Date of Programme e.g. 1 August 2002 Time of Programme e.g. 2:30pm to 5:30pm

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EMOTIONAL INTELLIGENCE
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Research by Paul Salavey John
Mayer Breakthrough Emotional
Intelligence Daniel Goleman in 1995
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Emotional Intelligence

• I.Q. GETS PEOPLE HIRED
• EMOTIONAL INTELLIGENCE GETS
• PEOPLE PROMOTED
• ANON

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Emotional Intelligence

• AROUND 85 OF
• COMPETENCIES IN THE
• LISTS OF
• ORGANISATIONS
• ARE INTERPERSONAL
• (D. Goleman)

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Emotional Intelligence

• EMOTIONAL INTELLIGENCE
• ACCOUNTS FOR 85 OF
• OUTSTANDING PERFORMANCE
• IN
• BEST LEADERS
• (D. Goleman)

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Emotional Intelligence
WHAT IS IT? IT IS THE CAPACITY FOR RECOGNISING
OUR OWN FEELINGS, AND THOSE OF OTHERS, FOR
MOTIVATING OURSELVES, AND FOR MANAGING EMOTIONS
WELL IN OURSELVES AND OUR RELATIONSHIPS. Daniel
Goleman Author of Emotional Intelligence
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5 Components of Emotional Intelligence at Work

• Self-Awareness
• Self-Regulation
• Motivation
• Empathy
• Social Skill

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The Five Components of Emotional Intelligence at
Work Self-Awareness

• Self-Awareness

GIVES YOU SELF-CONFIDENCE, EMOTIONAL AWARENESS,
ACCURATE SELF-ASSESSMENT
Definition The ability to recognize and
understand your moods, emotions, and drives, as
well as their effect on others.
Hallmarks Self-confidence Realistic
self-assurance Self-deprecating sense of humor Do
you know what other people say behind your
back? It is difficult to get honest feedback from
people.
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The Five Components of Emotional Intelligence at
Work Self-Regulation

• Self-Regulation

MEANS YOU ARE TRUSTWORTHY A PERSON OF FULL
INTEGRITY , SELF CONTROL, CONSCIENTIOUSNESS
Definition The ability to control or redirect
disruptive impulses and moods. The propensity to
suspend judgement to think before acting.
Hallmarks Trustworthiness and
integrity Time-Management Comfort with
ambiguity Openness to change Can you be relied
upon?
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The Five Components of Emotional Intelligence at
Work Motivation

• Motivation

Definition A passion to work for reasons that
go beyond money or status. A propensity to pursue
goals with energy and persistence.
Hallmarks Strong drive to achieve Optimism,
even in the face of failure Organisational
commitment
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The Five Components of Emotional Intelligence at
Work Empathy

• Empathy

MEANS YOU UNDERSTAND PEOPLE, UNDERSTANDING
OTHERS, DEVELOPING OTHERS
Definition The ability to understand the
emotional makeup of other people. Skill in
treating people according to their emotional
reactions.
Hallmarks A reader of body language? Active
Listening. Recognising that making mistakes is a
vital part of the learning process Expertise in
building and retaining talent Cross-cultural
sensitivity Service to clients and customers
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Emotional Intelligence

• THE WAY TO ACCELERATE YOUR
• SUCCESS IS TO DOUBLE YOUR
• FAILURE RATE.
• Tom Watson Ex-CEO, IBM

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The Five Components of Emotional Intelligence at
Work Social Skill

• Social Skill

MANAGES RELATIONSHIPS EVEN IF COMPLEX,
COMMUNICATION, CONFLICT MANAGEMENT
Definition Proficiency in managing
relationships and building networks. An ability
to find common ground and building networks.
Hallmarks Effectiveness in leading
change Persuasiveness Expertise in building and
leading teams Can you manage dysfunctional
relationships at work? In any problem
relationship 50 of the fault is yours
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Exercise on Conflict

• PART 1
• Look at this list of attributes and
• choose three words you would
• choose to describe yourself
• TENACIOUS
• PRACTICAL
• HUMUROUS
• RESERVED
• FACTUAL
• THOROUGH
• PRUDENT
• ANALYTICAL
• COST CONSCIOUS
• STEADFAST
• HONEST
• ENTHUSIASTIC

PART 2 Now look at the next list and see how
you might be seen by others. CLINGING UNI
MMAGINATIVE FLIPPANT UNCOMMUNICATIVE DATA
BOUND PEDANTIC OVERCAUTIOUS NIT
PICKING MEAN STUBBORN RUDE OVERBEARING
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Intellectual Intelligence (IO)

• Information Collection
• Problem Analysis
• Numerical Interpretation
• Judgement
• Detail Consciousness
• Planning
• Organising
• Helicopter (Perspective)
• Organisational Awareness
• External Awareness
• Creativity
• Risk-Taking

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Managerial Intelligence (MO)

• Delegating
• Appraising
• Developing Subordinates
• Oral Expression
• Oral Presentation
• Business Sense
• Self-Management
• Reading
• Written Communication
• Initiative
• Independence
• Tenacity

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Emotional Intelligence (EO)

• Perceptive Listening
• Sensitivity
• Flexibility
• Achievement-Orientation
• Stress Tolerance
• Resilience
• Persuasiveness
• Negotiating
• Adaptability
• Decisiveness
• Ascendancy
• Energy
• Impact
• Integrity
• Motivating Others
• Leadership

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Spiritual Intelligence

• Flexible in attitude.
• Self-aware (as opposed to self-absorbed), able to
  look inside and ask questions such as Who am I,
  what do I value and what purpose do I serve?
• Led by vision and values, responding to what
  inspires us outside ourselves.
• Willing to be different, even unpopular, in order
  to fulfill that vision.
• Able to use mistakes constructively, treasure
  failures, and willing to try fixing things (and
  in so doing, learn).

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Spiritual Intelligence

• Able to set experiences against a bigger picture
  and reframe situations from that perspective.
• Aware of connections with companies, communities,
  families and society.
• Willing to ask why? to uncover the truth,
  rather than accepting at face value, and trusts
  the questions rather than what is known.
• Spontaneous, like a child, free from prejudice.
• Self-responsible.
• Donah Zohar
• SQ The Ultimate Intelligence

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If Emotion Is The First Screen

• Managers should
• Recognise people hear bad news first and loudest,
  even when most is good news.
• Understand Logic lt Emotion
• Realise people have 101 reasons for doing what
  they want and 1001 reasons for not doing what
  they dont.
• So they must
• Communicate with understanding
• Correct sensitively
• Train Appraisers

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If People Fight Frantically When Feeling
Threatened

• Managers should
• Recognise people will usually only think and act
  positively and creatively when given
• Safety
• Security
• Space
• Support
• So they must
• Give reassurance when possible.
• Give opportunities for personal development.
• Encourage positive thinking.

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If People Are More Comfortable In Communities lt
150 Members

• Managers should
• Recognise the innate problems of growth in
  organisations.
• Realise that most people are single focussed.
• Understand Territorialism.
• So they must
• Structure organisations carefully
• Focus on team development Foster primary
  loyalties
• Improve communication systems and practices

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If People Avoid Risk When Feeling Relatively
Secure

• Managers should
• Recognise people resist change which is imposed,
  unless they are dissatisfied or desperate.
• So they must
• Promote dissatisfaction with the existing
  situation
• Involve people
• Share ownership of the change
• Communicate effectively and constantly
• Monitor the implementation

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If People Feel More Confident Than Reality
Justifies

• Managers should
• Realise volunteers may not really want to do it.
• Recognise that people bite off more than they can
  chew.
• Accept that promises may not be delivered.
• So they must
• Agree realistic performance standards
• Appraise continuously
• Encourage self-appraisal

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If People Are Quick To Classify And Categorise

• Managers should
• Realise that people jump to conclusions about
• Other people
• Situations
• Experiences
• Recognise stereotyping is almost inevitable.
• So they must
• Safeguard objectivity in interviewing
• Seek to integrate disparate team members
• Lead by example in cross-cultural integration

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If People Gossip

• Managers should
• Realise people love scandal.
• Accept people will always speculate aloud.
• Recognise the delight taken in passing on others
  secrets.
• So they must
• Not waste time trying to stop rumours
• Plug into the grapevine
• Ensure confidentiality when its essential
• Communicate early

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If People Publicly Compete For Status And Boast
Of Success

• Managers should
• Recognise most people are competitive.
• Realise that status is important to the majority.
• So they must
• Use status carefully as a motivator
• Discourage one upmanship
• Encourage the less successful
• Praise judiciously

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If People Want Either To Lead Others Or To Be
Followers

• Managers should
• Recognise the desire to lead as a vital
  characteristic.
• Accept that leaders will lead in different ways.
• Understand that leadership qualities cant be
  learned.
• So they must
• Select future leaders carefully
• Concentrate on developing leadership skills
• Encourage a sensitive, flexible and adaptable
  leadership style

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If People Relate To Hierarchies

• Managers should
• Realise some people want security from structure.
• Accept that others want to enjoy superiority of
  rank.
• Acknowledge that hierarchy is for ever!
• So they must
• Base the hierarchy on performance
• Make the hierarchy flexible and adaptable
• Learn how hierarchies work in other cultures

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THANK YOU
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