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  • 1. Emotional Intelligence
  • 2. Emotional Intelligence (EI)  Darwin heritage - importance of reading emotional expression for survival (limbic system – amygdala).  Modern concept - David McClelland, Harvard University in early ’70’s.  Commercialized by Daniel Goleman books:  Emotional Intelligence  Working with Emotional Intelligence  Primal Leadership  Social Intelligence Concept
  • 3. Primal Leadership Thesis …primal leadership operates at its best through emotionally intelligent leaders who create resonance. Chapter 3, The Neuroanatomy of Leadership, page 38 Resonance, in terms of brain function, means that people’s emotional centers are in synch in a positive way. Chapter 3, page 33 ̶ All leadership includes this primal dimension [empathy]… ̶ …outstanding leaders used ‘three’ times more humorous comments (1 every 4 minutes) than the average leaders. page 34. ̶ Stars* distinguishing competencies 1. Drive to achieve results 2. Ability to take initiative 3. Collaboration and teamwork 4. Ability to lead teams *Stars – top 10-15% revenue growth and return on sales
  • 4. Why does E.I. matter? - Daniel Goleman EI is TWICE as important as cognitive skills for success. We learn EI from motivation, behavior practice, and feedback – the essence of coaching. EI increases with age. I.Q. …leaves 75% - 96% of job success unexplained…it does not determine who succeeds and who fails.
  • 5. What Makes a Leader? - Daniel Goleman SELF-AWARENESS of moods, emotions and drivers effects on others SELF-REGULATION of emotions and behaviors. ̶ Reflection & thoughtfulness ̶ Comfort with ambiguity & change ̶ Integrity ̶ Ability to say no to impulses MOTIVATION - Driven to achieve ̶ Passion ̶ Energy EMPATHY ̶ Consider feelings of others in decisions ̶ Global cultural differences ̶ Retention of talent SOCIAL SKILL ̶ Manage relationships & build rapport ̶ Manage teams
  • 6. E.I. Model SELF AWARENESS  Emotional Self-Awareness  Accurate Self-Assessment  Self-Confidence SOCIAL AWARENESS  Empathy  Organizational Awareness  Developing others  Diversity SELF MANAGEMENT  Self-control  Adaptability  Trustworthiness  Innovation RELATIONSHIP MANAGEMENT  Leadership  Influence  Change Catalyst  Communication  Team building PERSONAL COMPETENCE (Internal) SOCIAL COMPETENCE (External)
  • 7. E.I. Skill-building = Effectiveness SELF-AWARENESS  Aware of my thoughts and feelings.  Know my strengths and weaknesses.  Accountable.  Learn from experience.  Confident. SELF-MANAGEMENT  Manage my thoughts and feelings.  Work from my strengths.  Manage my weaknesses.  Manage stress.  Manage my behaviors. plus is related to RELATIONSHIP MANAGEMENT  Understand others.  Respect personal boundaries.  Build positive change together.  Create real teams. SOCIAL AWARENESS  Listening 100% to others.  Empathize.  Appreciate differences.  Serve and develop others. Which enables PERSONAL AND INTERPERSONAL EFFECTIVENESS  Achieve respect, success, and satisfaction.  Help other achieve. and results in
  • 8. The most desirable management capabilities:  Listening & oral communication skills (EI).  Adaptability & creative responses to setbacks (EI).  Personal management, confidence, goal motivation, pride in accomplishments (EI).  Group & interpersonal effectiveness, teamwork, negotiation skills (EI).  Organizational effectiveness contribution, leadership potential (EI).  Competence in reading, writing, math (IQ). National Employer Survey
  • 9. E.I. can be learned & improved Understand leadership, and what makes a great leader (e.g., servant leadership by Robert K. Greenleaf). Practice self-awareness, empathy, new behaviors, & serve/develop others. Demonstrate 100% listening, seek to understand, build positive change with others, & support teammates.
  • 10. Why Should Anyone be Led by You? - Robert Goffee & Gareth Jones What do you think about their assertions? …that Good Leaders: Selectively show their weaknesses Rely on intuition Use ‘tough empathy’ Reveal & use their differences
  • 11. How can you manage Dissonance? - Resonant Leadership by Boyatzis & McKee Resonant Leadership Chronic Stress Dissonance Sacrifice Syndrome
  • 12. Emotional Intelligence Appraisal
  • 13. How did you score overall? Page 12  90-100 = competent  80-89 = some areas for improvement  70-79 = more areas for improvement  60-69 = credibility needs addressing  > 59 = effectiveness may be an issue
  • 14. SELF AWARENESS SECTION Page 5 – top half 1. Confident in abilities 2. Admit shortcomings 3. Understand emotional behavior 4. Understand impact of your behavior 5. Realize when others influence behavior 6. Realize your responsibility for behavior
  • 15. Self Management Page 5 – bottom half 7. Can be counted on 8. Handle stress well 9. Embrace change 10. Tolerate frustration 11. Consider options 12. Optimize situations 13. Self regulation 14. Regretful behavior 15. Ignore people when upset
  • 16. Social Awareness Page 6 – top half 16. Open to feedback 17. Recognize other’s feelings 18. Recognize room mood 19. Listen carefully 20. Socially withdrawn
  • 17. Relationship Management Page 6 – bottom half 21. Address directly in difficult situations 22. Get along 23. Communicate well 24. Show caring 25. Handle conflict well 26. Be sensitive to other’s feelings 27. Learn about others 28. Explain self to others
  • 18. EI Action Planning Pages 19-27 A “coaching” approach  Coaching from others  Self-coaching Modeling others Getting feedback