2005 Just in time coaching emotional intelligencePresentation Transcript
JUST IN TIME COACHING
June 14, 2005
Define what it is …what it isn’t
Understand the business case
Understand the individual leadership case
Consider how you rate on emotional competence
Explore ways to increase your skill
Explore ways to develop skill in others
Create an action plan
Physical and psychological responses toward
an object, person, or event that create a state
Emotional Intelligence Defined
Ability to perceive, appraise, and express
Ability to understand the impact of emotions
Ability to recognize the meanings of emotions
and to reason and problem solve with and
Background of Emotional Intelligence
Researchers studied “social intelligence” in
These capabilities have also been called
Mayer and Salovey were studying all the
aspects of the emotional existence we draw
on to help us navigate successfully through
It became a part of the business lexicon in
1995 when Daniel Goleman popularized
the term in his book and HBR article.
The Case for Emotional Intelligence:
Why Do Smart People Fail?
Some very intelligent people walk blindly
through the realms of human emotion and
interaction, stumbling along a path of reason
without sensitivity. What happens?
Is Emotional Intelligence a Factor?
In a study of more than 2,000 managers
from 12 large organizations, 81% of the
competencies that distinguished
outstanding managers were related to
“181 different positions from 121
organizations worldwide … 67% of the
abilities deemed essential for effective
performance were emotional
(cf. Rosier, 1994)
“Reanalyzed data from 40 different
corporations … to differentiate star
performers from average ones …
emotional competencies were found to
be twice as important in contributing to
excellence as pure intellect and
Goleman, WWEI (cf. Jacobs & Chen, 1997)
The primary derailer of top executives is
a lack of impulse control.
Goleman, WWEI (cf. Clarke, 1996)
… a free and uninhibited
expression of emotion.
... “being nice.”
The Conceptual Model: SO SMART * K.Washylyshyn
Model of Emotional Intelligence
Managing other people’s emotions
Understanding and sensitivity to the
Attunement feelings, thoughts, and situations of
Controlling or redirecting our internal
states, impulses, and resources
Understanding our own emotions,
Primary Self-Observation strengths, weaknesses, values, and
The Core of Emotional Intelligence
EmotionalSelf-Awareness: Recognizing our
emotions and their effects
Accurate Self-Assessment: Knowing our strengths
Self-Confidence: A strong sense of our self-worth
Self-Control: Keeping disruptive emotions and impulses
Trustworthiness: Maintaining standards of honesty and
Conscientiousness: Demonstrating responsibility in
Adaptability: Flexibility in adapting to changing situations
Achievement Orientation: The guiding drive to meet an
internal standard of excellence
Initiative: Readiness to act
Empathy: Understanding others and taking an
active interest in their concerns
Organizational Awareness: Understanding
and empathizing (issues, dynamics, and
politics) at the organizational level
Service Orientation: Recognizing and meeting
IV. Relationship Traction
Developing Others: Sensing others’ developmental needs and
bolstering their abilities
Leadership: Inspiring and guiding groups and people
Influence: Wielding interpersonal influence tactics
Communication: Sending clear and convincing messages
Change Catalyst: Initiating or managing change
Working With Others
Conflict Management: Resolving disagreements
Building Bonds: Building relationships with others
Teamwork and Collaboration: Working with others toward shared
The Human Brain
The part of the brain most
recent in evolution is
associated with complex
The brain’s executive center:
integrates information from all
parts of the brain and makes
decisions to act.
Processes sensory Amygdala
messages (e.g., eyes and Triggers emotional responses. Brain Stem
ears) then routes them Typically gets signals from the The most primitive part of the
mainly to the neocortex. neocortex, but a quicker and brain. Is associated
fuzzier signal comes directly from predominantly with automatic
the thalamus. Can hijack the brain reflexes, as well as memory
when it perceives an emergency. and learning.
An Amygdala Hijacking
It is sudden
Strong emotions are involved
Afterwards you feel guilty or embarrassed
How Can You Improve?
Ask: Do you want to change? Is there value for you
to change? What’s the payoff? What is likely to
happen if you do? What “beliefs” do you have
about changing yourself?
Ask: Can you see a link with your goals, dreams,
Ask: Can you really see the gap – the leader you
are and the leader you want to become?
People change when they realize there is a
discrepancy between the real and the ideal. Only
then is there urgency to change!
Tips: Increase Self Observation
Listen to and ask for feedback.
Pay attention to how you physically feel, and what
emotions you experience. Start to notice.
Keep a learning journal. Note your reactions to
others, to situations that trigger your responses.
Note your impact on others. Watch the non-verbals,
take the time to look, listen.
Ask those you trust to stay alert for behaviors you
want to change.
Tips to Increase Self Management
Plan for situations when you will likely need to
manage your reactions.
Be prepared for people, places, situations, and
circumstances that might trigger an emotion
you would want to manage well.
Keep your agreements.
Slow down, think first, then act.
Get to know others; what motivates them, what
are they interested in. Listen to others.
Think about how to ask questions that will help
you understand others.
Keep informed about internal politics and
Set goals and actions plans.
Make certain you understand your customer’s
Increase Relationship Traction
Stay involved in the development of others.
Prepare your own vision statement for your organization.
Recognize your impact and use your personal strategies to influence
change when needed.
Be clear and concise in your communication.
Focus on areas of your function that could use innovation.
Working With Others
Step up to conflict and manage the differences in your group.
Define common goals for your team and measure your progress
What One Thing …
Please take the time to write in your journal
ONE thing you learned about Emotional
Competency and how you would like to practice
building that skill during our coaching sessions.