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Emotional Intelligence Sbf Presentation(20.03.07)Extended

Emotional Intelligence Sbf Presentation(20.03.07)Extended



Emotional intelligence for small businesses, leverage for profit

Emotional intelligence for small businesses, leverage for profit



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    Emotional Intelligence Sbf Presentation(20.03.07)Extended Emotional Intelligence Sbf Presentation(20.03.07)Extended Presentation Transcript

    • Boost your business with Emotional intelligence coaching Rajeev Gupta
      • Who will you trust
      • Richard nixon or mother teresa
      • Did it take long to decide/
      • Did you use logic- no
      • Sub conscious mind or emotional brain work 30,000 faster than logical mind and chances of being correct are much higher
      • Emotional intelligence is full recruitment of conscious and sub-conscious mind for the best outcomes
      • EI can be defined as “ the ability to sense, understand, and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence." Robert Cooper and Aymen Sawaf
      • “ ability to understand self and others around, to make the life a positive experience” (RG)
      • Emotional Intelligence Potential • Effectiveness = Potential – Interference • Understanding others mean less interference • Understanding self mean more potential Understanding persons ease the game  
      • There are 5 key competencies
        • Self-awareness  : Being aware of your emotions and their strengths and weaknesses
        • Self-management  :Using awareness of your emotions to manage your response to different situations and people.
        • Motivation  : Motivating self for doing job and achieving success.
        • Empathy  : Understanding the perspectives of other people including their motivations, their emotions, and the meaning of what they do and say.
        • Social deftness  : Using awareness of one's own emotions and the emotions of others to manage relationships to a successful outcome.
      • Value of emotional intelligence in life is immense.  
      • Emotionally intelligent people are generally optimistic, flexible and realistic, and are fairly successful in solving problems and coping with stress without losing control. This is a road to sure success and can be acquired.
      • Engage and recruit your higher self
      • All changes begin with mind
    • Miracle question
      • "The problems are solved, not by giving new information, but by arranging what we have always known." - Ludwig Wittgenstein
    • What do you prefer
      • Do you go for the first many a times and realise later it wasn’t right?
      I am right Right outcome
      • "We all have the extraordinary coded within us, waiting to be released.“-Jean Houston
      • "The best minds are not in government. If any were, business would hire them away.“- Ronald Reagan (1911 - 2004)
      "The guy who takes a chance, who walks the line between the known and unknown, who is unafraid of failure, will succeed.“- Gordon Parks
    • Success timeline Dec 2008 Present April 2008 Future Past Goal achieved
    • Challenges in businesses
      • Think about one main challenge that you or your business is facing and write it down
      • Think about three possible options to tackle these
      • Choose which one is best option and why
    • Success association
      • Choose a picture that you can associate your success with …………, if there is none, make one
      • Tell your partner why did you choose that association
    • E E Your Text Here
    • Away from motivation
      • Result level
      Cognitive or conscious mind Logic recruited
    • Towards motivation Result level Emotions recruited Conscious + sub-conscious mind
      • Unique 110% Money Back Guarantee If you are not 100% delighted with the results you achieve in implementing this information we will refund your investment plus an additional 10%.
      • What do you do when your marketing plan fails
      • What do you do when your marketing plan succeed
      • Working in business
      • v/s
      • Working on business
      • Delegation, fear, risk of not getting it done right, more money spent
    • Q-Metrics approach Building Trusting Relationships Increasing Energy and Effectiveness Under pressure Creating the Future Innovation and Unique Potential Success Initiative
    • Framework of emotional competencies Self (personal competence) Others (social competence) Recognition Regulation Daniel Goleman1998 EI based theory of performance
      • Relationship management
      • Developing others
      • Influence
      • Communication
      • Conflict management
      • Visionary leadership
      • Catalyzing change
      • Building bonds
      • Teamwork and collaboration
      • Self-management
      • Emotional self-control
      • Trustworthiness
      • Conscetiousness
      • Adaptability
      • Achievement drive
      • initiative
      • Social awareness
      • Empathy
      • Service orientation
      • Organisational awareness
      • Self- awareness
      • Emotional self-awareness
      • Accurate self-assessment
      • Self-confidence
      • Emotional competence is “ a learned capability based on emotional intelligence that results in outstanding performance at work” (Goleman 1998)
    • ABC of EI (emotional intelligence)
    • What is emotional intelligence
    • Scrambling negative emotional inscriptions
      • These come from childhood, experience with bos or colleague, parents
      • May or may not be right but form a track for automated response
      • I was really running myself into the ground. What I had neglected to consider, is that things do take time. Getting a new website registered on the search engines can take weeks if not months. Even paid advertising needs time to make sure you have the right layout and then it takes a while for the first responses to come in and a little longer for a paying client to appear. I spent a while beating myself up for not even having any leads on possible paying clients. So I'm now trying to use the time to relax and reflect. I stopped looking over my leaflet as I could no longer see any mistakes or improvements I could make. I'll leave it be for a while and return to it with fresh eyes after a week or so. I too did the calculations on how much I wanted to earn and I'm certainly looking forward to gaining just 2 new clients a week and earning the same as I do as a Business Improvement Consultant for BT. But that is going to take time.
      • Thanks to you for coaching, I realised the exact path of my life to make
      • my vision into action and clear up all the noise of emotions.
      • Paul bailey
      •   ----- Original Message -----
      • From: P L
      • To: [email_address]
      • Sent: Sunday, March 11, 2007 8:54 PM
      • Subject: Re: Wealth Mastery - Thank you
      • Dear Rajeev
      • Thank you for the first sponsored life coaching phone session on Friday evening.  I would like to thank you for your help, I have to say I was surprised at how it helped me visualise my dream...a dream that has been left at the bottom of a big chunk of FEAR and doubt that something like that could never come true.  After the Anthony Robbins conference last week I started for the first time in my life looking forward into the future and decided to write a 10 year plan of what I wanted to achieve.  I have often fit my current circumstances into a rough idea of a dream, or what I have thought my dream was.  But after your session on Friday I, without putting limitations on what can happen, I realised the true dream in my heart...that has been hidden for so long.  I almost didn't know that it was there, but you somehow uncovered a hidden treasure.  When you rang I decided that I would be open and really get the most out of the session.  You asked me questions which I had never contemplated on asking myself before.  You sourced what type of person I was and it was interesting to narrow it down...who I really am!  ...and what I TRULY want to achieve.  Finding that out was surprising in itself, but it is what you done after that which really made the biggest impact.  You asked me to take out a picture, one that I really liked and brought me happiness.  We went through a process of visualising my dream.  I promised you that I would look at it everyday for 30-60 seconds and would write what I felt...or anything that came to mind.  Its only been a few days, literally, but I already feel its real.  Its real in my head.  I can see it happening.  I never really visualised it as mine, but now I am writing small details.  Who will work there, rotas, the type of retreats that I will organise, my children taking part in activities there, the accomodation for the clientel, what will curriculum roughly entail...how to teach it, what to teach, how to get to the source of people's hearts and so much more.  Looking at it every day and concentrating on it has made me realise that its not just a dream but can come true with some planning.  If I keep on thinking of it, and planning the big and small things by the time I own the property in Spain to set up my retreats for woman, children, mixed groups I will have a heads up on problems that might occur and how to solve them.  Its possible, not only possible but knowing that it can come true really makes me work everyday with it in mind.  I see it as my goal and am determined to make it real.  The first step was realising what my dream really was...as I said without limitations.  The other was seeing it as real in my head, the rest will be a result of what I do everyday to plan for it to happen.  Saving and investing my money to be able to buy it.  I know various people who live in Spain, one who sells property so I already have one contact for buying the place that I would like.  I know that I will search until I find the place that is just right, because it will be my home and the home of my family.  I can see people's lives changing because of it and want to really thank you for already, only after one session, helping me reach out to my dream and make it closer.  I take responsibility for planning and taking action to see it succeed. Thank you for directing me in the right path.  I look forward to our next session on Monday.  Thank you
      • Paula
    • Johari window What I don’t know and others don’t know What I know and others don’t know What others know and I don’t know What I know and others know
    • Why learn EI
      • The following 19 points build a case for how emotional intelligence contributes to the bottom line in any work organization. Based on data from a variety of sources, it can be a valuable tool for HR practitioners and managers who need to make the case in their own organizations. The Consortium also invites submissions of other research for the Business Case. All submissions will be reviewed to determine their suitability. If you have research findings that you think might help build the business case, submit them by clicking here.  
      • 1) The US Air Force used the EQ-I to select recruiters (the Air Force’s front-line HR personnel) and found that the most successful recruiters scored significantly higher in the emotional intelligence competencies of Assertiveness, Empathy, Happiness, and Emotional Self Awareness. The Air Force also found that by using emotional intelligence to select recruiters, they increased their ability to predict successful recruiters by nearly three-fold. The immediate gain was a saving of $3 million annually. These gains resulted in the Government Accounting Office submitting a report to Congress, which led to a request that the Secretary of Defense order all branches of the armed forces to adopt this procedure in recruitment and selection. (The GAO report is titled, "Military Recruiting: The Department of Defense Could Improve Its Recruiter Selection and Incentive Systems," and it was submitted to Congress January 30, 1998. Richard Handley and Reuven Bar-On provided this information.)
      • 2) Experienced partners in a multinational consulting firm were assessed on the EI competencies plus three others. Partners who scored above the median on 9 or more of the 20 competencies delivered $1.2 million more profit from their accounts than did other partners – a 139 percent incremental gain (Boyatzis, 1999).
      • 3) An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: Influence, Team Leadership, Organizational Awareness, self-confidence, Achievement Drive, and Leadership (Spencer, L. M., Jr., 1997).
      • 4) In jobs of medium complexity (sales clerks, mechanics), a top performer is 12 times more productive than those at the bottom and 85 percent more productive than an average performer. In the most complex jobs (insurance salespeople, account managers), a top performer is 127 percent more productive than an average performer (Hunter, Schmidt, & Judiesch, 1990). Competency research in over 200 companies and organizations worldwide suggests that about one-third of this difference is due to technical skill and cognitive ability while two-thirds is due to emotional competence (Goleman, 1998). (In top leadership positions, over four-fifths of the difference is due to emotional competence.)
      • 5) At L’Oreal, sales agents selected on the basis of certain emotional competencies significantly outsold salespeople selected using the company’s old selection procedure. On an annual basis, salespeople selected on the basis of emotional competence sold $91,370 more than other salespeople did, for a net revenue increase of $2,558,360. Salespeople selected on the basis of emotional competence also had 63% less turnover during the first year than those selected in the typical way (Spencer & Spencer, 1993; Spencer, McClelland, & Kelner, 1997).
      • 6) In a national insurance company, insurance sales agents who were weak in emotional competencies such as self-confidence, initiative, and empathy sold policies with an average premium of $54,000. Those who were very strong in at least 5 of 8 key emotional competencies sold policies worth $114,000 (Hay/McBer Research and Innovation Group, 1997).
      • 7) In a large beverage firm, using standard methods to hire division presidents, 50% left within two years, mostly because of poor performance. When they started selecting based on emotional competencies such as initiative, self-confidence, and leadership, only 6% left in two years. Furthermore, the executives selected based on emotional competence were far more likely to perform in the top third based on salary bonuses for performance of the divisions they led: 87% were in the top third. In addition, division leaders with these competencies outperformed their targets by 15 to 20 percent. Those who lacked them under-performed by almost 20% (McClelland, 1999).
      • 8) Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The three primary ones are difficulty in handling change, not being able to work well in a team, and poor interpersonal relations. 9) After supervisors in a manufacturing plant received training in emotional competencies such as how to listen better and help employees resolve problems on their own, lost-time accidents were reduced by 50 percent, formal grievances were reduced from an average of 15 per year to 3 per year, and the plant exceeded productivity goals by $250,000 (Pesuric & Byham, 1996). In another manufacturing plant where supervisors received similar training, production increased 17 percent. There was no such increase in production for a group of matched supervisors who were not trained (Porras & Anderson, 1981).
      • 10) One of the foundations of emotional competence -- accurate self-assessment -- was associated with superior performance among several hundred managers from 12 different organizations (Boyatzis, 1982).
      • 11) Another emotional competence, the ability to handle stress, was linked to success as a store manager in a retail chain. The most successful store managers were those best able to handle stress. Success was based on net profits, sales per square foot, sales per employee, and per dollar inventory investment (Lusch & Serpkeuci, 1990).
      • 12) Optimism is another emotional competence that leads to increased productivity. New salesmen at Met Life who scored high on a test of "learned optimism" sold 37 percent more life insurance in their first two years than pessimists (Seligman, 1990).
      • 13) A study of 130 executives found that how well people handled their own emotions determined how much people around them preferred to deal with them (Walter V. Clarke Associates, 1997). 14) For sales reps at a computer company, those hired based on their emotional competence were 90% more likely to finish their training than those hired on other criteria (Hay/McBer Research and Innovation Group, 1997).
      • 15) At a national furniture retailer, sales people hired based on emotional competence had half the dropout rate during their first year (Hay/McBer Research and Innovation Group, 1997).
      • 16) For 515 senior executives analyzed by the search firm Egon Zehnder International, those who were primarily strong in emotional intelligence were more likely to succeed than those who were strongest in either relevant previous experience or IQ. In other words, emotional intelligence was a better predictor of success than either relevant previous experience or high IQ. More specifically, the executive was high in emotional intelligence in 74 percent of the successes and only in 24 percent of the failures. The study included executives in Latin America, Germany, and Japan, and the results were almost identical in all three cultures.
      • 17) The following description of a "star" performer reveals how several emotional competencies (noted in italics) were critical in his success: Michael Iem worked at Tandem Computers. Shortly after joining the company as a junior staff analyst, he became aware of the market trend away from mainframe computers to networks that linked workstations and personal computers (Service Orientation). Iem realized that unless Tandem responded to the trend, its products would become obsolete (Initiative and Innovation). He had to convince Tandem’s managers that their old emphasis on mainframes was no longer appropriate (Influence) and then develop a system using new technology (Leadership, Change Catalyst). He spent four years showing off his new system to customers and company sales personnel before the new network applications were fully accepted (Self-confidence, Self-Control, Achievement Drive) (from Richman, L. S., "How to get ahead in America," Fortune, May 16, 1994, pp. 46-54).18) Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained.
      • 18) Financial advisors at American Express whose managers completed the Emotional Competence training program were compared to an equal number whose managers had not. During the year following training, the advisors of trained managers grew their businesses by 18.1% compared to 16.2% for those whose managers were untrained.
      • 19) The most successful debt collectors in a large collection agency had an average goal attainment of 163 percent over a three-month period. They were compared with a group of collectors who achieved an average of only 80 percent over the same time period. The most successful collectors scored significantly higher in the emotional intelligence competencies of self-actualization, independence, and optimism. (Self-actualization refers to a well-developed, inner knowledge of one's own goals and a sense of pride in one's work.) (Bachman et al., 2000).
      • References Bachman, J., Stein, S., Campbell, K., & Sitarenios, G. (2000). Emotional intelligence in the collection of debt. International Journal of Selection and Assessment , 8(3), 176-182. Boyatzis, R. E. (1999). From a presentation to the Linkage Conference on Emotional Intelligence, Chicago, IL, September 27, 1999. Boyatzis, R. (1982). The competent manager: A model for effective performance . New York: John Wiley and Sons. Goleman, D. (1998). Working with emotional intelligence . New York: Bantam. Hay/McBer Research and Innovation Group (1997). This research was provided to Daniel Goleman and is reported in his book (Goleman, 1998). Hunter, J. E., Schmidt, F. L., & Judiesch, M. K. (1990). Individual Differences in Output Variability as a Function of Job Complexity. Journal of Applied Psychology , 75, 28-42. Lusch, R. F., & Serpkeuci, R. (1990). Personal differences, job tension, job outcomes, and store performance: A study of retail managers. Journal of Marketing . McClelland, D. C. (1999). Identifying competencies with behavioral-event interviews. Psychological Science , 9(5), 331-339. Pesuric, A., & Byham, W. (1996, July). The new look in behavior modeling. Training and Development , 25-33. Porras, J. I., & Anderson, B. (1981). Improving managerial effectiveness through modeling-based training. Organizational Dynamics , 9, 60-77. Richman, L. S. (1994, May 16). How to get ahead in America. Fortune , 46-54. Seligman, M. E. P. (1990). Learned optimism . New York: Knopf. Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance . New York: John Wiley and Sons. Spencer, L. M. J., McClelland, D. C., & Kelner, S. (1997). Competency assessment methods: History and state of the art . Boston: Hay/McBer. Walter V. Clarke Associates. (1996). Activity vector analysis: Some applications to the concept of emotional intelligence . Pittsburgh, PA: Walter V. Clarke Associates.