Janey Francis's passion is unlocking individuals' creative and strategic thinking through emotional intelligence to inspire organizational vision. Her expertise is building individual and collective emotional intelligence by studying thinking styles and enhancing leadership capabilities like collaboration, vision-setting, and customer orientation. The document discusses the components and benefits of emotional intelligence for communication, decision-making, problem-solving, and effective workplace relations. It provides examples of brain research and different thinking styles to understand emotional intelligence.

1. EMOTIONAL INTELLIGENCE
FOR
M
UM
BRELLA
SAGE

2. JANEY FRANCIS
My PASSION is unlocking individuals creative and
strategic thinking powers in order to inspire them to
embrace, be invested in, and execute to a unified
organizational vision.
My EXPERTISE is in building individual and
collective Emotional Intelligence. I believe in
studying individuals different thinking styles and
with these insights, enhancing and cultivating
critical leadership capabilities such as
collaborative communication, setting vision and
strategy, driving innovation ,and shifting to a
customer orientation.

3. E.Q.

4. 7 DISTINCT SIGNS OF EMOTIONAL MATURITY
Allowing vulnerability
Compassion
Separation between feeling and reaction
Conscious of your biases
Realization and acceptance of your errors
Knowing when and how to ask for help
Knowing when to walk away

5. DEFINING E.Q. - EMOTIONAL INTELLIGENCE
The ability of an individual to monitor their own and
others' emotions in a social or work environment, to
discriminate among the emotions and to use the
information to guide their thinking and actions

6. EMOTIONAL INTELLIGENCE – 4 COMPONENTS
Self-
awareness
Self-
management
Social
awareness
Relationship
Management
Source: Daniel Goleman

7. COMMUNICATION
§ Strengthen and deepen work
relationships
§ Avoid potential conflict
§ Work more productively with diverse
thinkers;
§ Develop effective teamwork and
COLLABORATIVE cross functional
teams

8. DECISION MAKING
§ Stretches your thinking to enable
you to go beyond your mental
comfort zones;
§ View problems, ideas and
processes in new and diverse
ways

9. PROBLEM SOLVING
§ Build a strong, balanced tolerant, and result
driven team,
§ Drive your strategic business plan more
effectively.
§ Unleash and apply the creativity of your
entire workforce

10. What do we know about
the human Brain?

11. KEY BRAIN CHARACTERISTICS
§ Unique
§ Specialized
§ Situational
§ Interconnected
§ Iterative
§ Dominance
§ Whole
§ Migratory
§ Male/female differences

12. § Myers and Sperry performed split brain operations
§ Hermann expanded this research to test thinking activity in each
hemisphere and then each quadrant.

13. 13
Myers and Sperry performed split brain operations
13

14. Sequence
The whole
The parts
Numbers
6 Patterns
Images
WordsLion
Connections
Roger Sperry’s
“split brain” research
demonstrated
hemispheric
specialisation
of the brain.
Robert
Ornstein
extended that
understanding to
include all humans,
through
the use of EEG.
14

15. The wholeThe parts
Numbers
Images
Words
Sequence
6 Patterns
Lion
Connections
§ Roger Sperry’s “split brain” research demonstrated hemispheric
specialisation of the brain.
§ Robert Ornstein extended that understanding to include all
humans, through the use of EEG.

16. Reptilian Brain
Mammalian Brain (Limbic)
Neocortex Brain (Cerebral)
Biological/Physiological
Social/Emotional
Conceptual/Theoretical
Dr Paul MacLean, Head of the Laboratory for Brain Evolution and Behaviour
National Institute for Mental Health
Dr Paul MacLean proposed theTriune Brain theory

17. EFFECTIVE WORKPLACE RELATIONS
DEVELOP AND USE EMOTIONAL INTELLIGENCE
DEALING WITH CONFLICT
© Warner Group Pty Ltd

18. A
B
D
C

19. § The Brain is an organ which behaves like a muscle.
§ With practice we can develop our brain.

20. 7% One
Mind
60%
Two
Minds
30%
Three
Minds
3%
Four
Minds

23. A QUADRANT: THE RATIONAL SELF

24. B QUADRANT: THE SAFEKEEPING SELF

25. C QUADRANT: THE FEELING SELF

26. D QUADRANT: THE EXPERIMENTAL SELF

27. 28
WHOLE BRAIN MODEL©

28. OUR FOUR DIFFERENT SELVES

29. QUADRANT CLUSTERS

30. 31

31. WHOLE BRAIN LISTENING MODEL

32. Where are
your
strengths?
Where are
your Blind
spots?
What can you
learn from
your profile?
GUESSYOUR OWN PROFILE

33. EXECUTIVETEAM PREFERENCE PROFILE

34. RESULTS OF LOW FOCUS AREAS
Efficiency - Speed
Financials -Cost - ROI
Technology
Past trends
Performance Analysis
Critical Indicators
Goals - Objectives
• Increase in costs,
• slow growth
• Threat to financial value, unhappy
shareholder/market
• Low productivity, high cost,
missed opportunities
• Re-making the same mistakes,
employee frustration
• Surprises, declines in efficiency,
poor results
• False sense of security, “sudden”
drops
• Loss of time, focus and direction
These problems can emerge:
• Customer frustration and loss,
market vulnerability, sales decline
• Unwelcome surprises &
• crises, missed opportunities
• Blind decline in market share,
surprises, missed opportunities
• Poor/no innovation or growth,
stagnation, loss of customers
• Surprises, safety & risk challenges,
vulnerability
• Misdirection, poor decisions,
• market failure, loss of interest
• Wrong focus, short term decision
making, constant “fires”
Innovation - Creativity
Environment-
Competition
Future trends
New concepts
National-Global Issues
Vision-Purpose
Long term strategy
Low Focus area: These problems can emerge:Low Focus area:
A - Blue D Yellow
-

35. Regulations – Legal
Safety-Security-
Risk Mgt.
Quality – Perfection
Critical Resources
Control
Timing
Execution
• Potential lawsuits,
• fines
• Legal issues, loss in morale/
productivity, customer concerns
• Loss of pride, angry/ frustrated
customers, loss of market share
• Inability to execute, deliver,
produce, meet objectives
• Crisis management,
• chaos, legal issues, fines
• Missed opportunities, customer
• & team frustration, market losses
• Wasted resources, missed
deadlines, poor quality, lost sales
• High turnover, loss of talent,
recruiting harder, weak bench
• Low productivity, frustration, low
innovation, time/resources wasted
• Lousy PR, customer anger &
frustration, lowered morale
• Reduced revenue, high complaint
rate, low satisfaction
• Confusion; misdirected initiatives,
wrong outcomes
• Ethics issues, turnover,
• surprise crises, poor growth
• Low morale, loss of talent, uneven
and poor results
People Development
Teams - Collaboration
Community Relations
Customer Relations
Communications
Culture - Values
Recognition
These problems can emerge: These problems can emerge:Low Focus area: Low Focus area:
C - RedB - Green

36. Thank you
JANEY FRANCIS
SCARLETT STARTEGIC SOLUTIONS
WWW.SCARLETTSTRATEGIC.COM.AU