Let Emotional

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VLGWA Sept 10, 2003
Let Emotional Intelligence Skills Help You
In Your Profession
Professor Deborah Roberts University of
Virginia Weldon Cooper Center for Public
Service [phone] e-mailddr7a_at_virginia.edu
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My MissionHigh Performance GovernmentDeliverin
g on Democracy
Transforming government organizations through
Effective Leadership and by Practicing
Democracys values and principles in public
administration every day
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Todays Agenda
1. Emotional Intelligence Key to Your
Professional Success 2. What is it? How Does
It Work? 3. EQ Specifics Four Skill Domains
4. Good News How to Improve Your Own
Emotional Intelligence. v What it takes v How
to get started
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Nature of Work - Collaboration

• What percent of the knowledge needed to do your
  own job do you have by yourself?

• 1979? ____ percent
• 2000? ____percent

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What is Emotional Intelligence?
The capacity for recognizing our own feelings
and those of others, for motivating ourselves and
for managing emotions in ourselves and
others. Daniel Goleman, Emotional Intelligence
(New York Bantam Books, 1995)
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Emotional Intelligence
The best of what makes us uniquely human
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Practical Relevance?

• These performance competencies together explain
  from 65 to 90 of Star Performer success in
  your professional field
• EQ (also called EI) is a logical frame to
  understand the puzzle of life success

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What isEmotional Intelligence?

• Shown in Four Ways
• Understanding Yourself
• Governing Yourself
• Understanding Others
• Managing Your Relationships with Others

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What isEmotional Intelligence?

• Developed via specific Emotional Competencies
  (like adaptability, self control, influence,
  conflict management,communication) that lead to
  effective performance at work, outstanding
  leadership, and deeply satisfying relationships
  in life.

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Key Person in Your Career

• Center your thoughts on a key person who made an
  impact on your interest in public service and
  government (ex. a mentor or a leader).
• Reflect on what were the capabilities and the
  qualities of the person that most impressed you.
  Please write down key words to share with the
  full group.
• KEY WORDS

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The Competency Framework
Self- Awareness
Social Awareness

• Empathy
• Leveraging Diversity
• Organizational Awareness
• Stewardship

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

Social Skills
Self- Management

• Developing Others
• Leadership
• Influence
• Communication
• Change Catalyst
• Conflict Management
• Networking, Building Bonds
• Teamwork Collaboration

• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative optimism

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Four Foundation Skills
Self- Awareness
Social Awareness

• Emotional Self-Awareness

• Empathy

Social Skills
Self- Management

• Influence

• Self-Control

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The Conceptual Model
How Emotional Intelligence Drives Performance
Self
Others
Self-Awareness
SocialAwareness
Awareness
Social Skills
Self-Management
Actions
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What is a Competency?
Any measurable characteristic of a person that
differentiates level of performance in a given
job, role, organization or culture.
Necessary for top performance but not sufficient
Skill Knowledge
Social Role, Values Self-Image Trait Motive
Characteristics that lead to longer-term success
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The Case for EQ Why Do Smart People Fail?

• Intellectual Capabilities
• Intellectual capability (IQ), knowledge, and
  technical expertise are threshold they get you
  in the door.

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Why Do Smart People Fail?

• Emotional Intelligence
• Emotional Intelligence (EQ) is the
  differentiating factor in success.
• EQ is two times as important as IQ and technical
  expertise combined.

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The Case for EQ What Leads to Success?
181 different positions from 121 organizations
worldwide67 of the abilities deemed essential
for effective performance were emotional
competencies. (cf. Rosier, 1994)
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Importance of EQ Skills

Every job description should include the
emotional intelligence competencies critical to
getting the work done. Claudio Fernandez-Araoz,
Hiring Without Firing Harvard Business Review
July/August 1999
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Different Brain Skill Centers

• IQ tracks cognitive abilities and is centered in
  the neocortex.
• Emotional Intelligence (EI or EQ) is centered in
  the more ancient brain memory center, the Limbic
  system.

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Different Brain Skill Centers

• Emotional Intelligence skills are distinct from,
  but synergistic with cognitive abilities. You
  need both IQ and EQ to succeed.
• To achieve Emotional Intelligence, we need to use
  our whole brain, in an integrated, thoughtful
  response.

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The Human Brain
Neocortex The part of the brain most recent in
evolution is associated with complex thought.
Prefrontal Lobes The brains executive center
integrates information from all parts of the
brain and makes decisions to act.
Thalamus Processes sensory messages (e.g., eyes
and ears) then routes them mainly to the
neocortex.
Amygdala Triggers emotional responses. Typically
gets signals from the neocortex, but a quicker
and fuzzier signal comes directly from the
thalamus. Can hijack the brain when it perceives
an emergency.
Brain Stem The most primitive part of the brain.
Is associated predominantly with automatic
reflexes, as well as memory and learning.
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When to Trust Your Gut, Alden Hayashi,Harvard
Business Review, February 2001

• Often called gut feelings, business instincts,
  savvy, professional judgment, or intuition, it
  is an uncanny ability to detect patterns, perhaps
  subconsciously, that other people either overlook
  or mistake for random noise. Executives use it
  to solve complex problems when logical methods
  simply wont do.

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When to Trust Your Gut, Alden Hayashi,Harvard
Business Review, February 2001

• Our emotions and feelings play a critical role
  by helping us filter various possibilities
  quickly,
• even though our conscious mind might not be
  aware of the screening .guid(ing) our decision
  making to the point at which our conscious mind
  is able to make good choices..

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When to Trust Your Gut, Alden Hayashi,Harvard
Business Review, February 2001

• But our first, quick, gut instincts are often
  wrong.
• So we need to have powerful self-checking
  mechanisms, self reflection, and sound feedback
  -- the EQ competencies.

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II. Self-Management
Self-Management
Self-Governing

• 4th Competency Self-Control keeping disruptive
  emotions and impulses under control
• 5th Competency Trustworthiness maintaining
  standards of honesty and integrity
• 6th Competency Conscientiousness demonstrating
  responsibility in managing oneself
• 7th Competency Adaptability flexibility in
  adapting to changing situations or obstacles

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An Amygdala Hijacking

• 1. In duos discuss a recent episode in which you
  experienced an amygdala hijacking -- you were not
  acting like your normal self.
• 2. What set it off? Triggers or catalysts?
• 3. What behavior would have been more effective?
• TRIGGERS CONSEQUENCES BETTER STRATEGY

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Emotional Hijackings Consequences

• Out-of-control emotions deprive us of our
  cognitive abilities. During a hijacking, when
  we are suddenly flooded with sensations, even
  smart people become dumb.
• Consequences are negative and lasting, often
  keeping us from realizing our deepest values in
  positive action (these values are often our
  emotional triggers).
• Ripple Effects. Interpersonal ineptitude in
  leaders lowers everyones performance.

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How Old are You in the Tough Moment? Emotional
Triggers Take You Back to Childhood Experience
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Better Strategy? All the Competencies Will Help
You
Self- Awareness
Social Awareness

• Empathy
• Leveraging Diversity
• Organizational Awareness
• Stewardship

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

Social Skills
Self- Management

• Developing Others
• Leadership
• Influence
• Communication
• Change Catalyst
• Conflict Management
• Networking, Building Bonds
• Teamwork Collaboration

• Self-Control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative optimism

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The Marshmallow Kids Impulse Resisters

• Stanford University study. Tracked four-year-old
  children through high school. Results for the
  Resisters
• More socially competent, personally effective,
  self-assertive and better able to cope with life
  frustrations
• Less likely to freeze, regress or become
  disorganized when under pressure
• Embraced and pursued challenges in the face of
  difficulties.

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The Marshmallow Kids Impulse Resisters

• Self reliant and confident, trustworthy,
  dependable, initiative
• Still able to delay gratification in pursuit of
  their goals
• More academically competent, better able to put
  their ideas into words, to use and respond to
  reason, to concentrate, and to make plans and
  follow through. Eager to learn.
• Dramatically higher SAT scores (210 points on
  1600 scale)

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II. Self-Management
Self-Management
Motivation

• 8th Competency Achievement Orientation the
  guiding drive to meet an internal standard of
  excellence
• 9th Competency Initiative and Optimism
  readiness to act

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Self Managing Exercise
If I took responsibility for every every feeling
I experience and for every word I utter,
________ ______________________________ Fill in
Your answer. (ex. Id make fewer snap
judgments that end up being wrong.
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III. Social Awareness
SocialAwareness

• 10th Competency -- Empathy understanding others
  and taking an active interest in their concerns
• 11th Competency -- Leveraging Diversity
  Cultivating opportunities through many kinds of
  people
• 12th Competency -- Organizational Awareness
  Savvy, understanding and empathizing (issues,
  dynamics and politics) at the organizational
  level
• 13th Competency -- Stewardship Orientation
  recognizing and meeting citizens and customer
  needs

Not included in the 360 degree feedback
Emotional Competencies Inventory
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Emotional Awareness of Others
I think about how others might feel before I
give my opinion. I can sense someones
feelings even when it is unspoken. I can get
new people I meet to talk about themselves. I
am good at reading between the lines when
someone is talking.
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PARADIGM Maps through which we see the
world Assumptions that are usually not
questioned A mental frame of reference -- a
representation.
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PARADIGM Our behavior flows from our paradigms,
or the assumptions we make about the world.
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When Lack Empathy Sense of Alien
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IV. Social Skills
SocialCapability
Leading Others

• 14th Competency --Developing Others sensing
  others development needs and bolstering their
  abilities
• 15th Competency -- Leadership inspiring and
  guiding groups and people
• 16th Competency -- Influence wielding
  interpersonal influence tactics
• 17th Competency -- Communication sending clear
  and convincing messages
• 18th Competency --Change Catalyst initiating or
  managing change

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IV. Social Skills
SocialCapability

• 19th Competency -- Conflict Management resolving
  disagreements
• 20th Competency -- Networking Building Bonds
  cultivating and nurturing a web of relationships,
  seeking partnerships
• 21st Competency -- Teamwork and Collaboration
  working with others toward shared goals

Working With Others
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I. Self-Awareness
Self-Awareness
The Core of Emotional Intelligence

• First Competency Emotional Self-Awareness
  recognizing our emotions and their effects. The
  goal is for the individual to truly have a
  guiding awareness of his or her values and goals
  that directs action.

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In-the-Moment Self Awareness Exercise
Right now My Level of
ENERGY _____________ OPENNESS _____________ FO
CUS _____________ Rate yourself on a scale
of 1 (lowest) to 10 (highest) (Source
Robert Cooper)
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I. Self-Awareness
Self-Awareness
The Core of Emotional Intelligence

• 2nd Competency Accurate Self-Assessment
  knowing our strengths and limits
• 3rd Competency Self-Confidence a strong sense
  of our self-worth and capabilities

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High above the hushed crowd, Rex tried to
remain focused. Still, he couldnt shake
one nagging thought He was an old dog and this
was a new trick. Far Side
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Contending with Emotional Baggage -- Ours and
Others
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Developing Emotional Intelligence
To Develop Emotional Intelligence, We MustEngage
Our Heads and Our Hearts.

• We have to truly want to change. It can be done,
  but it is not easy and takes time.
• The changes we seek must be linked to our dreams
  for the future, our deepest interests in life,
  our values, and our beliefs. As Victor Frankel
  says, Mans Search for Meaning.
• We need to see a vision of our future self and
  know how that vision is different from our
  current state.

Determination
Passion
Vision
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EMOTIONAL INTELLIGENCEINDIVIDUAL DEVELOPMENT
AGENDA

• PLUSES
• My EQ Skill Strengths
• (Ex.. Consistent competencies you show at work
  and in life, what others rely upon you for.)

• DELTAS ???
• MY EQ Skills that I need to Improve and Develop
• (Ex Where you rate yourself low. Blind
  Spots on which others have given you feedback.)
• Top priorities that you want to commit to
  developing and would make the most difference in
  your work personal life.

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EQ Competency Action Plan

• Select a specific EQ competency as your
  development priority ______________________
• Self Awareness Self insight as to why and what
  in your life experiences has shaped your approach
  to this performance competency?
• Learning Stretch Devise a specific action that
  would 1) give you the experiential learning to
  improve on this skill, 2) the results would be of
  value to others, as well as yourself, and 3) it
  is a reasonable risk,safe strategy, with likely
  successful outcomes.
• Asset Bridging Brainstorm on ways to use your
  specific strengths as a bridge to achieving
  mastery of your development priority.

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EQ Competency Action Plan

• EQ competency development priority_______________
  ________
• Self Awareness Self insight as to why and what
  in your life experiences has shaped your approach
  to this performance competency? Key events,
  key people? For you, what emotions and values
  are tied to this competency?
• Within this competency, what is it that you can
  do well, what specifically do you need to target
  for improvement?

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• Asset Bridging Brainstorm on ways to use your
  specific strengths as a bridge to achieving
  mastery of your development priority (consider
  competencies from all 4 EQ domains self
  awareness, self management, social awareness, and
  social skills)
• Learning Stretch Devise a specific action that
  would 1) give you the experience to learn and
  improve on this skill, 2) the results would be of
  value to others, as well as yourself, and 3) it
  is a reasonable risk,safe strategy, with likely
  successful outcomes.

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Selected Bibliography

• Robert K. Cooper and Ayman Sawaf, Executive EQ
  Emotional Intelligence in Leadership and
  Organizations, a Perigee Book, The Berkley
  Publishing Group, New York, 1997.
• Robert K. Cooper, The Other 90 How to Unlock
  Your Vast Untapped Potential for Leadership and
  Life, Three Rivers press, New York, 2001.

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Selected Bibliography

• Daniel Goleman, Emotional Intelligence (New York
  Bantam Books, 1995)
• Daniel Goleman, Working with Emotional
  Intelligence (New York, Bantam Books, 1998
• Daniel Goleman, Leadership That Gets Results,
  Harvard Business Review, March-April 2000, pp.
  78-90.

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Selected Bibliography

• Daniel Goleman, Richard Boyatzis, and Annie
  McKee, Primal Leadership Realizing the Power of
  Emotional Intelligence (Boston, MA Harvard
  Business School Press, 2002).
• Alden Hayashi, When To Trust Your Gut,
  Harvard Business Review, February 2001.
• Vanessa Urch Druskat Steven B. Wolff, Building
  the Emotional Intelligence of Groups, Harvard
  Business Review, March 2001, pp. 81-90.