Emotional intelligence

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Emotional intelligence

  1. 1. 1  
  2. 2. •  Dr  Daniel  Goleman  first  brought  the  term  “emo5onal  intelligence”  to  a  wide   audience  with  his  1995  book.  •  Example:    A  highly  intelligent,  highly  skilled  execu5ve  who  was  promoted  into  a   leadership  posi5on  only  to  fail  at  the  job.  And  also  someone  with  solid—but  not   extraordinary—intellectual  abili5es  and  technical  skills  who  was  promoted  into  a   similar  posi5on  and  then  soared.   2  
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  5. 5. •  People  who  have  a  high  degree  of  self-­‐awareness  recognize  how  their  feelings   affect  them,  other  people,  and  their  job  performance  •  Thus,  a  self-­‐aware  person  who  knows  that  5ght  deadlines  bring  out  the  worst  in   him  plans  his  5me  carefully  and  gets  his  work  done  well  in  advance.  Another   person  with  high  self-­‐awareness  will  be  able  to  work  with  a  demanding  client.  She   will  understand  the  clientʼs  impact  on  her  moods  and  the  deeper  reasons  for  her   frustra5on.  •  for  example,  he  will  be  able  to  be  firm  in  turning  down  a  job  offer  that  is  temp5ng   financially  but  does  not  fit  with  his  principles  or  long-­‐term  goals  •  For  instance,  one  manager  I  know  of  was  skep5cal  about  a  new  service  that  her   company,  was  about  to  introduce.  Without  promp5ng  from  her  team  or  her  boss,   she  offered  them  an  explana5on:  “Itʼs  hard  for  me  to  get  behind  the  rollout  of  this   service,”  she  admiUed,  “because  I  really  wanted  to  run  the  project,  but  I  wasnt   selected.  Bear  with  me  while  I  deal  with  that.”  The  manager  did  indeed  examine   her  feelings;  a  week  later,  she  was  suppor5ng  the  project  fully.   5  
  6. 6. Self-­‐awareness  can  also  be  iden5fied  during  performance  reviews.  Self-­‐aware  people  know—and  are  comfortable  talking  about—their  limita5ons  and  strengths,  and  they  oYen  demonstrate  a  thirst  for  construc5ve  cri5cism.  By  contrast,  people  with  low  self-­‐awareness  interpret  the  message  that  they  need  to  improve  as  a  threat  or  a  sign  of  failure.   6  
  7. 7. In  general,  Sofia  had  a  low  level  of  self-­‐awareness:  She  was  rarely  able  to  pinpoint  why  she  was  struggling  at  work  and  at  home.  All  she  could  say  was,  “Nothing  is  working  right.”   7  
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  10. 10. •  Biological  impulses  drive  our  emo5ons.  We  cannot  do  away  with  them—but  we   can  do  much  to  manage  them.  •  We  have  two  minds  that  operate  in  5ght  harmony.    But  when  passion  surges,   emo5onal  mind  captures  the  upper  hand  swapping  the  ra5onal  mind.      •  Self  Regula5on  is  the  component  of  emo5onal  intelligence  that  frees  us  from   being  prisoners  of  our  feelings  •  It  isnt  great  in  situa5ons  where  thinking  is  an  asset.  The  problem  is  that  our   bodies  respond  to  any  perceived  threat  —  say,  a  cri5cal  comment  from  a  colleague   or  a  boss  —  by  fueling  the  fight  or  flight  response.  We  lose  our  capacity  for   ra5onality  and  reflec5veness,  and  we  mostly  dont  realize  weve  lost  it.    The  changes  in  behavior  in  different  emo4onal  condi4ons    1.  With  anger,  blood  flows  to  the  hands  to  grasp  a  weapon  and  aUack  a  foe,  heart   rate  increases  and  a  rush  of  hormone  generates  a  pulse  of  energy  strong  enough   for  a  vigorous  ac5on  2.  with  fear  blood  goes  to  the  large  skeleton  muscles  such  as  legs  making  it  easier  to   flee.    3.  In  happiness  there  is  increased  ac5vity  in  brain  center  that  inhibits  nega5ve     10  
  11. 11. •  Imagine  an  execu5ve  who  has  just  watched  a  team  of  his  employees  present  a   botched  analysis  to  the  companyʼs  board  of  directors.  In  the  gloom  that  follows,   the  execu5ve  might  find  himself  tempted  to  pound  on  the  table  in  anger  or  kick   over  a  chair.  He  could  leap  up  and  scream  at  the  group.  Or  he  might  maintain  a   grim  silence,  glaring  at  everyone  before  stalking  off.        But  if  he  had  a  giY  for  self-­‐regula5on,  he  would  choose  a  different  approach.  He  would  pick  his  words  carefully,  acknowledging  the  teamʼs  poor  performance  without  rushing  to  any  hasty  judgment.  He  would  then  step  back  to  consider  the  reasons  for  the  failure.  Are  they  personal—a  lack  of  effort?  Are  there  any  mi5ga5ng  factors?  What  was  his  role  in  the  debacle?  AYer  considering  these  ques5ons,  he  would  call  the  team  together,  lay  out  the  incidentʼs  consequences,  and  offer  his  feelings  about  it.  He  would  then  present  his  analysis  of  the  problem  and  a  well-­‐considered  solu5on.  •  Consider  the  case  of  a  manager  at  a  large  manufacturing  company.  Like  her   colleagues,  she  had  used  a  certain  soYware  program  for  five  years.  The  program   drove  how  she  collected  and  reported  data  and  how  she  thought  about  the   companyʼs  strategy.  One  day,  senior  execu5ves  announced  that  a  new  program   was  to  be  installed  that  would  radically  change  how  informa5on  was  gathered  and   assessed  within  the  organiza5on.  While  many  people  in  the  company  complained   biUerly  about  how  disrup5ve  the  change  would  be,  the  manager  mulled  over  the   reasons  for  the  new  program  and  was  convinced  of  its  poten5al  to  improve     11  
  12. 12. According  to  the  research  done  by  Dr.  Daniel  Goleman  himself,  extreme  displays  of  nega5ve  emo5on  have  never  emerged  as  a  driver  of  good  leadership.   12  
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  14. 14. •  Leaders  are  driven  to  achieve  beyond  expecta5ons  —their  own  and  everyone   elseʼs.    •  Plenty  of  people  are  mo5vated  by  external  factors,  such  as  a  big  salary  or  the   status  that  comes  from  having  an  impressive  5tle  or  being  part  of  a  pres5gious   company.  By  contrast,  those  with  leadership  poten5al  are  mo5vated  by  a  deeply   embedded  desire  to  achieve  for  the  sake  of  achievement   14  
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  16. 16. •  It  doesn’t  mean  adop5ng  other  people’s  emo5ons  as  one’s  own  and  trying  to   please  every  body  •  Consider  the  challenge  of  leading  a  team.  As  anyone  who  has  ever  been  a  part  of   one  can  aUest,  teams  are  cauldrons  of  bubbling  emo5ons.  They  are  oYen  charged   with  reaching  a  consensus—which  is  hard  enough  with  two  people  and  much   more  difficult  as  the  numbers  increase.  Even  in  groups  with  as  few  as  four  or  five   members,  alliances  form  and  clashing  agendas  get  set.  A  teamʼs  leader  must  be   able  to  sense  and  understand  the  viewpoints  of  everyone  around  the  table.     16  
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  18. 18. 1.  Socially  skilled  people  tend  to  have  a  wide  circle  of  acquaintances,  and  they  have   a  knack  for  finding  common  ground  with  people  of  all  kinds—a  knack  for  building   rapport.  2.  Consider  what  happened  some5mes  back  at  an  experimental  division  of  the  BBC,   the  Bri5sh  media  giant.  Even  though  the  groupʼs  200  or  so  journalists  and  editors  had  given  their  best  effort,  management  decided  to  close  the  division.  The  shutdown  itself  was  bad  enough,  but  the  brusque,  conten5ous  mood  and  manner  of  the  execu5ve  sent  to  deliver  the  news  to  the  assembled  staff  incited  something  beyond  the  expected  frustra5on.  People  became  enraged—at  both  the  decision  and  the  bearer  of  the  news.  The  execu5veʼs  cranky  mood  and  delivery  created  an  atmosphere  so  threatening  that  he  had  to  call  security  to  be  ushered  from  the  room.  The  next  day,  another  execu5ve  visited  the  same  staff.  His  mood  was  somber  and  respeciul,  as  was  his  behavior.  He  spoke  about  the  importance  of  journalism  to  the  vibrancy  of  a  society  and  of  the  calling  that  had  drawn  them  all  to  the  field  in  the  first  place.  He  reminded  them  that  no  one  goes  into  journalism  to  get  rich—as  a  profession  its  finances  have  always  been  marginal,  job  security  ebbing  and  flowing  with  the  larger  economic  5des.  He  recalled  a  5me  in  his  own  career  when  he  had  been  let  go   18  
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