Wg Cdr Dave Winstanley

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Emotional Intelligence
RAF Leadership Centre

• Wg Cdr Dave Winstanley

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Knowing others and knowing oneself, in one
hundred battles no danger. Not knowing the other
and knowing oneself, one victory for one loss.
Not knowing the other and not knowing oneself, in
every battle certain defeat Sun Tzu, The Art of
War  
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A leader must know the character, the feelings,
the habits, the peculiar faults and inclinations
of those whom he is to commandThese are matters
only to be gained by the exercise of an accurate
judgement in the observation of things and men
Karl von Clausewitz
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(No Transcript)
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Scope

• Background
• What is EI
• Basic Human Inter-action
• Covey 7 habits Model
• Hay McBer Conceptual Model
• EI and Mission Comd
• Questions

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BACKGROUND
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Development of EQ

• McCelland (1973) Competence v Intelligence.
• Howard Gardner (1980s) Multiple intelligences,
  interpersonal and intrapersonal abilities.
• Mayer Salovey 5 EI domains of empathy, self
  awareness, relationships, managing emotions and
  motivating oneself.
• Daniel Goleman built on this research but
  linked his work with the competencies identified
  in McCelland.

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Focus 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
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Attributes for RAF Leaders

• Warfighter, Courageous
• Emotionally Intelligent
• Flexible and Responsive
• Willing to Take Risks
• Able to Handle Ambiguity
• Mentally Agile - Physically Robust
• Politically and Globally Astute
• Air Warfare Minded
• Technologically Competent
• Able to Lead Tomorrows Recruit

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Attributes for RAF Leaders

• Warfighter, Courageous
• Emotionally Intelligent
• Flexible and Responsive
• Willing to Take Risks
• Able to Handle Ambiguity
• Mentally Agile - Physically Robust
• Politically and Globally Astute
• Air Warfare Minded
• Technologically Competent
• Able to Lead Tomorrows Recruit

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Most Common Reactions

• Tree hugging pink and fluffy.
• Weve being do this for years.
• No relevance to military operations.
• My decisions are driven by logic not emotions.
• Its just common sense.

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It is nothing new!

• I am not exaggerating, it is really my belief
  that half my work in the little sphere I have
  been working in has been to settle disagreements.
  Petty friction will always exist.

Sir Hugh Trenchard, April 1922
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Old Dog New Tricks
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WHAT IS EI?
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What is EI

• The capacity for recognising our own feelings and
  those of others, for motivating ourselves, and
  for managing emotions effectively in ourselves
  and others

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What is EI

• The capacity for recognising our own feelings and
  those of others, for motivating ourselves, and
  for managing emotions effectively in ourselves
  and others

17
What is EI

• The capacity for recognising our own feelings and
  those of others, for motivating ourselves, and
  for managing emotions effectively in ourselves
  and others

18
What is EI

• The capacity for recognising our own feelings and
  those of others, for motivating ourselves, and
  for managing emotions effectively in ourselves
  and others

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BASIC HUMAN INTER-ACTION
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Communication model
FILTERS DELETE DISTORT GENERALISE
7 /- 2 bits
Time/Space
INTERNAL REP
Matter/Energy
EXTERNAL EVENT
Language
Memories
STATE
2 Billion bits per sec
Decisions
Meta Programs
PHYSIOLOGY
Values Beliefs
Attitudes
RESULTS
BEHAVIOUR
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JOHARI WINDOW
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
Not Known to Others
HIDDEN
UNKNOWN
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JOHARI WINDOW
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
Not Known to Others
HIDDEN
UNKNOWN
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JOHARI WINDOW
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
Not Known to Others
HIDDEN
UNKNOWN
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JOHARI WINDOW
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
Not Known to Others
HIDDEN
UNKNOWN
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JOHARI WINDOW
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
Not Known to Others
HIDDEN
UNKNOWN
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WHAT DOES YOUR WINDOW LOOK LIKE?
Known to Self
Not Known to Self
Known to Others
OPEN
BLIND
HIDDEN
UNKNOWN
Not Known to Others
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JOHARI WINDOW
Known to Self
Not Known to Self
BLIND
Known to Others
OPEN
Not Known to Others
HIDDEN
UNKNOWN
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The Amygdala Hijack
The primary derailer of top executives is
lack Of impulse control
Daniel Goleman
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The Amygdala Hijack

• A trigger a catalyst that stimulates because
  it generates
• an impulse.
• An instant, impulsive, irrational or
  uncontrolled reaction
• that is inappropriate in terms of focus, timing
  etc.
• The reaction need not be overt
• A strong emotion (anger, desire, frustration
  etc.) to the
• Situation.
• A subsequent feeling of regret or remorse (or
  embarrassment!) after the strong emotions pass.

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Aristotles Challenge

• Anyone can become angrythat is easy. But to be
  angry with the right person, to the right degree,
  at the right time, for the right purpose, and in
  the right waythis is not easy
• Aristotle, The Nicomachean Ethics

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COVEY THE 7 HABITS PARADIGM
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The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
Sharpen The Saw
5
6
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
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The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
Sharpen The Saw
5
6
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
34
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
35
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
36
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
37
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
38
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
39
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
5
6
Sharpen The Saw
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
40
The Covey Model
Interdependence
Understand then Understood
Synergize
PUBLIC VICTORY
Sharpen The Saw
5
6
Think Win/Win
7
4
Independence
3
Put First Things First
Sharpen The Saw
PRIVATE VICTORY
1
2
7
Be Proactive
Begin with The end in Mind
Dependence
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HAY/McBER CONCEPTUAL MODEL
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The Conceptual Model
Self
Others
Self Awareness
Social Awareness
Awareness
Self Management
Social Skills
Action
Hay/McBer
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The Conceptual Model

• Emotional Self Awareness
• Accurate Self Assessment
• Self-Confidence

Self Awareness
Social Awareness
Self Management
Social Skills
Hay/McBer
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The Conceptual Model
Self Awareness
Social Awareness

• Emotional Self Control
• Transparency
• Adaptability
• Achievement
• Initiative
• Optimism

Self Management
Social Skills
Hay/McBer
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The Conceptual Model

• Empathy
• Organisational Awareness
• Service Orientation

Self Awareness
Social Awareness
Self Management
Social Skills
Hay/McBer
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The Conceptual Model
Self Awareness
Social Awareness

• Developing Others
• Inspirational Leadership
• Change Catalyst
• Influence
• Conflict Management
• Teamwork and Collaboration

Self Management
Social Skills
Hay/McBer
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The Impact
Self
Others
Self Awareness
Social Awareness
Awareness
Positive Impact on others
Self Management
Social Skills
Action
Hay/McBer
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Emotional Intelligence

• learnable skills that will help you to
• enhance your performance at work
• inspire yourself and those around you
• create deeply productive professional
  relationships.

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Being Real EQ Competent

• When you remove posturing, pretension and false
  communication, people are free to feel, to be
  themselves and to connect on an emotional level
  with each other and with their organisations
  core purpose.
• Not just turn up for work,but be involved in the
  culture change.

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EI and Mission Cmd
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Empowering Leadership

• Decentralise authority for those best placed
  without shirking responsibility freedom of
  action
• Structures instructions to be easily understood,
  clear intent, clear about own role and the reason
  behind it
• Explains task, but does not prescribe method
• Allocates resources, including training, with
  discretion to ask for more
• Minimum number of control measures lest these
  unnecessarily restrict the freedom of action
  must not constrain initiative
• Trust (mutual, deep and enduring)

PRINCIPLES OF MISSION COMMAND
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TRUST

• Hard to earn but easily lost
• Deep, mutual and enduring
• The bedrock of effective personal relationships
• Fundamental to effective Mission Command

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Any Questions