Developing emotional intelligence

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Developing emotional intelligence
Michael Collins Managing Director
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Agenda

• What is emotional intelligence?
• Dispelling some myths
• Why is EI important?
• How do you develop EI?
• Case study

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What is emotional intelligence?

• Was there ever a time
• When you said or did something out of anger that
  you later regretted?
• When you misread someones intentions or the
  political climate at work?
• When you found it hard to focus on a task because
  of how you were feeling at the time?
• havent we all?

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What is emotional intelligence?

• A multifunctional array of interrelated
  emotional, personal and social abilities which
  influence our overall ability to actively and
  effectively cope with demands and pressures
  (Bar-on, 2000)

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What is emotional intelligence?

• Emotional intelligence refers to the capacity to
  deal effectively with ones own and others
  emotions. When applied to the workplace, it
  involves the capacity to effectively perceive,
  express, understand and manage emotions in a
  professional manner (Stough Palmer, 2002)

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What is emotional intelligence?

• Being aware of, and managing ones own feelings
  and emotions being sensitive to, and influencing
  others sustaining ones motivation and
  balancing ones motivation and drive with
  intuitive, conscientious and ethical behaviour
• (Dulewicz Higgs, 1999)

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The evolution of EI

• Thorndike (Social Intelligences) 1920
• Gardner (Multiple Intelligences) 1983
• Bar-on (Emotional Quotient) 1985
• Salovey Mayer (EI) 1990
• Goleman (EI) 1996
• Dulewicz Higgs (EI) 2000
• Stough Palmer (EI) 2002

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Dispelling some myths

• Is it something new? No.
• Is it just personality or can we acquire this
  ability (nature versus nurture)? A bit of both.
• Can it be measured? Yes, but no universal
  agreement on what this looks like.
• Does it make a difference? Beware the exaggerated
  claims.

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Dispelling some myths

• EI accounts for 87 of the factors that predict
  leadership success (eg. Hay-McBer) unlikely
• IQ alone accounts for 10-15
• Personality alone for 20-25
• EI alone for 25-40

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Why is EI important?

• Leaders high in EI create workplaces that
• Are innovative and creative
• Have effective teamwork
• Have an effective customer service culture
• Have committed employees
• Experience lower absenteeism
• Have employees with higher job satisfaction
• Have employees who experience less
  stress(Sources Henley Management College,
  Swinburne University)

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Developing EI

• Develop case for change
• Present case for change to key stakeholders and
  pilot participants
• Measure current capability using robust EI tool
• Provide one-to-one feedback
• Conduct skill-based workshop or coaching (focus
  on developing key EI abilities)
• Follow-up (reinforce workplace application)
• Remeasure (6 to 9 months later)

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Case study

• Company Roche Pharmaceuticals
• Participants National Sales Managers
• Need coaching for growth/performance
• Team members long-term, highly experienced
  representatives

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Case study

• Partnered with internal LD Team
• Implemented best practice process
• Case for change
• Briefing session nationally
• EIQ self-measure on-line
• One-to-one feedback
• Two-day workshop
• Half-day follow-up (7 months post)
• 360-degree measurement (self selected)

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Case study

• Workshop agenda
• What is coaching?
• Coaching skills active listening, questioning
  giving and receiving feedback
• What does EI look like in the workplace
• Understanding non-verbal information
• Coaching skills practice
• Dealing with difficult situations
• Making EI work

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Case study

• Participant feedback
• Strong facilitation, I would rank this program
  as one of the best I have attended.
• I really enjoyed the participation and strong
  case studies this was done very well. The group
  workshops were also entertaining. The body
  language game was eye opening.
• Excellent knowledge base. Well presented. Good
  rotation of activities to help keep participation
  and energy high. Well done.

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Questions?
Michael Collins Managing Director