deserved a better grade

A Simple EI Test(5) You are a Manager in an Organization that is trying to

encourage Caste & Ethnic Diversity. You overhear someone telling a Joke denigrating a Particular Caste. What Do You Do ?

A. Ignore it– the Best ways to deal with these things is not to react.

B. Call the Person to your Office and Explain that his Behavior is inappropriate and will be ground for Disciplinary/ Criminal Action if repeated.

C. Speak up on the spot telling that such jokes are inappropriate and will not be tolerated in your Organization

D. Suggest to the Person telling the Joke that he needs training

A Simple EI Test(6) You are an Insurance Salesman calling on

prospective Clients. You have met 15 Clients, but could not sell the Policy to any of them . What Do You Do ?

A. Call it a Day and go back home early to avoid Rush Hour Traffic.

B. Try something new when you call on the Next Client and Keep on with your Effort.

C. List your Strengths & Weaknesses to analyze what is undermining your ability to sell.

D. Look at Your Resume Closely and sharpen up listing your significant achievements.

A Simple EI Test(7) You are trying to calm down a Colleague who

has worked himself into a fury because the Driver of another Car has come dangerously close in front of his car. What Do you Do ?

A. Tell him to forget about it– He is OK now and it is no big deal.

B. Put on one of her favorite songs and try to distract her.

C. Join her in criticizing the other Driver.D. Tell him about a similar incident from your past

and how angry you were, till you saw the other Driver being taken to the Hospital.

A Simple EI Test(8) A discussion between you and your Live in Partner

has escalated into a shouting match . You are both terribly upset and in the heat of argument, you start making Personal attacks on her which neither of you really mean. What is the Best thing to do ?

A. Agree to take a 20 minute Break before continuing the Discussion.

B. Go Silent, Regardless of what your Partner says.C. Say you are sorry, and ask your Partner to apologize

too.D. Stop for a Moment, Collect your thoughts and then

restate your side of the case as precisely as possible.

A Simple EI Test(9) You have been given the task of managing a Team that

has been unable to come up with a creative solution to a Problem at work. What is the First thing that you do ?

A. Draw up an Agenda, call a Meeting and allot a specific period of time to discuss each item.

B. Organize an Off site meeting aimed specifically at encouraging the team to get to know each other better.

C. Begin by asking each person individually for ideas about how to solve the Problem.

D. Start out with a Brainstorming Session, encouraging each person to say whatever comes to his mind, no matter how wild.

A Simple EI Test(10) You have recently been assigned a Young Manager in

your Team, and you notice that he appears to be unable to make the simplest of decisions without seeking advice from you. What Do You Do ?

A. Accept that he does not have in him the qualities to succeed in your team and find others in your team to take on his tasks.

B. Get an HR Manager to talk to him about where he sees his future in the Organization.

C. Purposely give him lots of Complex Decisions to make so that he will become more confident in the Role

D. Engineer an ongoing series of Challenging but manageable Experiences for him, and make yourself available to act as his mentor.

Answers to the Quiz(1) 10 Points for A or B or C. Nil for D(2) B-5 Points, D- 10 Points(3) B- 5 Points, D- 10 Points(4) A- 10 Points, C- 5 Points(5) B- 5 Points, C-10 Points, D- 5 Points(6) B- 10 Points, C- 5 Points(7) C- 5 Points, D- 10 Points(8) A- 10 Points(9) B- 10 Points, D- 5 Points(10) B- 5 Points, D- 10 Points

Difference Between IQ & EQ

IQ helps you get the Job, but EQ helps you succeed at the Job.

IQ measures the ability to learn & understand. But EQ measures your Emotional/Logical Skills

IQ tries to convince someone by Facts. EQ tries to convince by emotional appeal & reasoning.

IQ is Book smart. EQ is Heart smart. IQ gets you through School. EQ gets you

through Life. IQ is at the mercy of Emotions. EQ understands

& manages Emotions

Can Emotional Intelligence Be Learned ?

Research shows that Emotional Intelligence can be learned although it has a Genetic Component

Emotional Intelligence is born largely in the neurotransmitters of the Brain’s limbic system which governs feelings, impulses and drives. Limbic system learns through motivation, extended practice & feedback. Programs must help people break old behavioral habits and establish new ones.


Consider an Executive Low on Empathy by her colleagues . She does not listen to people, interrupts them and does not pay attention . First of all she must be motivated to change. A Colleague/Coach could be engaged to know when she fails to listen properly. She could replay the incident for better response. She could also observe other Executives with significant Empathy interacting with others.


One Wall Street Executive Low on Empathy could not gauge other peoples’ reaction properly and see their perspective. His Subordinates were terrified of working with him. His family also had similar reactions . He started feed back process with a Coach. He took a Vacation to a Foreign land where he could not speak the Language. He monitored reactions of people in unfamiliar land and came back after a week.


After returning, he asked his Coach to follow him like a shadow. The Coach gave him his views on his listening to others. He also consciously tried to hear others’ views different from his own and analyze them . He also videotaped entire conversations with others and asked others to point out his deficiencies . He also saw the Tapes closely to see his own reactions & shortcomings.


After some months, there was perceptible difference in his Empathetic approach to others and his overall performance on the job improved significantly.

Building One’s Emotional Intelligence can not happen without concerted effort. Mere attending Seminars will not help. There is no How to Do Manual for this. This requires Hard Work

“Nothing Great was ever achieved without Enthusiasm”--- says Ralph Waldo Emerson. If you want to become a Leader, Learn to internalize Empathy.

Emotional Intelligence Learning Process

Self Assessment– Explore your Attitudes and Behavior

Self Awareness--- Identify your current skill levels

Self Knowledge– Understand your Skill Levels

Self Development– Learn-use self directed Coaching & Mentoring to learn the skills

Self Improvement—Apply, Practice & Develop the Skills

Common Facts about Emotional Intelligence

(1) Emotional Intelligence does not mean merely “Being Nice”. For Example, Bluntly confronting someone with an uncomfortable but consequential truth they have been avoiding

(2) Emotional Intelligence does not mean giving free rein to your feelings. It means managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly towards their common goal

(3) Levels of Emotional Intelligence are not fixed genetically nor does it develop in early childhood. Unlike IQ, which changes little after teen years, EI can be learned later in life. It continues to develop throughout life, as we learn from our experiences

The Limits of Intelligent Quotient

Given the emphasis schools and admission tests put on IQ, it is surprising how little it contributes to achievements at work or in life

When IQ test scores are correlated with how well people perform in their careers, the highest of how much difference IQ accounts for is 25%. This means IQ at best leaves 75% of job success unexplained

The abilities that distinguish the outstanding supervisors in Technical fields are not technical, but rather relate to handling people.

A Tale of Two Students Two Students--- Penn & Matt. Penn was a

Brilliant and Creative Student, an exemplar of the best Yale University had to offer. The trouble with Penn was that he knew he was exceptional--- and so, as one Professor put it, “unbelievably arrogant”. Even so, he looked spectacular on paper. When he graduated, naturally he was highly sought after and got a lot of invitations for job interviews. But Penn’s arrogance came across all too clearly at interviews, and he ended with one job offer from a second tier outfit.

A Tale of Two Students Matt, on the other hand, was not

academically brilliant like Penn. But he was adept interpersonally. Everyone who worked with him liked him . Matt ended up with seven job offers out of eight interviews and went on to success in his field, while Penn was let go after two years at his first job . What Penn lacked and Matt had in abundant measure is the levels of Emotional Intelligence i.e. Emotional Competence.

What is Emotional Competence ?

Emotional Competence is a learned capability based on Emotional Intelligence that results in outstanding performance at work. It determines our potential for learning the practical skills that are based on Daniel Goleman’s Five elements, i.e. Self awareness, Motivation, Self Regulation, Empathy and Adeptness in Relationships, the first three being elements of Emotional Competence and the last two of Social Competence.


Our performance on the job shows how much of the Emotional & Social Competence we possess and translate into on the job capabilities. For example, being good at serving customers is based on emotional & social competency of Empathy. Likewise, trustworthiness is a competence based on Self Regulation or handling impulses and emotions well. Both Customer Service and Trustworthiness are competencies that can make people outstanding in their work.


Simply being high on Emotional Intelligence does not guarantee that a person will have learned the Emotional & social competencies that matter for work. It only means that they have excellent potential to learn them

Emotional & Social Competence is particularly central to leadership. A Role whose essence is getting others to do their jobs more effectively . Interpersonal ineptitude in leaders lowers everyone’s performance. It wastes time & creates acrimony. It corrodes motivation & commitment and builds hostility & apathy. A Leader’s strengths or weaknesses in emotional and social competencies can be measured in the gain or loss to the Organization of the fullest talents of those they manage

Talents for these Times Claudio Fernandez-Aaroz, in charge of Executive

Searches throughout Latin America from Egon Zehnder International’s Buenos Aires Office, compared 227 highly successful executives with 23 who failed in their jobs. He found that the Managers who failed were almost high in Expertise and IQ . He found that in every case, the fatal weakness was in Emotional & Social Competency--- arrogance, over reliance on brainpower, inability to adapt to the occasionally disorienting economic shifts in that region and disdain for collaboration or teamwork.

The Inner Rudder A Physician was one offered a Business Proposition . If he

would leave his practice to become Medical Director of a fledgling condominium health resort and invest US$ 1,00,000/- of his own capital in the venture, his projected share of the Business would amount to about US$ 4 Million within three years. He liked the idea of a Resort where people could improve their health as they vacationed, coupled with the lure of a possibly fantastic payoff he could not resist. He sold his Medical Practice, invested in the Resort and became its Medical Director. But during the Start up year, he found that there was no Medical Program to direct yet. Thus he ended up spending his days essentially as a Salesman, trying to interest people in buying time share condos at the Resort.

The Power of Intuition– The First Thirty Seconds

Credit Managers must sense when a deal might go bad even if the numbers look fine . The Executive may have to decide whether a new product is worth the time and money it takes to develop . The Executive Search Committee must make an educated guess about who among a field of Candidates for a job will have the best chemistry for working in a Group . All such decisions demand the capacity to fold into the decision making process our intuitive sense of what is right or wrong. Intuition & gut feeling bespeak the capacity to sense messages from our internal store of emotional memory--- our own reservoir of wisdom & judgment. This ability lies at the heart of self awareness.

Emotional Awareness Recognizing One’s Emotions and their

Feelings– People with this competence know which emotions they are feeling and why. Realize the links between their feelings and what they think, do and say. Recognize how their feelings affect their performance. Have a guiding awareness of their values and goals. Before you approach your Boss about making some representations, do you not ask his Private Secretary, “ How is the Boss’s mood today ?”

Manage Your Career Effectively In our Twenties and Thirties and into early Forties, we

have urgent drive to establish ourselves and make our mark in this world. But in our Mid Forties and early Fifties, people typically re-evaluate their goals, because they often come to this radical realization that the span of life is limited and they may not get enough time to accomplish what they want from life . With this acknowledgement, comes a reconsideration of what really matters to them. As the saying goes, “If you do not know where you are going, any road will get you there.”The less aware we are of what makes us passionate, the more lost we will be . And this drifting can even affect our health.

Manage Your Career Effectively People who feel that their skills are not being

used well on the job or who feel that their work is repetitive and boring, have a higher risk of Heart Disease than those who feel that their best skills are expressed in their work.

Hence one should be able to self assess, knowing his strengths and weaknesses. One should be reflective, learning from his experience, open to candid feedback, continuous learning and self development.

One should be able to show a sense of humor and perspective about himself

Manage Your Career Effectively One should be Self Confident and present

himself with self assurance and make his presence felt.

He can voice even unpopular views and go out on a limb for what is right

He should be decisive and able to make sound decisions despite uncertainties & pressures.

Manage Your Career Effectively--- The Managed Heart Emotional Self regulation includes not just

damping down distress or stifling impulse. It can also mean intentionally eliciting an emotion, even an unpleasant one . Some Municipal Bill Collectors prime themselves for calls on people by getting themselves worked up into an irritable, ill tempered state. Physicians who have to give bad news to patients or their families put themselves into a suitably somber, dour mood, as do morticians meeting with bereaved families.

Manage Your Career Effectively--- The Managed Heart But best of all, working up changes in

emotional states is satisfactory if the need for such a change is relative to work we love to do. For a Nurse who sees self as a caring, compassionate person, taking few moments to console a patient in distress represents not a burden but what makes her job more meaningful

Manage Your Career Effectively--- The Power of Self Regulation

Self Regulation means managing impulse as well as distressing feelings. It depends on the working of the Emotional Centers in tandem with the brain’s executive centers in the prefrontal areas . These two primal skills--- handling Impulse and dealing with upsets are at the core of Five Emotional Competencies, i.e. Self Control– Managing Disruptive Emotions and Impulses Effectively, Trustworthiness– Displaying Honesty & Integrity, Conscientiousness—Dependability & responsibility in fulfilling obligations, Adaptability– Flexibility in handling change and challenges, Innovation---Being open to novel ideas, approaches and new information.

Concept of Flow Joe Kramer can fix anything. A Welder, he helped

assemble Railroad Cars in Chicago . The person everyone calls on when any piece of machinery breaks down. He loves the challenge of finding out what makes a machine work. This he started as a boy, fixing his mother’s Toaster and Grinder in the kitchen and from there, he can not stop tinkering with machines and find out how they tick or how to deal with them when they conk out . He is an example of people who find their work exhilarating– and who perform at their best. The key to that exhilaration is not the task itself– Joe’s job is often routine– but the special state of mind he creates as he works– a state called “Flow”. He flows with the job . Flow moves people to do their work, no matter what work they do.

Concept of Flow Flow blossoms when our skills are fully

engaged. The Challenge absorbs us so much that we lose ourselves in our work, becoming so totally concentrated we may feel out of time and do not realize that time is passing while we do the work. In this state, we seem to handle everything effortlessly, nimbly adapting to shifting demands.

Flow itself is a pleasure and the ultimate motivator

Concept of Flow--- Loving What Pays Off

People in flow often make the difficult look easy, an external appearance that mirrors what is happening in their brain . Flow poses a Neural Paradox.

We can be engaged in an exceptionally demanding task, yet our brain is operating with a minimal level of activity or expenditure of energy

The reason is that when we are bored and apathetic or frenzied with anxiety, our brain activity is diffused

Concept of Flow--- Loving What Pays Off

The Brain itself is at a high level of activation, albeit poorly focused, with brain cells firing in far flung and irrelevant ways.

But during Flow, the brain appears efficient and precise in its pattern of firing

The result is an overall lowering of cortical arousal– even though the person may be engaged in an extremely challenging task.

Achievement Drive & Commitment

People with Achievement Drive are results oriented, with a high drive to meet their objectives and standards

They set challenging goals and take calculated risks

They Pursue information to reduce uncertainty and find ways to do better and learn how to improve their performance

Achievement Drive & Commitment

People with Commitment readily make sacrifices to meet larger Organizational Goals

They find a sense of purpose in the larger mission

They use Group’s Core Values in making decisions and clarifying choices

They actively seek out opportunities to fulfill the Group’s mission

Empathy Begins Inside “ Mortals can keep no secret. If their lips

are silent, they gossip with their fingertips; betrayal forces its way through every pore.”—Sigmund Freud

Sensing what others feel without their saying so captures the essence of Empathy

Others rarely tell us in words what they feel; instead, they tell us in their tone of voice, facial expression, through their eyes or other non verbal ways

Empathy Begins Inside The ability to sense these subtle communications builds

on more basic competencies, especially self awareness and self control. Without the ability to sense our own feelings or to keep them from swamping us– we will be hopelessly out of touch with the moods of others

Empathy is our social ladder. Lacking such sensitivity, people are “off”. Being emotionally stone deaf leads to social awkwardness, whether from misconstruing feelings or through a mechanical, out of tune bluntness or indifference that destroys rapport

One form this lack of empathy can take is responding to other people as stereotypes rather than as individuals that they are

Understanding Others & the Art of Listening

People with this competence are attentive to emotional cues and listen well. They show sensitivity and understand others’ perspectives. They help out based on understanding other peoples’ needs and feelings

Listening well & deeply means going beyond what is said by asking questions, restating in one’s own words what you hear to be sure you understand. A mark of having truly heard someone else is to respond appropriately, even if that means making some change in what you do

Politics of Empathy Those with little power are typically expected

to sense the feelings of those who hold power. Those in power feel less obligation to be sensitive in return . In other words, the studied lack of empathy is a way power holders can tacitly assert their authority. But this may hold less true today since more organizations are becoming more team oriented and less stiffly hierarchical. Thus the demands of Modern Leadership now include competence at empathy. The authoritarian style of the past just does not work as well as it once did.

Way of Developing Others and the Art of Influence

Acknowledge and reward peoples’ strength and accomplishments. Offer useful feedback and identify peoples’ needs for future growth.

Mentor, give timely coaching, and offer assignments that challenge and foster a Person’s Skills

Art of Influence entails handling emotions effectively in other people . Star performers are artful at sending emotional signals, which makes them powerful communicators, able to sway an audience. In short, they are leaders

Emotions are Contagious We influence each other’s moods.

Influencing another person’s emotional state for better or for worse is perfectly natural . We do it constantly, catching “emotions” from one another like some kind of social virus. This emotional exchange constitutes an invisible interpersonal economy, part of every human interaction, but it is usually too subtle to notice.

Emotions are Contagious Emotions as a signaling system needs no

words--- a fact evolutionary theorists see as one reason emotions may have played a crucial role in the development of the human brain long before words became a symbolic tool for humans

People with influencing capability are skilled at winning people over. They fine tune their presentations to appeal to the listener. They use complex strategies like indirect influence to build consensus and support. They orchestrate dramatic events to effectively make a point

Empathy is crucial for wielding Influence

It is difficult to have a positive impact on others without first sensing how they feel and understanding their position. People who are poor at reading emotional cues and inept at social interactions are very poor at influence. Hence building rapport is the first step for wielding influence

People with good communication capabilities are effective in give and take, registering emotional cues in attuning their message. They deal with difficult issues straightforwardly. They listen well, seek mutual understanding and welcome sharing of information fully. They foster open communication and stay receptive to bad news as well as good.

Art of Managing Conflicts Handle difficult people and tense situations with

diplomacy and tact. They spot potential conflict, bring disagreements into the open and help deescalate the situation. They encourage debate and open discussion and orchestrate win- win situations.

First Calm down, tune in to your feelings and express them. Show a willingness to work things out by talking over the issue rather than escalating it with more aggression. State your point of view in neutral language rather than in an argumentative tone. Try to find equitable way of resolving the dispute, working together to find a resolution both sides can embrace

Ingredients of Leadership Leadership is inspiring and guiding

Individuals & Groups to attain a Common Goal . Leaders are articulate and arouse enthusiasm for a shared Vision & Mission. They step forward to lead as needed, regardless of position . They guide the performance of others while holding them accountable. They lead by example

Leadership demand toughness at times. The art of leadership entails knowing when to be assertive.

When should Leaders be Assertive

While confronting someone directly about his performance lapses.

When taking tough decisions in view of adverse situations facing the Organizations. The Leader has to tell people what to do and hold them for their obligations

A common failing of leaders from supervisors to top executives, is the failure to be emphatically assertive when necessary

One obstacle to such assertiveness is passivity, as can happen when some one is more concerned about being liked than getting the job done right. People who are extremely uncomfortable with confrontation or anger are also often reluctant to take an assertive stance even when it is called for

Most effective Leaders use their emotional radar to sense how others are reacting and they fine tune their response to push the interaction in the best direction

How the Leader should be a Change Catalyst ?

Today organizations are reshuffling, divesting, merging, acquiring, flattening hierarchies, going global. The acceleration of change through the 1900s has made the ability to lead it a newly ascendant competence. In addition to high levels of self confidence at such pace, effective change leaders should have high levels of Influence, Commitment, Motivation, Initiative, Optimism and instinct for Organizational Politics to see organizations through such change

Survival of the Social Humans are the primordial team players. Our

uniquely complex social relationships have been a crucial survival advantage. Our uniquely sophisticated talent for cooperation culminates in the Modern Organization. The crucial role of cooperation in evolution is part of a radical rethinking of just what the famous phrase “survival of the fittest” means. One modern legacy of this past is the radar for friendliness and cooperation most of us have. People gravitate to those who show signs of good qualities . We also have a strong warning device or system that alerts us to someone who may be selfish or untrustworthy.

The Art of Collaboration John Seely Brown, the Chief Scientist at

Xerox Corporation and a Cognitive Theorist, points out that the crucial nature of social coordination is perhaps nowhere more evident than in today’s scientific enterprises, where cutting edge knowledge grows through orchestrated, collaborative efforts. The art of making an impact through people is the ability to pull people together, attract colleagues to work and create the critical mass for research.

The Art of Collaboration Once you have done that, there is the

next question, “How do you engage the rest of the Corporation ?”, “How do you get the message out and convert the rest of the world ?” To communicate is not just a matter of pushing information to another person. It is creating an experience, to engage their gut--- and that is an emotional skill.

The Art of Being Happy Happiness is the ability to feel satisfied with

your life and to enjoy yourself and others and have fun

Happiness combines self satisfaction, general contentment and ability to enjoy life. Contentment is the real source of happiness.

Happiness is general feeling of cheerfulness and enthusiasm. It is a barometric indicator of degree of Emotional Intelligence & Emotional Functioning.

The Group IQ What makes the team perform better than the best

person on it ? Outstanding team performance raises the Group IQ. The sum total of the best talents of each member on a team contributed to their fullest. When teams operate at their at their best, the results can be more than simply additive. They can be multiplicative with the best talents of one person catalyzing the best of another and another, to produce results far beyond what any one person might have done. The explanation of this aspect of team performance lies in the member’s relationships--- in the chemistry between members

Building Bonds Building Bonds means nurturing Instrumental

Relationships. For this, one has to cultivate and maintain extensive informal networks. One has to seek out relationships that are mutually beneficial. One has to build rapport and keep others in the loop. He has to make and maintain personal friendships among work associates.

Marks & Spencer, the huge British retail Chain, gives an unusual gift to its regular suppliers, a special key card that lets them into the Chain’s Head Office anytime. Although they still have to make appointments, the Key Card makes them feel like members of the Marks & Spencer Family

Building Bonds The Key Card is part of an intentional

effort of Marks & Spencer to nurture a relationship of trust and cooperation with its suppliers. That effort also includes trips with suppliers to Trade Shows and to other countries to visit sources of raw materials. The Goal is to strengthen mutual understanding and to spot new possibilities for products they can jointly develop.

Fostering Collaboration & Cooperation

For this, one has to balance a focus on task with attention to relationships He must collaborate, sharing plan, information and resources. He should promote a friendly and cooperative climate. He should spot opportunities for collaboration. In the complex world of today, the art of collaboration and cooperation is the way forward to maximize opportunities for growth.

How to Deal with Clients’ Feelings?

When a client displayed anxiety or uneasiness, the common wisdom in the insurance industry held that the best response was not empathy, but a rational argument . So the Advisers were left trying to shut out the Client’s emotions as well as their own. In short, the feelings rolling within clients and planners alike set a miserable emotional tone for their encounter, as a final report put it. “ A Mountain of Emotional Negativity stood between our Sales Process & our Bottom Line.”

An Emotionally Intelligent Organization

At an International Business Conference, participants were asked, “ Does your Organization have a Mission Statement ?”. About Two thirds raised their hands. Then they were asked, “Does this Mission Statement describe the Day to Day reality of life there ?” all but a few raised their hands. An Emotionally Intelligent Organization needs to come to terms with any disparities between the values it proclaims and those it lives. Clarity about an Organization’s values, spirit and mission leads to a decisive self-confidence in corporate decision making.

Maximizing the Organization’s Intelligence

An Organizations’ Collective level of Emotional Intelligence determines the degree to which that Organization’s intellectual capital is realized– and so its overall performance. The art of maximizing intellectual capital lies in orchestrating the interactions of the people whose minds hold that knowledge and expertise. When it comes to technical skills and core competencies that makes a Company Competitive, the ability to outperform others depend on the relationships of the people involved.

The Bottom Line Emotional Intelligence can be learned.

Individually, we can add these skills to our tool kit for survival at a time when job stability seems like a quaint oxymoron. For businesses of all kinds, the fact that Emotional Competencies can be assessed and improved suggests another area in which performance --- and so competitiveness--- can be upgraded. What is needed amounts to an Emotional Competence Tune up for the Corporation.

THE END

presentation on emotional intelligence

Leadership & Management