Emotional intelligence

983 views
705 views

Published on

Published in: Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
983
On SlideShare
0
From Embeds
0
Number of Embeds
9
Actions
Shares
0
Downloads
8
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide
  • The concept of emotional intelligence first was introduced in the early 1990’s as “social intelligence.” Daniel Goleman popularized the term “emotional intelligence” in his 1995 book.
    Even though researchers and theorists do not agree on the validity and reliability of “a” definition for Emotional Intelligence, anecdotal evidence clearly indicates that a person’s “emotional maturity” contributes to effectiveness and efficiency in the workplace. A person’s IQ alone is insufficient criteria for workplace effectiveness and efficiency in a workplace dependent on interpersonal relationships.
    Research and anecdotal evidence gathered by EI proponents support two important points: the “whole” person is comprised by IQ, EQ and personality, and of these qualities, emotional intelligence is the only one a person can change to actively contribute to effectiveness and efficiency.
    How would you define emotional intelligence?
  • Our language conveys how we feel emotions in our bodies: gut reaction, a pain in the neck, a broken heart, something makes our stomach turn.
    Research shows that emotional pain activates the same pain center in our brains as does physical pain. Emotional turmoil is the cause of many stress related illnesses.
  • Marshmallow story:
    4 year olds; one marshmallow on the table; will get 2 if it’s still there after 10 minutes.
    SAT scores at age 18—those who waited (delayed gratification) had over 200 points higher on SAT.
  • Smells seem to be some of the strongest triggers because they go directly to the amygdala. Example—going into a school and the smell triggering a memory how you felt when you were in school. Or the smell of asphalt reminds you of a bad crash you had on your bike. Or the smell of something that made you throw up at one time continues to make you nauseous. Or the smell of diesel reminding you of when you were in the military.
    Sights, sounds and touch are filtered through the thalamus so are not quite as strong. The sight of someone who looks like a despised ex-spouse or a dog if you have been attacked by one earlier or a touch that reminds you of an abusive situation are other examples.
    The sound of a car back-firing is sometimes a trigger for someone who has been in combat.
  • Think of the amygdala as a horse and the cortex as the rider.
  • Emotional intelligence

    1. 1. Emotional Intelligence What is it? Why is it Important? Facilitator: Linda Batty November 5, 2013 OSU/Tulsa
    2. 2. PLEASE SET YOUR CELL PHONE ON VIBRATE AND LEAVE CLASS IF YOU MUST TAKE OR MAKE A CALL.
    3. 3. Emotional Intelligence in the Workplace Purpose: To acquaint you with the principles of emotional intelligence and the management application in state government.
    4. 4. 1. 2. 3. 4. 5. 6. Objectives Define and describe EI and the relevant skills and competencies. Evaluate your EI and identify strength and improvement areas. Identify the role of EI in the workplace. Describe how you think others might see your actions. Identify tips that will enhance your EI. Apply EI principles in exercises and scenarios.
    5. 5. Domains of Competence What strikes you as the characteristic that stands out or is most noticeable for that “exceptional person”? – How smart they are, e.g. IQ – How skilled they are in doing their job – How they handle themselves and others in a crisis or emotionally charged situation, e.g. EQ
    6. 6. What is I.Q.? • Intelligence Quotient • Mental Age • Chronological Age = I.Q.
    7. 7. IQ versus EQ 1. When we are looking for a new hire, which one do we emphasize: IQ, Job skills, EQ? 2. Which do you think is most important in the workplace?
    8. 8. If you said Emotional Intelligence… you are in agreement with the majority. A growing body of research suggests that emotional intelligence plays a far more important role in job performance and career success than general intelligence and job skills, in fact-- twice as important in technical/professional positions and four times more important in leadership positions.
    9. 9. My First Interest in E.I. Published in 1995
    10. 10. Emotional Intelligence Daniel Goleman Notes • • • • • Self-awareness Self-management Self-motivation Empathy Social Skills
    11. 11. Understand Your Brain • 1) Instinct • 2) Emotions • 3) Logic
    12. 12. How to Handle an Amygdala Highjack • • • • • • Watch Yourself Find a Model Notice Signals Short Circuit the Highjack Repeat Steps Forgive Yourself
    13. 13. Why people are most often encouraged to “pursue new opportunities”… • Couldn’t get along with… • Wasn’t a team player… • Didn’t fit in… Emotional Intelligence..!
    14. 14. Emotional Intelligence Definition Emotional intelligence (EI) is your ability to recognize and understand emotions and your skill at using this awareness to manage yourself and relationships with others. EI may be a quality of an executive control system for emotional regulation supported by sites in the brain’s frontal cortex. Emotional Quotient (EQ) captures the side of life that the Intelligence Quotient (IQ) does not.
    15. 15. Three Components of Emotion: 1. Cognitive Component – [our paradigms] The thoughts, beliefs and expectations housed in our rational brain that contribute to our emotions.
    16. 16. 2. Physiological Component (feelings)Within the limbic system, neurons transmit messages from the brain through an electrical and chemical system. Substances called peptides, which are the chemical components of emotions, are carried to every cell of our body and are responsible for triggering the physical sensation of emotional responses such as a racing heart, sweaty palms, etc. Our “feelings” don’t lie; they help us understand our emotions.
    17. 17. 3. Behavioral Component How emotions are expressed, for example a smile when we feel happy. Nonverbal behaviors are the most common expression of emotions, even when we are trying to hide how we feel.
    18. 18. Recent research using brain scans shows… The brain’s wiring emphatically relies on emotion over intellect in decisionmaking.
    19. 19. Our emotional brain is just as important in reasoning as is our rational brain… • In a sense, we have two brains and two different kinds of intelligence. Emotional intelligence matters just as much as IQ. How we do in life is determined by both. • When these partners interact well, emotional intelligence rises, as does intellectual ability.
    20. 20. Emotional Intelligence is a partnership! • Our rational brain can help our emotional brain differentiate real threats from false alarms. • Our emotions help our rational brain focus on our values and intentions—not just facts. • Purposeful reflection can eventually help us rewire our limbic system so that our emotional reactions (feelings and behaviors) are in line with our intentions. We want to be able to redirect a hijacking before it takes over and causes us to react in ways that are not healthy or effective.
    21. 21. EI Skill Areas, What I See [Perception] What I Do [Behavior] Personal Competence Self-Awareness SelfManagement Social Competence Social Awareness Relationship Management
    22. 22. Moving from Dependence to Interdependence Habits 4-6 Interdependence Independence Habit 7 Dependence Habits 1-3
    23. 23. Seven Habits 1. 2. 3. 4. 5. Be proactive Begin with the end in mind Put first things first Think win-win Seek first to understand, then to be understood 6. Synergize 7. Sharpen the saw
    24. 24. Endowments: Stimulus Self-awareness Conscience Imagination Independent will Response
    25. 25. Proactive or Reactive? Proactive Response: Respons(ibility) Freedom: Can choose response Condition of the person Reactive Response: Victim mentality; external locus of control Liberty: Condition of the environment
    26. 26. Whose Job Is It? This is a story about four people named Everybody, Somebody, Anybody, and Nobody. There was an important job to be done and Everybody was asked to do it. Anybody could have done it, but Nobody did it. Somebody got angry about that, because it was Everybody’s job. Everybody thought Anybody could do it but Nobody realized that Everybody wouldn’t do it. It ended up that Everybody blamed Somebody when Nobody did what Anybody could have done.
    27. 27. Emotional Hijacking • When we perceive a danger or threat, whether or not it is real, the amygdala scans our experience comparing what is happening now with what happened in the past. • It responds 80-100 times faster than the rational brain. We feel before we think and react without being immediately aware of why. • Our perception of the current event may be distorted and it may be only vaguely similar to a past event, but the amygdala can trigger the same emotional reaction because it’s not very picky!
    28. 28. When we are emotionally “hijacked” • The amygdala sends stress hormones to the body that take 3-4 hours to clear out. • We act in ways we don’t understand or like because of established patterns of behavior from these previous similar emotional situations. This can lead to disastrous consequences for our current relationships.
    29. 29. Emotionally Unintelligent/Intelligent Beliefs Unintelligent •Need to have everyone’s approval •Am responsible for other’s feelings and solving their problems •Have to win to feel good Intelligent •Impossible to please everyone all the time •Can try to influence others; have no control over their feelings •Can feel good for trying; not possible to avoid all mistakes •People & conditions in my life •I can’t always control what are the source of my problems happens to me, but I can choose how I respond to life’s circumstances
    30. 30. Emotionally Intelligent Workplaces • Self-Awareness = Culture [Mission, Vision, Values, Strategic Plan] • Self-Management = Climate [Flexibility, Control, Policies, Procedures, Walking the talk: values, standards, ethics] • Social Awareness = [Morale, Diversity, Recognition of and response to needs] • Relationship Management [Feedback, Group synergy, Response to change and conflict, Collaboration, Influencing goal attainment]
    31. 31. When you find yourself experiencing an emotional hijack: • Pause. This helps you put on the brakes of your amygdala, shift gears and regroup. Otherwise, your emotional brain rushes ahead, controlling the situation without any help from your rational brain. • Breathe slowly and deeply. When your head is clear, you are able to think more rationally. • Listen patiently. Let others finish speaking, even if it takes a while. This calms them and gives you time to think. • Step outside your body and picture the current situation as if you were watching a movie. What would you recommend the main character do?
    32. 32. When you find yourself experiencing an emotional hijack (cont.): • • • • • Have a mantra to recite to yourself like “In the big scheme of things, does this really matter?” or “Is this the hill I am willing to die on?” Take a time-out if you find yourself losing control. Get away from the situation, if possible. Move. If you can’t get away, move in some way, like taking a sip of a drink or shifting in your chair. Congratulate yourself after successfully avoiding a hijacking. Reflect on how you did it to anchor it for next time. If you didn’t avoid the hijacking, avoid rationalizing your reaction. Instead, reflect on what was the probable emotional trigger, what you were feeling and thinking, and how you might avoid the trigger and or the hijacking next time.
    33. 33. When you find yourself resisting a change… • Admit to yourself that you can’t change the reality but you can change how you react to it. • Talk through your concerns with someone who is not as invested in the situation to help you gain perspective. • Make a list of the potential positive outcomes to balance your natural tendency to focus on the negative.
    34. 34. Effective Listening Constructive Feedback • Listening with the attitude to learn requires feedback. • Feedback with the desire to be constructive requires listening.
    35. 35. Emotional Intelligence Interview Questions     Emotional Self-Awareness: Tell me about a time when your  awareness of your own emotions caused you to change your plan  of action.  Assertiveness: Tell me about a time when you spoke up knowing  that by doing so you were taking a risk.  Self-Regard: Please tell us what we can expect as a “Return” on  our investment (your salary) in you.  Independence: Tell us about a time when you took a critical action  in the workplace without being directed to do so.  Self-Actualization: Tell us about a time when you felt most  fulfilled. What do you feel is your greatest accomplishment? What  are you proud of? 
    36. 36. Empathy: You notice a co-worker choking back tears throughout a  meeting. Nobody else seems to notice because of the way he/she is  sitting. The meeting ends. You both get up to leave. What do you  do?  Social Responsibility: Tell us your thoughts on how you think you  can “give back to others/make the world a better place/help others/  be of service” by simply carrying out the duties required by this  job.  Interpersonal Relationship: What are your thoughts about  developing friendships with your coworkers?  Problem Solving: Describe a problem you discovered in a  previous job and what you did about it. Describe a problem that  you solved where you are particularly proud of the solution you  came up with. How did you go about solving it?  Flexibility: Describe a situation where you had to be extremely  flexible.
    37. 37. Reality Testing: Are you more of a dreamer or more of a realist?  Give me an example of how someone observing might know this  about you.  Stress Tolerance: Tell me how you deal with stress. What do you  do to proactively deal with stress. Tell me about a time when you  had to deal with a lot of stress and how you handled it.  Impulse Control: Tell me about your ability to resist the  temptation to do things you may later regret. Have you ever done  something you later regretted?  Happiness: Tell me about a time in your life when you  experienced a great deal of “life satisfaction.” What makes you  “happy?” Define “happiiness” for me.  Optimism: Describe your general attitude to work and life. What  does “good attitude” mean to you? This glass I’m holding, how  would you describe it – as half-full or half-empty and what’s the  difference – is there a difference – does it matter? 
    38. 38. 9 Qualities of Truly Confident People 1. They take a stand not because they think they are always right… but because they are not afraid to be wrong. 2. They listen ten times more than they speak. 3. They duck the spotlight so it shines on others. 4. They freely ask for help. 5. They think, “Why not me?” 6. They don't put down other people. 7. They aren’t afraid to look silly… 8. And they own their mistakes. 9. They only seek approval from the people who really matter.
    39. 39. Linda Batty’s Email Address •       l.batty@cox.net

    ×