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Emotional

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Ziyad Jawabra

Ziyad Jawabra

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  • it's good presentation, would you e-mail me the presentation to adbrata2012@gmail.com
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  • Please send the presentation to kalyana11@gmail.com
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  • Hi can you please share this wonderful presentation on kaustubhnilegaonkar84@gmail.com
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  • Greetings Mr. Jawabra,
    May i request you to kindly help me in getting the presentation either by allowing download or by sending it on my email :- mjhurani@gmail.com

    Thanks in advance.

    Regards,
    Manish
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  • Hi Ziyad:

    What a great presentation!!! Would you mind sharing it to me please.
    Thanks

    terlar2008@yahoo.com
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  • 1. Emotional Intelligence
  • 2.  
  • 3. How do you regulate your emotional reactions?
  • 4. Which of the following faces is expressing happiness, surprise, anger, sadness? A B C D
  • 5.
    • Did anybody make an
    • unfair generalization
    • about you?
    • Oral answer
    QUESTION
  • 6.
    • Did anybody trick you
    • into an agreement?
    • Oral answer
    QUESTION
  • 7.
    • Do you put another's
    • needs and wants
    • before your own?
    • Oral answer
    QUESTION
  • 8.
    • Who
    • Manages
    • Your
    • Mind?
    QUESTION
  • 9. What is controlling you? QUESTIONS
  • 10. What is controlling you?
    • PAST
    • GUILT
    • ANGER
    • SADNESS
    • FUTURE
    • DOUBT
    • ANXIETY
    • FEAR
  • 11. If Life Is Not About Getting then what is it about
  • 12. Most people's lives are about getting something. And the truth is, there's nothing to get. All we have to do is to Be. The Being produces the end result
  • 13. We Are the Cause Not the Effect The truth of the matter is that we are the creators of our financial condition. We are the ones’ responsible for either having or not having enough.
  • 14. Our lives are made in our image and likeness.
  • 15. We need to clear out our old ideas, beliefs and concepts that are holding us back
  • 16. No One Can Give You What You Want Tension arises when we want something from someone else. Think of someone from whom you want nothing at all and notice your ease toward him or her.
  • 17. What are positive feelings?
  • 18. What are positive feelings? These are pleasant feelings of happiness, satisfaction, confidence and the expectation of success. These are feelings of love, and understanding.
  • 19. What is Positive Thinking?
    • It is a mental attitude that expects good and favorable result.
    • Having a belief in possibilities even when the facts seem to indicate otherwise
    • Involves making creative choices
  • 20. What is Self-Esteem?
  • 21. Self-esteem is a way of being, thinking, feeling and acting that implies that you accept, trust and believe in yourself.
  • 22. What difference does self-esteem make?
  • 23. When we are high in self-esteem we feel good about ourselves. We feel in control of our life and are flexible and resourceful. We are able to make choices about how we run our life.
  • 24. What are the reasons for negative thinking…..
  • 25. Reasons for negative thinking…..
    • Lack of self esteem
    • Fair of failure
  • 26. What are the traits of a positive thinker
  • 27. Traits of a Positive Thinker
    • B elief
    • C onfidence
    • C ourage
    • C almness
    • D etermination
    • F ocus
    • P atience
  • 28. In your opinion what are the external influences on the mind
  • 29. EXTERNAL INFLUENCES ON THE MIND THOUGHTS Past Memories Possessions Physical Body People Situations
  • 30. THOUGHTS Words Actions Feelings Personality/Habits Physical Body Relationships Atmosphere THOUGHT REACTION
  • 31. "What are you not-doing in your life that you want to do?" In other words, what do you wish you were doing and are nevertheless not doing?
  • 32. Form follows idea Idea
  • 33. Law of Control If you don’t control it, someone else will … Do you act or react?
  • 34. We can’t always control events, but we can control the way we react to them
  • 35. They can because they think they can
  • 36. As you sow, so shall you reap!
  • 37. Its time to awake
  • 38. Intelligence Gauge
  • 39. Exercise of the brain is as important as exercise of the muscles.
  • 40. As we grow older, it's important that we keep mentally alert.
  • 41. The saying; "If you don't use it, you will lose it," applies to the brain, so.....
  • 42. 6. Without using a calculator -- You are driving a bus from London to Milford Haven in Wales In London, 17 people get on the bus. In Reading, six people get off the bus, and nine people get on. In Swindon, two people get off and four get on. In Cardiff, 11 people get off and 16 people get on. In Swansea, three people get off and five people get on. In Carmarthen, six people get off and three get on. You then arrive at Milford Haven.
    • Answer: Don't you remember? It was YOU!!! You were the bus driver!!!
    What was the name of the bus driver?
  • 43. How much is each feeling expressed by this picture? 1. Happiness 1 2 3 4 5 2. Sadness
  • 44.  
  • 45.  
  • 46. Let’s Go Deeper
  • 47. When I say the word “emotions”, how do you react? What words come to mind?
  • 48. What is Self-Awareness?
    • Observing your thoughts or feelings
    • Witnessing yourself from a neutral perspective
    • Being aware of what you are doing by noticing the sensations, emotions, or thoughts you experience
  • 49. Acknowledging your strengths and weaknesses without judgment is a key sign of emotional intelligence
  • 50. Your inner self-talk becomes the guiding force in determining whether you will process your experiences as self-empowering or self-defeating.
  • 51. Effective Leaders
    • “ Emotional Intelligence Sets Apart Good and Effective Leaders”
  • 52. What is Intelligence?
    • Typically focused on
      • analytic reasoning
      • verbal skills
      • attention
      • memory
      • judgement
  • 53. One Definition
    • Individuals differ from one another in their ability to understand complex ideas,
  • 54. All about emotions
    • Evolution has given us emotions to help us cope with dangerous situations.
  • 55.
    • Emotions evolved/ developed to drive us to take action in the face of danger
  • 56.
    • Evolution has given us emotions ........to help us cope with dangerous situations.
  • 57.
    • We retain/keep the emotional system of our cave-man ancestors, ..........who regularly faced life-and-death situations.
  • 58.
    • In modern society, those emotions often overwhelm/force thoughts.
  • 59.
    • How many brains do you have?
  • 60. All about emotions
    • In a real sense, we have two minds, one that thinks and one that feels.
  • 61. Could you please describe what is happening in this picture?
  • 62.
    • The rational( العقلاني ) mind lets us think carefully about something and reflect.
    • But the emotional mind is impulsive( مندفع , متهور ) ( showing behaviour in which you do things suddenly without any planning and without considering the effects they may have ).
  • 63.
    • In case of a very strong feelings …… can the emotional mind control the rational mind? Give an example from your experience.
  • 64. All about emotions
    • Usually, the two work in harmony( بتناغم , بإنسجام ), but the very strong feelings sometimes allow the emotional mind to dominate ( to have control over ) the rational( العقلاني ) mind
  • 65.
    • Mention as much as you can of the basic emotions? Example: Joy ….
  • 66. Basic Emotions--
    • Joy
    • Surprise
    • Sadness
    • Anger
    • Disgust( غثيان )
    • Fear
  • 67.
    • Emotional intelligence, including factors like the ability to motivate oneself, persistence( إصرار ), empathy( تعاطف ) and hope.
  • 68. EI includes 4 types of abilities:
    • 1. Perceiving( إدراك ) emotions — the ability to detect emotions in faces, pictures, voices, including the ability to identify one’s own emotions.
  • 69.
    • How can you shake off a bad mood?
  • 70. EI includes 4 types of abilities:
    • Being “aware of both our mood and our thoughts about that mood.” self-awareness is the foundation for managing emotions and being able to shake off a bad mood
  • 71.
    • 2. Using emotions — the ability to harness( استخدام ) emotions to facilitate various activities, such as thinking and problem solving.
  • 72.
    • 3.Understanding emotions — the ability to understand emotion language
  • 73.
    • 4. Managing emotions — the ability to control emotions in both ourselves and in others.
  • 74.
    • Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve goals.
  • 75.
    • From your experience can you describe how you changed a negative situation to a positive one.
    • Discuss the situation with your partner before telling us
  • 76. FIVE MAJOR AREAS OF EMOTIONAL INTELLIGENCE: 1. Self-Awareness — knowing one’s emotions. 2. Managing emotions — handling feelings so that they are appropriate. 3. Motivation — organizing emotions in service of a goal. 4. Recognizing emotions in others — empathy, which is the fundamental people skill. 5. Handling relationships — skill in managing emotions in others
  • 77. SELF-AWARENESS There is only one corner of the universe that you can be certain of improving; and that is your own self.
  • 78. SELF-AWARENESS Often, some of our inner drives are hidden from our consciousness( وعي ).
  • 79. Self-awareness is the ability to see ourselves with our own eyes, to be aware of our … Goals, immediate and long-term Beliefs, about ourselves and others Values , those things we hold dear Drivers , that affect how we work Rules, that we live by, the shoulds, musts and oughts Self-talk , the inner voice that tells us we can or cannot do something
  • 80.
    • The 5 Components
    • of EI
  • 81.
    • Emotional Self-Awareness
    • Managing one’s own emotions
    • Using emotions to maximize thinking processing
    • and decision-making
    • 4. Developing empathy
    • 5. The art of social relationships
    • (managing emotions in others)
  • 82. Why we Need EI..?
  • 83. Emotional Intelligence
    • To deal successfully with other people ,
    • To manage one’s self,
    • To motivate other people,
    • To understand one's own feelings
    • To appropriately respond to the everyday situation
  • 84. Need
    • When relationships Fail, It is Usually Due To Poor Emotional Intelligence
  • 85. Bosses and leaders, in particular, need high EQ because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale,
  • 86. In your opinion, What are the traits of a successful leader
  • 87. Traits of Successful Leaders Traits Empathy Innovation Achievement drive Honesty Courage
  • 88. In your opinion, What are the traits of a bad leader
  • 89. A bad leader
    • Does not listen
    • Fails to delegate
    • Does not show respect
    • Shows no interest
    • Gives negative feedback to a third party
    • Does not praise when praise is due
    • Criticizes in front of others
    • Takes personal credit for others ideas
    • Is always taking control
  • 90. The Five Ps of Leadership
    • P ay attention to what’s important
    • P raise what you want to continue
    • P unish what you want to stop
    • P ay for the results you want
    • P romote those people who deliver those results
  • 91. Leaders with empathy are able to understand their employees’ needs and provide them with constructive feedback
  • 92. In your opinion, What is meant by charisma?
  • 93. CHARISMA
    • The special quality that gives someone power and authority over a large number of people
  • 94. Model of Personal Meaning and Charismatic Leadership Leader Personal Meaning Leader Behavior Attributions of Charismatic Leadership
  • 95. Sources of Personal Meaning
    • Self-identity
    • Beliefs
    • Culture and traditions
    • Religion
    • Values
  • 96. In your opinion, What are the effects of charismatic leadership? Work in pairs
  • 97. Effects of Charismatic Leadership
    • Trust in “rightness” of vision
    • Similarity of followers’ & leader’s beliefs & values
    • Sense of self-confidence
    • Acceptance of higher or challenging goals
    • Strong affection for leader
  • 98. In your opinion, What are the charismatic leader characteristics ? Work in pairs
  • 99. Empowers Others Visionary Self support Verbal Skills Minimum Internal Conflict High Energy Action Inspires Trust High Risk Orientation Self Confidence Power Base Charismatic Leader Characteristics
  • 100. In your opinion, What is meant by vision ? Work in pairs
  • 101. VISION
    • The ability to imagine different and better conditions and ways to achieve them
    • See the difference in how things are and how they should be
  • 102. What builds trust? Work in pairs
  • 103. TRUST
    • Followers have total trust and belief in the leader and the “cause”
    • Show honesty
    • Being open
  • 104. CAN CHARISMA BE DEVELOPED?
    • Evidence seems to indicate that it can
  • 105. 4 Strategies to Develop Charismatic Qualities Develop visionary skills Practice being candid Develop warm, positive, humanistic attitude Develop an enthusiastic, optimistic, personality
  • 106. Discuss with a partner the causes of turnover from work for many employees?
  • 107. 85 % percent of turnover is reportedly due to an insufficient relationship between the employees and their direct supervisor
  • 108. When trust is lacking performance suffers
  • 109. All employees want a supportive, caring Supervisor or Manager …. They want a sense of appreciation
  • 110.
    • Knowing this,
    • the employee will be more likely to turndown offers from other companies to work for such a person .
  • 111.
    • When people are working at a common place , emotions will play a role.
  • 112. Comments !
  • 113. Motivating Employees
    • The greatest motivation –comes from a person’s belief system
  • 114. Motivating Employees
    • Motivation is like a fire- unless you keep adding fuel to it, it dies.
    • But ,if the source of motivation is a belief in your inner values, it becomes long lasting
  • 115. Motivating Employees
    • Experience shows that People will do a lot for money, and do most for a belief
  • 116. Motivating Employees
    • Remember…
    • People do things for their own reasons, not yours
  • 117.
    • Growth is everyone’s major objective.
  • 118. With your partner discuss some positive and negative self talk statements
  • 119. Examples of Self Talk
    • Negative Self Talk:
    • I’m so stupid sometimes!
    • I look awful today!
    • I just keep getting fatter and fatter!
    • I’m always broke!
    • Why do these things always happen to me?
    • Positive Self Talk:
    • I am capable!
    • I have many wonderful qualities!
    • I love myself just the way I am!
    • I believe in my ability to succeed!
    • I deserve the respect of others!
  • 120. Assertiveness An honest, direct, and appropriate expression of one's feelings, thoughts, and beliefs.
  • 121. A Challenge
    • How do people come to be non-assertive.
  • 122. How do people come to be non-assertive
    • Fear of unpleasant consequences
    • Perceiving situations or other people as threatening
    • Failing to accept your assertive right
    • Failing to think rationally about yourself
  • 123. Our Reason's for Non-Assertive Behaviour
    • Fear of Upsetting Others
    • Fear of Rejection
    • Feeling Responsible for the other person
    • Self Defeating
      • Generalising, Labelling, Mind Reading, Filtering
  • 124.
    • Can you accept criticism without being defensive?
  • 125. A Challenge
    • How do people become
    • Aggressive.
  • 126. How do people become aggressive
    • They perceive situations or other people as threatening
    • Believing that aggression is the best approach
    • Over-reaction because of a previous experience
    • Failing to think rationally about yourself
  • 127. What Assertiveness Is
    • Respect for yourself and others.
    • Honestly expressing your thoughts, feelings, and beliefs.
    • Effectively influencing, listening, and negotiating with others.
  • 128. What Assertiveness Is Not
    • It is important to remember that assertiveness is not aggressiveness or selfishness.
    • Being assertive does not involve abusing other people and their rights.
    • Being assertive does not mean violating the rights of others
  • 129. Aggressiveness Is
    • Inappropriately expressing your thoughts, feelings, and beliefs in a way that violates other people’s rights.
    • Achieving your goal by not allowing others the freedom to choose.
    • Completely dis-respecting others.
  • 130. A Challenge
    • Think about a time when you did not handle an aggressive attack well
      • What did you do
      • What should you have done
  • 131.
    • Normally we can:
      • Respond with aggression
      • You may have apologised
      • You may have gone on the “defensive”
    • People normally respond like this when they are not in control of their inner dialogue and feelings
  • 132. How a Donkey and a goat can resolve conflict???
  • 133.  
  • 134. Are You Aggressive?
    • Do you ignore the rights and feelings of other people?
    • Do you aim to get your way at all costs?
  • 135. What are the main characteristics of Passive people ? Could you mention some of their characteristics
  • 136. Passive people usually :
    • Speak softly and uncertainly.
    • Use fillers like “uh” and “um.”
    • Avoid eye contact.
    • Allow other people in their personal space .
  • 137.
    • Raise their voices when they lose control.
    • Shout and use angry language like “You should ” and “You must .”
    • Stare people down and may attack other people’s personal space physically .
    Aggressive people often :
  • 138. An Assertive Person Asserts his own rights in a positive, open, honest, and self-confident manner.
  • 139.
    • Assertive people usually:
    • Speak calmly and confidently.
    • Notify other people of their feelings with statements starting with “I think” and “I feel.”
    • Maintain eye contact, have good posture and are balanced and in control .
  • 140.  
  • 141. Tension at Work
  • 142. A Challenge
  • 143. Sep 6, 2010
    • Stress is your mind and body’s
    • response or reaction
    • to a real or imagined
    • threat, event or change.
    • The threat, event or change
    • are commonly called stressors.
    • Stressors can be internal
      • (thoughts, beliefs, attitudes)
      • or external
      • (loss, tragedy, change).
    WHAT IS STRESS ?
  • 144. A Challenge
  • 145. Sep 6, 2010 ANXIETY قلق NERVOUSNESS العصبية TENSION توتر PHOBIAS الخوف PANIC هلع DEPRESSION الاكتئاب SADNESS حزن LOWERED SELF – ESTEEM إنخفاض تقدير الذات APATHY لا مبالاة FATIGUE الإعياء NEGATIVE MOOD SWINGS NEGATIVE EFFECTS OF STRESS
  • 146. Sep 6, 2010 1. Behaviour indicators include: lack of enthusiasm for family, work or life in general, withdrawal, change in eating habits, inability to have sound sleep, sleeping excessively, anger. HOW TO RECOGNISE STRESS :
  • 147. Sep 6, 2010 2. Indicators include: poor problem solving, confusion, nightmares, HOW TO RECOGNISE STRESS : [ CONTINUED . . . ]
  • 148. Sep 6, 2010 There are many ways to reduce your stress level. Everyone is different, and some things will work for you more than others. Hence, Identify what works well for you. Here are some Do’s and Don’ts… CONTROLLING STRESS :
  • 149. Sep 6, 2010 ACCEPT “ WORK IS WORSHIP ” ATTITUDE DOs . . . IMPROVE YOUR TIME MANAGEMENT SKILLS COMMUNICATION SKILLS SELF – MANAGEMENT SKILLS
  • 150. Sep 6, 2010 DOs . . . DEVELOP POSITIVE ATTITUDE POSITIVE THINKING + POSITIVE TALKING + POSITIVE ACTION = POSITIVE OUTCOMES
  • 151. Sep 6, 2010 PLAN YOUR NEXT DAY PUT IT DOWN IN WRITING IMPROVE YOUR SUCCESS RATE DO's . . . DISCOURAGE INTERRUPTIONS IN YOUR WORK
  • 152. Sep 6, 2010 DOs . . . CARE FOR YOUR BODY HEALTHY DIET PLENTY OF WATER REGULAR EXERCISE DEEP BREATHING 6 TO 7 HOURS OF SOUND SLEEP
  • 153. Sep 6, 2010
    • Gives your heart and lungs a workout
    • Helps you relax
    • Reduces pain
    • Improves mood
    • Gives a feeling of control
    • Makes you more creative
    • Reduces anger
    • Makes you more friendly
    DOs . . . BEGIN WITH A SMILE & develop a sense of humour - laugh, laugh and laugh.
  • 154. Sep 6, 2010 DON'Ts . . . DON'T MIX AND MESS OFFICE LIFE & PERSONAL LIFE
  • 155. Sep 6, 2010 DON'Ts . . . NO TOBACCO when to say "no", & learn when to say "stop" KNOW
  • 156. Sep 6, 2010 DON'Ts . . . DO NOT TAKE OUT YOUR STRESS ON YOUR FAMILY
  • 157. Sep 6, 2010 P R O B L E M S NOT TO BE NEGLECTED CONCENTRATE ON THINKING OF POSSIBLE SOLUTIONS
  • 158. Sep 6, 2010 THINK BEFORE YOU TALK FOR EVERY MINUTE YOU ARE ANGRY YOU LOSE 60 SECONDS OF HAPPINESS
  • 159. What To Do When Confronted With a Problem
    • Controlling your emotions is the first step to helping solve , rather than magnify, this problem assertively.
    Get a hold
  • 160. What To Do When Confronted With a Problem
    • Examine the situation carefully and make sure you have a handle on all the facts . Look to see if you are in fact also contributing to the situation.
  • 161. In Dealing With Conflicts
    • Deal with the situation immediately.
    • Listen carefully.
    • Sort out the facts from the emotional content.
    • Avoid being defensive.
  • 162. In Dealing With Conflicts
    • Ask questions.
    • Respond calmly and clearly.
    • Offer alternatives.
  • 163. Controlling Your Emotions 1. Breathe, relax, and remain calm. 2. Realize demonstrations of anger, shouting, and threats are never appropriate. 3. Use neutral, non-judgmental statements.
  • 164. Controlling Your Emotions (2 of 2)
    • 4. Consider the other party’s viewpoint and emotions.
    • 5. Don’t make angry statements- - blame is usually a dead-end road.
  • 165. Letting Other People Know How You Feel
    • While remaining cool and collected, try to explain your point of view.
    • Use terms like “I feel” and “I think” rather than “It should be” or “It must.”
  • 166.
    • Describe your wants, needs and intentions to other people.
    • Use terms like “ I want ,” “ I need, ” and “ I plan to .”
    Making Assertive Statements
  • 167. The principals behind assertive negotiation
    • Clarify the other persons needs
  • 168.
    • State your position positively
    • Show recognition of the other person’s needs
    • State that you are looking for a win/win
      • Can we find a way to make this work for both of us?
      • I’d like to agree with you an approach that we are both happy with
    • State your own needs
      • I do want to help on the project
  • 169. Requesting Change From Someone Else
    • 1. Describe the situation.
    • 2. Express your feelings on the subject.
    • 3. Request a behavior change.
    • 4. State the positive consequences of changed behavior.
    • Use this template as your guide when dealing with sticky situations.
  • 170. The Criteria of Requesting Change
    • The method you use to request change from someone else should include the following six criteria.
    • A good chance that the person you are requesting change from will change.
    • You will not be-little other people’s self-esteem.
    • You will not violate the rights of others.
  • 171. The Criteria of Requesting Change
    • You will not damage your relationship with the person you are requesting change from.
    • You will not be defensive.
    • You will not reduce the motivation of the other person.
  • 172. Assertiveness is More Than Courage
  • 173. Assertiveness is Also About
    • Setting limits.
    Expressing your feelings.
  • 174. “ No” is Not a Dirty Word
    • Remember:
    • You are not saying “no” to the whole person, but only to part of the relationship which makes you feel uncomfortable.
  • 175. A Challenge
    • How to make saying “no” easier…
    • Write your opinion
  • 176. To make saying “no” easier…
    • Identify the emotional beliefs.
    • Then restate these beliefs more rationally.
    • Next, say no directly to the person in question
    • with assertiveness in your voice & manner .
    • Choose low risk situations in which to get used to saying “no” for the first few times.
    • It is usually easier to say ‘no’ to certain people than others.
    • In difficult situations, give yourself time to think about the outcomes of this ‘yes/no’ decision.
    • If someone doesn’t accept you saying no, re-assert yourself .
  • 177.
    • Use good communication to
    • transmit your requests and feelings.
    Don’t Go Down the Passive or Aggressive Road Passive Assertive Aggressive
  • 178. Fears Which Block Assertive Behavior
    • 1. Fear of making mistakes.
    • 2. Fear of displeasing others.
    • 3. Fear of disapproval.
    Fear
  • 179. Remind er
    • Assertiveness =
    • Personal Authority
    • + Confidence in Your Skills
    • + Sense of Purpose
    • + Commitment to Goals
  • 180. Start Out Small
    • Master what you can manage comfortably at first, then move up to greater challenges. Change is always gradual; it’s not immediate, but it’s not impossible either.
  • 181. You Can Change Your Habits
    • 1. Identify what you want to change about yourself.
    • 2. Set a goal.
    • 3. Control your fears and anxieties.
    • 4. Aim for a success that is manageable at first.
    • 5. Keep a record to monitor your progress.
    • 6. Practice, practice, practice!
    Don’t lose sight of your goal, and remember that upkeep is a life-long commitment.
  • 182. Tips on Assertiveness
    • Here are some communication skills that will help you convey an assertive attitude:
    • Be aware of your facial expression.
    • Always make eye contact.
    • Pay attention to what others are saying and let them know that you are listening.
  • 183. Tips on Assertiveness
    • Use a pleasant but firm voice when communicating.
    • Be aware of your gestures and how you hold and present yourself.
    • Always ask questions when clarification is needed to avoid misunderstanding.
    • Look for ways to solve the problem so all parties are satisfied .
  • 184. Rights and Responsibilities
    • Spend five minutes, as individuals, pairs
    • Identify some basic human rights
      • Be treated with respect
      • To express opinions
      • To say no
      • To ask for what you want
      • To make mistakes
      • Change their mind .
  • 185. Emotions have universal meaning Happiness Gain something of value Sadness Lose something of value Surprise Something is happening Anger Blocked from getting something Fear Possible threat Disgust Rules are violated
  • 186. Identify Emotions
    • Anger
    • Sadness
    • Happiness
    • Disgust
    • Fear
    • Surprise
    None Perhaps Present
  • 187. Your score:
    • Anger
    • Sadness
    • Happiness
    • Disgust
    • Fear
    • Surprise
    None Perhaps Present
  • 188. Use Emotions
    • Which emotion would be most useful to have someone agree to help you with a difficult and time-consuming project?
    Anger Sadness Happiness
  • 189. Your score: Which emotion would be most useful to have someone agree to help you with a difficult and time-consuming project? Anger Sadness Happiness
  • 190. Understand Emotions
    • 1. A client feels frustrated.
    • 2. Repeatedly asks you for information.
    • 3. He is getting annoyed.
    • 4. You ignore the request.
    • 5. The client will feel:
    Disgust Anger Sadness ?
  • 191. Your score: 1. A client feels frustrated. 2. Repeatedly asks you for information. 3. He is getting annoyed. 4. You ignore the request. 5. The client will feel: Disgust Anger Sadness
  • 192.
    • What is Perception?
      • The process by which individuals organize and interpret their impressions in order to give meaning to their environment.
  • 193.
    • Why is Perception important?
      • Because behaviour is based on perception of what reality is, not on reality itself.
  • 194.
    • To better understand how people make attributions about events.
    • We don’t see reality. We i nterpret what we see and call it reality.
  • 195. Factors Influencing Perception
    • The Perceiver
    • The Target
    • The Situation
  • 196. Perceptual Errors
    • Selective Perception
      • People selectively interpret what they see based on their interests, background, experience, and attitudes .
    • Halo Effect
      • Drawing a general impression about an individual based on a single characteristic .
    • Contrast Effects
      • A person’s evaluation is affected by comparisons with other individuals recently encountered .
  • 197. Perceptual Errors
    • Projection
      • Attributing one’s own characteristics to other people .
    • Stereotyping
      • Judging someone on the basis of your perception of the group to which that person belongs .
    • Prejudice
      • An unfounded dislike of a person or group based on their belonging to a particular stereotyped group .
  • 198.
    • How can you give bad news assertively
  • 199.
    • Take the initiative
    • Give the specific bad news
    • Agree to listen to suggestions for overcoming the issues
    • And don’t hide behind the organisation or a higher level manager… OWN THE NEWS
  • 200. According to you what is Influence: The ability to persuade someone to act or think in the way you want.
  • 201.
    • Successful influencing means getting a result which meets the reasonable needs of both sides.
  • 202. Influencing is not……..
    • Forcing others to accept your point of view
    • Continuously nagging until they agree
    • Bargaining
    • Giving advice
  • 203. Influencing is built on:
  • 204.
    • Know your strengths & weaknesses
    • Work to your strengths
    • Keep the organizational perspective
    Competence
  • 205.
    • Get to know people, what they do, & keep in touch – regardless of level
    • Build trust
    Relationships
  • 206.
    • Be clear on what you want
    • Be clear on what you’ve got, & where your lines will be drawn
    • Communicate clearly, in the style of the listener
    Clarity
  • 207.  
  • 208. What Stresses You?
    • Family
    • Job loss
    • Boss
    • Money/bills
    • Illness/surgery
    • Parents / Children
    • Marriage
    • Schedule
    • Interruptions
    • Change
    • Relationships
  • 209. COSTS OF STRESS
    • 80% of all modern diseases have their origins in stress.
    • In the UK, 40 million working days per year are lost directly from stress - related illness.
    • Costs in absenteeism to British industry is estimated at £1.5 billion pounds per year.
  • 210. Mention some factors that influence work stress
    • The drive for success
    • Changing work patterns
    • Working conditions
    • Overwork
    • Under-work
    • Uncertainty
    • Conflict
    • Responsibility
    • Relationships at work
    • Change at work
  • 211. What are the Effects of Un-managed Stress?
    • Health Effects
        • Physical
          • High blood pressure > Heart disease
          • Headaches
          • Skin
          • Tension
  • 212. What are the Effects of Un-managed Stress?
    • Health Effects
        • Psychological
          • mood swings
          • Anger issues / negative behaviors
          • nervousness
          • sadness
          • Sleeplessness ,
  • 213. Three Important Questions To Reduce Stress…Ask yourself:
      • How important is this situation?
    • Can I do anything about it?
    • In five years will I ever remember it happened?
  • 214. Practicing Good Health & Emotional Choices
    • Exercise
      • Do what you LOVE
      • Strength/Flexibility
    • Balance
    • Eating Healthy
      • Wise choices=less stress
      • Limiting caffeine
  • 215. Practicing Good Emotional Choices
    • Avoid negative self-talk
        • Think of a positive comment to tell yourself
        • - and do it!
    • Make healthy life choices
        • Avoid….
          • Too much of anything
  • 216. Practicing Good Emotional and Health Choices
    • Practice appreciation
    • Manage your schedule
        • avoid over-extending yourself
    • Rest
    • “ Lighten up”
        • Don’t take yourself too seriously
        • Relax (hobbies, positive relationships)
        • Laugh!
  • 217.
    • Remember…
    • … Laughter, is the best medicine…
    • And BREATHE!
  • 218.  
  • 219.
    • What might this child be thinking?
  • 220.  
  • 221. Activity Think of as many uses as possible for a plastic bottle.
  • 222. Case Study Backside
  • 223. Case Study Right side
  • 224. Case Study Left tside
  • 225. Case Study Front side
  • 226. Read it
  • 227. FOR SALE You are looking at a real building right? The Crooked House was built in 2004 as an addition at a popular shopping center, and is a major tourist attraction in Sopot, Poland. what happenswhen someone sees this building for the first time in their life?
  • 228. Group Activity
    • Write down and share:
      • What makes you get out of bed?
      • If you won 1 Million Riyals what would you do?
      • Where do you want to be in 5, 10, 15 years? (include as much detail as you want)
  • 229. Creativity Rule Never solve a problem from its original perspective.
  • 230. Visualize your problem as solved before solving it. Creativity Rule
  • 231. All behavior consists of opposites . . . Learn to see things backward, inside out, and upside down.
  • 232. Creativity Rule Challenging an assumption can turn obstacles into opportunities.
  • 233. If different shoes don't work, try looking at your problem from a helicopter . . . or a space ship.
  • 234. Creativity Rule Think like Nature.
  • 235. Ask "How would Nature solve this problem
  • 236. Creativity Rule Writing down your ideas is like money in the bank.
  • 237.  
  • 238. “ We want the development of modal insan (model citizen), a man who can think critically and creatively , who is able to solve problems and have the ability to adapt himself to an ever-changing global environment.”
  • 239. DESCRIBE !
  • 240. “ There are many people who are educated but few who can think out of the box .” –
  • 241. Creativity
    • As easy as changing perspective.
    • Who sees the duck?
    • Who sees the rabbit?
  • 242. Creativity
  • 243. Creativity
  • 244. Creativity
  • 245. Creativity
  • 246. Creativity
  • 247. Play with ideas “ In my experience, the best creative work is never done when one is unhappy.” Albert Einstein
  • 248. “ The quality of our thinking will determine the quality of our future’’
  • 249. WHAT DO YOU SEE? DESCRIBE
  • 250. What Does Thinking Critically Means…
  • 251. What does the absence of critical thinking look like?
  • 252. COMMENT !
  • 253. Mention some of the Career Killers
    • Lack of direction or goals
    • Having no Emotional Intelligence
    • Refusing to be a team player
    • Behaving passively or aggressively
    • Negative work habits
  • 254. In your opinion what is the power of a smile:
    • Sets a positive tone
    • Gives you an air of confidence
    • Energizes you
    • Reduces tension
    • Makes you look younger
    • Helps you build the reputation as an achiever
  • 255. The six-second rule
    • Six seconds is the time it takes to capture the fight or flight response.
    • When someone has said or done something to upset you, take a deep breath and count six seconds before you respond.
    • Just try it – what is the worst that can happen?
  • 256. Why relationships fail?
    • Unrealistic expectations
    • Lack of empathy
    • Inability to assert own needs
    • Poor communication
    • Personality differences (different maps of the world
  • 257. Think of some steps to Effective Relationships
  • 258. Six Steps to Effective Relationships
    • Know the boundaries (what can and cannot be said or done)
    • Check out expectations (respective needs and wants)
    • Review your perceptions (avoid making assumptions)
    • Review the other person’s perception of you (take a risk, ask yourself what is the worst that can happen
    • Examine interactions (consider what worked well or not so well, and why this might be the case)
    • Determine the desired outcomes
  • 259. The task of the leader is to get his people from where they are to where they have not been.                      
  • 260. Leaders in Emotional Intelligence Solid ,pure human relations and support are the key to any success Talal Abu Ghazaleh Coming together is a beginning; keeping together is progress; working together is success. Henry Ford First they ignore you, then they laugh at you, then they fight you, then you win Mohandas Gandhi I have found that being honest is the best technique I can use. Right up front, tell people what you're trying to accomplish and what you're doing ... Lee Iacocca
  • 261. The 3 Leaders Roles in EI 1 - Sell the VISION 2- Achieve it through the TEAM 3- Maintain Effective RELATIONSHIPS
  • 262. The 7 Requirements for Leadership Behavior 1- Shows Enthusiasm 2- Supports Other People “ Become Genuinely interested in other people” - Dale Carnegie 3- Recognize individual efforts “ Give honest, sincere appreciation” , Dale Carnegie
  • 263. The 7 Requirements for Leadership Behavior 4- Listen to individual’s ideas. “ Be a good listener. Encourage others to talk about them selves” , Dale Carnegie
  • 264. The 7 Requirements for Leadership Behavior 5- Provide direction “ Ask questions instead of giving orders”, Dale Carnegie 6- Encourage. “ Let the other person feels the idea is his or her” – Dale Carnegie “ Use encouragement. Make the fault seem easy to correct” Dale Carnegie
  • 265. The 7 Requirements for Leadership Behavior 7- Develop other people. LEADERS create LEADERS
  • 266. The 3 Leaders Tools
    • Delegation
    • Coaching
    • Empowerment
  • 267. Inspired to become a leader… START NOW
    • Have a dream ….VISION
    • … .SELF AWARNESS
    • Plan …..SMART
    • Act ….. ENTHUSIASM
    • Evaluate ….. RECHARGE YOUR BATTERIES
  • 268.
    • Advice on Using
    • Emotional Intelligence in Your Life
  • 269. Do not weaken your worth by comparing yourself with others. It is because we are different that each of us is special. Do not set your goals by what other people think important. Only you know what is best for you….
  • 270. Do not give up when you still have something to give. Nothing is really over until the moment you stop trying. It is a breakable thread that binds us to each other ….. Do not let your life slip through your fingers by living in the past nor for the future. By living your life one day at a time, you live all the days of your life.
  • 271. Do not shut love out of your life by saying it is impossible to find. The quickest way to receive love is to give love Do not be afraid to encounter risks. It is by taking chances that we learn how to be brave.
  • 272. Do not dismiss your dreams. To be without dreams is to be without hope; to be without hope is to be without purpose.
  • 273. Do not run through life so fast that you forget not only where you have been, but also where you are going.
  • 274.
    • Just do it!
    ‘ Many of life’s failures are people who did not realize how close they were to success when they gave up.’ T. Edison
  • 275. Balanced Leadership: The Role of Behavior Styles and Emotional Intelligence
  • 276. Analyzers التحليلي
    • Tendency towards perfectionism/ care
    • Deal with facts, data, logic, details
    • Sometimes slow to make decisions
    • May appear overly careful and not good risk-takers
    • Decisions and information provided are usually accurate and thoughtful
    • Feelings and emotions kept inside
  • 277. Stabilizers المتوازن - التعبيري
    • “ Warm”
    • People and friendships are very important
    • Like to get others involved in activities
    • Good at organizing multiple tasks
    • Concerned about feelings of others
    • Less tending to speak their mind openly
    • Can get hurt feelings or be offended easily
  • 278. Persuaders المقنع
    • Love to have a good time
    • Highly creative and enthusiastic
    • Operate first and foremost by perception
    • Little open-mindedness for those who are not communicative
    • Easily bored
    • Difficult to keep on task
  • 279. Controllers
    • Strong, decisive and results-oriented
    • Provide strong guidance for others
    • May appear aggressive at times
    • Demanding of themselves and others
    • Highly self-critical
    • Dislike those who “waste” time
  • 280. Intent vs. Impact
    • People with highly developed EI are aware of their impact .
    • They are acutely aware that the impact that behavior has on others can be different from what you intend or expect.
    • People respond to you based upon what they perceive about your behavior, not what you think they perceive.
  • 281. With Analyzers…
      • DO… DON’T…
    • - Prepare in advance - Be disorganized or messy
    • - Be accurate - Be casual, informal or loud
    • - Be direct - Rush decision-making
    • - Present specifics - Waste time
    • - Leave things to chance
    • - Use timetables for actions - Threaten
    • - Provide concrete, practical - Use opinions as evidence
    • evidence
  • 282. With Stabilizers…
    • DO… DON’T…
    • - Start with a personal comment - Rush into business
    • - Show sincere interest in them as - Stick constantly to
    • people business
    • - Listen and be responsive - Force them to respond quickly
    • - Be casual and non-threatening - Be demanding
    • - Ask “how” questions - Debate facts & figures
    • - Watch for hurt feelings
    • - Decide for them
  • 283. With Controllers…
      • DO… DON’T…
    • - Be specific & brief - Waste time
    • - Stick to business - Be disorganized or messy
    • - Be prepared - Be unclear
    • - Present facts clearly
    • - Ask “what” questions - Make decisions for them
    • - Provide alternative solutions
    • - Take issue with facts - Be directive
  • 284. With Persuaders…
    • DO… DON’T…
    • - Be fast-moving, entertaining
    • - Leave time for socializing - Be cold, or tight-lipped
    • - Talk about their goals - Press for solutions
    • - Deal with the “big” picture - Deal with details
    • - Ask for their opinions & ideas - Be rigid
    • - Provide examples from people
    • they believe are important
    • - Offer incentives or rewards
  • 285. Discussion
    • Look at the tips for your own style and discuss them with your style group.
    • Do they make sense to you? Do they suggest approaches that you appreciate or to which you respond positively?
  • 286. So Communication is…
    • Understanding between and among people;
    • Not necessarily agreement;
    • Constant. You cannot NOT communicate. We constantly communicate, and we constantly receive communication from others.
  • 287. Familiar?
  • 288. Basic Principles of Communication
    • 90% of interpersonal communication takes place on the unconscious level .
    • People judge you by your behavior , not your intent.
    • People are motivated by their needs, not yours.
  • 289. Communicating Through Filters expectations values assumptions physical environment strong feelings attitudes interests prejudice memories past experience
  • 290. How We Communicate
    • What people can see
    • What people can hear
    • What we actually say
    • Communication is in the mind of the receiver. You’re just making noise if the other person doesn’t hear you.
  • 291. Effective Communicators…
    • Understand how communication occurs
    • Understand their own communication behavior style
    • Learn to diagnose the communication needs of others
    • Develop listening skills
    • Communicate with others in a way that is sensitive to and aware of their needs
    • Easier said than done, huh?!
  • 292. Wouldn’t it be Great if You Could…
    • Understand how your preferred style of working comes across to other people?
    • “ Read” other people’s behavior so you’ll know the best way to work with them?
    • Find common ground with people while maintaining your individuality and integrity?
    • Adjust your behavior in small ways that dramatically improve results among different styles?
    • Relate effectively—no matter how others react to you?
  • 293.  
  • 294. Effective Communication Techniques
    • Use feedback
    • Choose appropriate (and perhaps multiple) channels
      • Email, phone, one-on-one?
      • Amount of information and timing?
    • Be sensitive to the receiver
    • Use simple language
    • Use repetition
  • 295. Most Common Poor Listening Habits
    • Not paying attention
    • Listening but not hearing
    • Interrupting
    • Hearing what is expected
    • Feeling defensive
  • 296. Developing Positive Listening Habits
    • Paying attention
    • Listening for the whole message
    • Hearing before evaluating
  • 297. Philosophy of a Good Communicator
    • Assume 100% of the responsibility for understanding what the other person means .
    • Assume 100% of the responsibility for making sure that the person you are communicating with understands you.
  • 298. Active Listening
    • Minimize distractions
    • Avoid or limit interruptions
    • Detect the central idea
    • Control your emotions
    • Evaluate the message
    • Be aware of your physical position and nonverbal behavior
    • Allow silence
    • Acknowledge and respond using paraphrasing, perception checking and summarizing
  • 299. Constructive Feedback
    • You are an expert on
      • Other people’s behavior
      • Your feelings
    • You are not an expert on
      • Your behavior
      • Other people’s feelings
  • 300. Giving Constructive Feedback
    • When you . . .” Start with a “When you . . .” statement that describes the behavior without judgment, labeling,
    • 2 . “I feel . . .” Tell how their behavior affects you. If you need more than a word or two to describe the feeling, it’s probably just some variation of joy
    • 3. “Because I . . .” Now say why you are affected that way. Describe the connection between the facts you observed and the feelings they provoke in you.
  • 301. Giving Constructive Feedback
    • 4 Pause for discussion Let the other person respond.
    • “ I would like….” Describe the change you want the other person to consider…
    • 6. “Because….” …and why you think the change will ease the problem.
    • 7. “What do you think?…” Listen to the other person’s response. Be prepared to discuss options and reach agreement on a solution.
  • 302. Style Flex
    • Flexibility:
    • The ability to meet another person’s style needs and satisfy personal style needs as well.
  • 303. Why Increase Flexibility?
    • You want to understand how others see you.
    • You value being more effective with others.
    • You are willing to obtain more realistic picture of your impact.
    • You allow adequate time to learn how to adjust.
  • 304. Food For Thought
    • Watch your words; they become actions.
    • Watch your actions; they become habits.
    • Watch your habits; they become character.
    • Watch your character; it becomes your destiny.
  • 305. Exercise
    • Think of a leader for whom or with whom you worked -- one that you would gladly work with or for again.
    • Think of a person in a leadership position that you try to avoid, or left you drained, or hoping for more.
    • How did each of these people behave? How did they relate to others?
  • 306. Conclusion
    • Thus in today's scenario its very important for any manager or executive to learn this skill of Emotional Intelligence
    • We all can be emotionally intelligent by practicing it as it is a very much trainable skill.
    • Lets learn it and use it for organizational as well as for our personal success .
  • 307. Thank You For Your Attendance