Emotional INTELLIGENCE

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Emotional INTELLIGENCE

• Leadership Detroit 32

Steve Gravenkemper, Ph.D. steve.gravenkemper_at_plant
emoran.com
12.09.10
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pRESENTER

• Steve Gravenkemper, Ph.D., Partner
• Plante Moran27400 Northwestern HighwayP.O.
  Box 307Southfield, Michigan 48037
• E-mail steve.gravenkemper_at_plantemoran.comPhone
  248.223.3699

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What is emotional intelligence?

• Exercise 1 Brief Discussion

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Two Sides of Emotional Intelligence

1. Personal Competence Managing ourselves
2. Social Competence Handling relationships

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Competencies

• Personal traits or a set of habits that lead to
  more effective or superior job performance.

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Personal Competence Managing ourselves

• Self-awareness Knowing ones internal states,
  preferences, resources, and intuitions
• Self-regulation Managing ones internal states,
  impulses, and resources
• Motivation Emotional tendencies that guide or
  facilitate reaching goals

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Social Competence Handling relationships

• Empathy Awareness of others feelings, needs,
  and concerns
• Social skills Adeptness at inducing desirable
  responses in others

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Why Bother?

• Its not logical
• Its not in my comfort zone
• Im a technical problem solver, not a people
  problem solver

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Why Emotional Intelligence Matters?

• The competency study explored
• 187 different job titles
• 121 different companies
• Evaluated essential competencies for a job
• Two types of competencies evaluated
• Cognitive technical skills
• Emotional competencies

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Survey says

• What percentage of these competencies do you
  think were cognitive or technical skills?
• What percentage of these competencies do you
  think were emotional competencies?
• Results
• Two out of three competencies were emotional
  competencies.

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Top Executives That Derail

• Two key factors emerged from top executives who
  failed (page 40)
• Rigidity They were unable to adapt their style
  to changes in the organizational culture, or they
  were unable to respond to feedback about traits
  they needed to change or improve. They couldnt
  listen or learn.
• Poor relationships The single most frequently
  mentioned factor was being too harshly critical,
  insensitive, or demanding, so that they alienated
  those they worked with.

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Star Performers

• IQ, technical skills and academic skills are
  price of admission competencies
• McClelland describes these as threshold
  competencies
• Superstars possess a set of emotional abilities
  labeled emotional intelligence

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Quick self-assessment

• Exercise 2
• Rate yourself on the Emotional Intelligence
  Self-Assessment survey
• Quick discussion exercise

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Rating Scale Self-Assessment

• 7 Very strongly agree
• 6 Strongly agree
• 5 Agree
• 4 Neutral
• 3 Disagree
• 2 Strongly disagree
• 1 Very strongly disagree

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Mindset Barriers

• Im not a people person.
• Im a technical resource.
• This feels awkward and uncomfortable.

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Two Scales vs. One

• People skills
• Technical skills
• Note This is a both/and response rather than
  either/or.

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Improving Emotional Intelligence

• Strengths of leaders
• Continuous learners
• EI improves with experience practice
• Leaders are bright
• There is a logical case for EI in the workplace
• Seek solutions that stick

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Twelve Tips to Improve Emotional Intelligence

• Personal Competence Managing Ourselves
• Monitor stress levels
• Identify stress behaviors
• Develop alternative responses
• Ask for feedback on EI skills you are working to
  improve.
• Set aside time each week to review progress.
• Practice thinking before speaking

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Twelve Tips to Improve Emotional Intelligence

• Social Competence Managing Others
• 7) Fully attend to others in conversations
• 8) Increase compliments and thanking for a job
  well done.
• 9) Develop a solution-focused approach to
  change
• 10) Combat the need to be right
• 11) Put yourself in the other persons shoes
• 12) Golden rule with a twist Treat others the
  way they wish to be treated

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Reference

• Working with Emotional Intelligence by Daniel
  Goleman (1998) Bantam Books, New York, New York

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Thank You.

• Steve Gravenkemper, Ph.D.steve.gravenkemper_at_plant
  emoran.com