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RU EQ? Emotional Intelligence (EQ/EI)
 

RU EQ? Emotional Intelligence (EQ/EI)

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    RU EQ? Emotional Intelligence (EQ/EI) RU EQ? Emotional Intelligence (EQ/EI) Presentation Transcript

    • 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
    • What is Emotional Intelligence?
    • What is Emotional Intelligence?The capacity for: recognizing our own and others’feelings motivating ourselves managing emotions well in ourselvesand our relationshipsDaniel Goleman
    • EQ - CommonMisperceptions. It’s not: All about being nice - the warm fuzzies Giving free range to feelings – letting it allhang out Fixed like IQ
    • EQ/EI ModelsCONSORTIUM EI GOLEMAN EQi - BARONPERSONALSelf AwarenessSelf RegulationSelf Motivation4 Dimensions:1/ Self Awareness2/ Self Management3/ Social Awareness4/ Relationship Mgt5 Dimensions:1/ INTRApersonal EQ2/ INTERpersonal EQ3/ Stress Mgt EQ4/ Adaptability5/ General MoodSOCIALSocial AwarenessSocial Skills6 Leadership Styles:1/ Visionary2/ Coaching3/ Affiliative4/ Democratic5/ Pacesetting*6/ Commanding*15 Sub Scales of 5 Dimensions:1 = Self-Regard, Emotional SelfAwareness, Assertiveness, Independence& Self Actualization.2 = Empathy, Social Responsibility &Interpersonal Relationships3= Stress Tolerance & Impulse Control4= Reality Testing, Flexibility & ProblemSolving.5= Optimism & Happiness
    • 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 - 4 Fundamental CapabilitiesWHAT I SEE WHAT I DOWITHMESelf-AwarenessSelf-ManagementWITHOTHERSSocialAwarenessSocialSkillEI Model adapted from Emotional Intelligence Appraisal, ©2001-2004TalentSmartInc.
    • 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 -bbainbridge@tracom.com
    • 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
    • ANY QUESTIONS orOBSERVATIONS?
    • THANK YOU !Steve BowlingJust 4 You HR Consulting LLC609 851 6578stevebowling@just4youhr.com