STEVE BOWLINGJUST 4 YOU HR CONSULTING LLCApril 23rd 2013
Objectives Understand concept of Emotional Intelligence(EQ) Understand relevance to your success Know the competencies involved Recent Developments in EQ Identify the relationship and impact of EQ skillson others within and outside the organization. Determine one’s own strengths and opportunitiesin the EQ skills Develop a personal action plan
Exercise Think about someone who influenced you verypositively or very negatively:- What was it they did?- What specific capabilities/behaviors wereexhibited?- How did you feel? Share/Discuss your experience in groups of 3 or 4.Steve Bowling – Just 4 You HR Consulting
The Business CaseWARREN BENNISDistinguished Professor ofBusiness Administration at theUniversity of SouthernCalifornia, founding chairmanof USC’s Leadership InstituteEmotionalIntelligencecapabilitiesare starqualitiesCognitiveskills andtechnicalcapabilitiesareTHRESHOLDrequirements
The Business CaseFor star performers in all jobs, in everyfield, emotional competence is twice asimportant as purely cognitive abilities.For success at the highest levels, inleadership positions, emotionalcompetence accounts for virtually theentire advantage.”DanielGoleman
The Business Case EQ is responsible for 58% of performance in all typesof jobs 90% of High Performers are high in EQ and only 20%of Low performers are high in EQ 2003 Public accounting study: high EQ skills added390% incremental profit; while high analyticalreasoning contributed only 50% more incrementalprofit TalentSmart tested 500,000 people – only 36% are ableto accurately identify their emotions as they happen!
TEAM EQ/EI The success of teams can be influenced by the emotions ofteam members. Teams can improve their EQ byunderstanding their group tendencies and managing themeffectively. The team EQ is largely based on the standardsfor behavior that the team accepts as a whole. Highperforming teams will define and choose what actions itwill take as a group A 2001 research study by TalentSmart Inc. showsemotionally intelligent teams perform better than theteams with low EQ. Teams who scored lower in EQtypically did not focus well on the task at hand and did notachieve goals as well as their counterparts.Steve Bowling – Just 4 You HR Consulting
Judged by a New Yardstick“We are all being judged by a newyardstick – not just how smart we are,or by our training and expertise –but also by how well we handle ourselvesand each other.”Daniel GolemanWorking with Emotional Intelligence
EQ/EI Four Fundamentals Self-Awareness – perceiving your own emotions inthe moment Self Management – what happens when you act or donot act. Be aware of how your emotions direct yourbehavior Social Awareness – perceiving what others arethinking and feeling. Listening & observing are keyskills. Social Skill – managing interactions withothers, relationship management and handlingconflict. Note the impact of stress on relationships.
Prevent ECD -Executive Control DeficitUnderstand How your Brain WorksAmygdala
Manage Your Emotions!Stop the Amygdala Hijack!Self- Awareness Know your body - what are your emotional triggers? Observe yourself Monitor your thoughts and feelings Discover why you react this way Track/ record trends you see in your behavior Identify negative behaviors you fall victim to Increasing awareness decreases emotional mistakes Note the impact on your team & team members
Manage Your Emotions!Stop the Amygdala Hijack!Self-Management Observe when your emotions are getting the best of you Slow down and think before acting Consider deep breathing, exercise, meditation andvisualization Practice skills such as calming or centering yourselfbefore dealing with stress Never respond in writing when you are emotionallycharged Remember the “Godfather’s” advice to never act whenin an emotional state
Manage Your Emotions!“We catch feelings from one another asif it were a virus.”“We unconsciously imitate the emotions wesee displayed by others.”Daniel Goleman
New Developments in EQEvolution of EQ 1G – Recognition, Awareness and Control of Emotions 2G – Goleman/Boyatzis – Competency Approach 3G – Recognition of Behavioral Impact – BehavioralEQ (BEQ)
The Complete BEQ Model20TRACOMBuzz Bainbridge -firstname.lastname@example.org
ExerciseWhat do you need to work on? Review the Emotional Intelligence Fundamentals Ask yourself what do I need to be better at? Why is that important? Select one competency from each of the capabilities fordevelopment Take 10 minutes and reflect on what you could do to improve inthis area. Then, share your ideas with a colleague for review and otherideas. Commit to do those things after this Workshop!
Education ResourcesKey Books by Goleman: Emotional Intelligence Working with EI Primal Leadership Social IntelligenceNeuro Leadership Institute – SCARF Model
SCARF Model *The SCARF model involves five domains of human social experience: Status - relative importance to others Certainty - being able to predict the future Autonomy - sense of control over events Relatedness - sense of safety with others, of friend rather than foe Fairness - perception of fair exchanges between peopleThese five domains activate either the ‘primary reward’or ‘primary threat’ circuitry (and associated networks) ofthe brain.*David Rock – Neuro Leadership Institute
Tools for EQ Baron EQi * MBTI * SHL OPQ 32 * Hay – Goleman EQ Tool Barnes & Noble!! Talent Smart Book - Emotional Intelligence 2.0 BEQ Workshop – via TRACOM