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Emotional Intelligence for Managers

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Emotional Intelligence for Managers

  1. 1. http://presentations-expert.blogspot.com
  2. 2. Why EQ <ul><li>EQ is the distinguishing factor that determines if we make lemonade when life hands us lemons or spend our life stuck in bitterness. </li></ul><ul><li>EQ is the distinguishing factor that help us to maintain a warm relationship or a distant contacts. </li></ul><ul><li>EQ is the distinguishing factor which draws others to us or repels them. </li></ul><ul><li>EQ is the distinguising factor which enable us to work in coordination with others or to create a disputed situation. </li></ul><ul><li>EQ is the distingusing factor which enables to win the heart of people or to win the situation by argument. </li></ul>
  3. 3. Why EQ EQ is the distinguishing factor that determines if we make lemonade when life hands us lemons or spend our life stuck in bitterness
  4. 4. EQ is the distinguishing factor that help us to maintain a warm relationship or a distant contacts.
  5. 5. EQ is the distinguishing factor which draws others to us or repels them.
  6. 6. EQ is the distinguising factor which enable us to work in coordination with others or to create a disputed situation
  7. 7. EQ is the distingusing factor which enables to win the heart of people or to win the situation by argument
  8. 8. Benefits of EQ <ul><li>The competencies & gift that EQ gives us are many. Included are skills that drive our internal world as well as our response to the external one. </li></ul><ul><li>Some examples includes </li></ul><ul><li>personal motivation, </li></ul><ul><li>personal mastery over our life’s purpose & intention </li></ul><ul><li>empathy for others </li></ul><ul><li>social expertise that allow us to network and develop relationships that enhance our purpose </li></ul><ul><li>character & integrity that enable us to appear genuine and aligned; </li></ul><ul><li>a tenacity to face and resolve both internal and external conflict </li></ul><ul><li>personal influence that enable us to advance our purpose. </li></ul>
  9. 9. Benefits of EQ Personal Motivation
  10. 10. Personal mastery over our life’s purpose & intention
  11. 11. Empathy
  12. 12. Social expertise that allow us to network and develop relationships that enhance our purpose
  13. 13. Character & integrity that enable us to appear genuine and aligned
  14. 14. A tenacity to face and resolve both internal and external conflict
  15. 15. Personal influence that enable us to advance our purpose.
  16. 16. Use of EQ at Workplace <ul><li>It is EQ that will solve our </li></ul><ul><li>retention & morale problems </li></ul><ul><li>improve our creativity </li></ul><ul><li>create synergy from teamwork </li></ul><ul><li>speed our information by way of sophisticated people networks </li></ul><ul><li>drive our purpose </li></ul><ul><li>and ignite the best and most inspired performance from our followers. </li></ul>
  17. 17. It is EQ that will solve our retention & morale problems
  18. 18. Improve our creativity
  19. 19. Create synergy from teamwork
  20. 20. Speed our information by way of sophisticated people networks
  21. 21. Why use EQ in the workplace <ul><li>The workplace & workplace culture is changing.Today the emphasis is more on people focussed style of leadership.Today employees are motivated by the relationship they have in their workplace & EI seems like a logical framework to help build these relationships.Emotions influence all aspect of our lives.Its impossible to separate them from work.They play a large role in how others perceive us through our tone of voice, facial expressions and body language. </li></ul>
  22. 22. EQ in the Workplace <ul><li>It is really very sad that after so much research on the benefits of Emotional Intelligence, too many managers and leaders continue to ignore the facts. They're stuck in their old patterns of intimidation and coercion, demoralizing employees and creating attitudes of grudging compliance. The point to remember is Emotional Intelligence is learnable. All that needs to happen is for managers and leaders to see the benefit of doing so. </li></ul>
  23. 23. Application of EQ in the Workplace <ul><li>EI is increasingly being applied to organisational level initiatives such as workforce planning, performance management, strategic and cultural change as well as the recruitment process. </li></ul><ul><li>According to Jim Hunter, CEO at Genos, issues of employee retention and employer of choice are front of mind in many corporations. “EI is being seen as an excellent medium to enhance the environment, culture, leadership and team dynamic within an organisation.” </li></ul>
  24. 24. EI is being seen as an excellent medium to enhance the environment, culture, leadership and team dynamic within an organisation.”
  25. 25. Quote <ul><li>You can buy people’s time; you can buy their physical presence at a given place; you can even buy a measured number of muscular motions per hour. But you cannot buy enthusiasm…you cannot buy loyalty…you cannot buy the devotion of their hearts. This you must earn.&quot; </li></ul>
  26. 26. Emotional Ambivalence fuels organisational success <ul><li>Creativity Innovation & Emotional Intelligence :- </li></ul><ul><li>People who are emotionally ambivalent – simultaneously feeling positive and negative emotions – tend to be more creative in the workplace than those who feel just happy or sad, or lack emotion at all, according to a new study. </li></ul>
  27. 27. Emotional Intelligence Management Competencies <ul><li>Without emotional intelligence management competencies , the executive or manager is more likely to derail. </li></ul><ul><li>With these emotional intelligence management competencies, managers and executives are more likely to receive performance based bonuses, higher salaries overall, and experience greater job security. </li></ul>
  28. 28. Here’s why these eight emotional intelligence management competencies qualities are so important now <ul><li>Self-awareness and accurate self-assessment: </li></ul><ul><li>Without self-awareness and accurate self-assessment, executives and managers will be too quick to get irritated with others, will create problems in their work relationships and in their personal relationships, will come across as abrasive, won’t be able to admit mistakes or accept useful, realistic criticism, and won’t have a realistic awareness of their strengths or limitations. </li></ul>
  29. 29. Initiative <ul><li>Executives and managers who are rather low in initiative ill be responding to events, rather than being proactive, thereby finding themselves in continual crisis mode. Plus when leaders aren’t utilizing initiative, they may fail to seize strategic opportunities, either because they haven’t started their analysis and planning process early enough or because they may resist taking even well calculated risks. </li></ul>
  30. 30. Sound decision-making <ul><li>If a manager or executive is low in their ability to make sound decisions this will only be accentuated in a period of great uncertainty and turbulence. Executives low in this area may spend more time than they can afford to in analysis, may not demonstrate the courage to make choices, may avoid taking responsibility, and may lack the commitment to execute a decision fully. </li></ul>
  31. 31. Empathy <ul><li>When managers and executives don’t demonstrate enough empathy in times of uncertainty or crisis, they will likely be seen as indifferent, uncaring and in-authentic – all of which will make employees be less cooperative and less communicative. The manager may be left feeling misunderstood, and will have difficulty “reading” their employees </li></ul>
  32. 32. Communication <ul><li>Managers and executives will be hampered to an extraordinary degree if they don’t use adequate communication skills during turbulent times. By not communicating well enough managers will tend to avoid getting into dialogue about important issues, will often only communicate good news and will tend to try to hide bad news – hurting trust, and will have great difficulty in managing complicated issues. In addition, they will appear unavailable and uncaring to others, which will hurt teamwork and cooperation. </li></ul>
  33. 33. Influence <ul><li>When executives and managers are low in the management competency of influence they will fail to leave the right impression, will tend to alienate others rather than getting support, may end up working too independently and even against the group, and will have difficulty motivating the group quickly enough to address the eminent challenge </li></ul>
  34. 34. Adaptability <ul><li>Without ramping up the ability to be more adaptable in a time of turbulence and uncertainty many executives and managers will tend to respond negatively to new, changing situations. In addition, they may show emotional strain to others when they have to shift priorities; tend to express, or simmer with, frustration with change – even if it is for a positive purpose; will have difficulty adapting their responses and tactics to fit the emerging circumstances; and ultimately will often be hesitant in taking on new challenges. </li></ul>
  35. 35. Self-management <ul><li>When managers or executives have low self-management they tend to react impulsively in stressful situations, possibly get overly stressed, angry or upset when facing rapidly changing situations or conflict at work; and sometimes respond to problems in a nonconstructive manner – which often causes unwanted consequences. </li></ul>
  36. 36. True Example <ul><li>I want to share a true example. </li></ul><ul><li>One of my friend Mr. Adarsh in HR has recently given resignation due to the suffering caused to him with rude behavior of his new manager who has joined 5 months ago only in his company. </li></ul><ul><li>I was also associated with that company 5 months ago and after my exit this new manager joined. She has even not taken exit interview of Adarsh to ask what prompted him to give resignation </li></ul><ul><li>. </li></ul><ul><li>And I am shocked that Adarsh is not having any offer in hand but he was so much mentally disturbed that he put his papers without having any offer. </li></ul><ul><li>As far as behavior of Adarsh is concerned he has worked with me for 2 years and is known for his calm and good behavior in the organisation so this incidence has cited a very poor emotional intelligence of the manager associated with him.Emotional Intelligence help us in people management. </li></ul><ul><li>Even I left the company in similar situation where I was very happy working for two years when my new boss joined and was rude to me & Adarsh. </li></ul><ul><li>I was lucky that after leaving the job I got offer soon.Moreover my boss also could not stick in that company.He left the job in 3 months only .This shows that joining of a manager who was not emotionally intelligent actually has adverse affect on our careers. </li></ul><ul><li>Persons particularly holding senior positions should be trained on topics like Emotional Intelligence so that they can manage themselves as well as others . </li></ul>
  37. 37. Conclusion <ul><li>Thus in todays scenario its very important for any manager or executive to learn this skill </li></ul><ul><li>We all can be emotionally intelligent by practicising it as it is a very much trainable skill. </li></ul><ul><li>Lets learn it and use it for organizational as well as for personal success. </li></ul>
  38. 38. For more presentations: http://presentations-expert.blogspot.com

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