Emotions Drive Our Performance by Sandra Van Den Ordel

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http://www.XtraordinaryWomen.co.za

08 May Xtraordinary Women: Somerset West

TOPIC: Our Emotions Drive Our Performance

Becoming aware of and learning to manage our emotions can be one of the most rewarding practices we ever learn. Our emotions drive us; they inspire us, or sometimes they pull us down until we feel like we cannot get up. As this happens, it impacts others around us too.

This is true for all of us and it is also the reason why emotional knowledge and skills are imperative in the business environment. Emotions are inherently neither good nor bad. It’s what we do with the information and energy they produce that makes the difference.

In this presentation, you will be introduced to an integrated framework for Emotional intelligence (EQ) and discover the link between EQ and personal effectiveness in business. This information about EQ will be useful, insightful, practical and relevant to you as a woman in business.

Other areas to be covered include:
• What are the benefits of developing EQ in business?
• Understanding how emotions impact and influence behaviour in the highly complex interaction between an individual and the environment
• Exposure to components of the EQ2.0 model with practical applications
• The neuroscience behind EQ - How the understanding of neuroscience can enable you to interact more effectively with others

About our Guest Speaker:
Sandra Van Den Ordel is a registered Industrial Psychologist. She successfully ran her own consulting business for 11 years before joining JvR Consulting Psychologists in 2011 as a Senior Manager/Lead Consultant. She has extensive experience in the areas of EQ, leadership development, team development, career development and mentoring. Sandra is passionate about maximising business benefit and value through facilitation processes that motivates and educates individuals, teams and leaders in organisations in a way that results in peak performance. www.jvrconsultingpsychologists.com

Published in: Business, Technology
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Emotions Drive Our Performance by Sandra Van Den Ordel

  1. 1. Emotional Intelligence Presented by Sandra Van Den Ordel May 2014
  2. 2. Setting the Scene
  3. 3. Setting the Scene
  4. 4. WHAT IS EQ?
  5. 5. Optimising Personal Effectiveness SELF AWARENESS “Success  in  the  knowledge  economy  comes  to  those  who  know  themselves  – their strengths, their values, and how they best perform.” Peter Drucker, 1999
  6. 6. Business Leaders With High EQ Jack Welch, Chairman of GE:  “A leader’s  intelligence  has  to  have  a   strong emotional component. He has to have high levels of self-awareness, maturity and self-control. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the  making  of  a  leader.  You  just  can’t   ignore  it.”   http://ncra.info/docs/WinningTeams/The%20Case%20for%2 0EQ%20Jack%20Welch.pdf
  7. 7. A talent for dealing with people tops the list of important business skills, according to Jamie Dimon, CEO of JPMorgan Chase. “It’s  not  IQ  that   leads  to  success,”  he  said.  “EQ  is   more important: emotional intelligence, social skills, how you relate, can you get things done. That’s  what  makes  a  difference,   especially in management.” http://www.chicagobooth.edu/news/2007-03- 16_dimon_fireside.aspx Business Leaders With High EQ
  8. 8. Richard Branson: Developing staff through praise and recognition and having fun are also important ingredients of Branson’s  philosophy on leadership.  Branson’s  high  level   of heart centred emotional intelligence is evident in all the amazing inspiring things that he has done and continues to do. http://www.the-coaching- academy.com/blog/coaching-articles/leading-with- heart-centred-emotional-intelligence---dee- harding.html Business Leaders With High EQ
  9. 9. Indra Nooyi, CEO of PepsiCo has not only led her company to record financial results but is making strides to move PepsiCo in a healthier direction... She is deeply caring and committed as a senior executive. http://www.forbes.com/sites/davidkwilliams/2012/07/24/t op-10-list-the-greatest-living-business-leaders-today/ Business Leaders With High EQ
  10. 10. Brand Pretorius Ex-CEO McCarthy Limited South Africa: “If  you cannot manage yourself it is impossible to lead others effectively. It is vital that leaders must have sufficient Emotional Intelligence (EQ) in that leaders need to be able to both understand and manage their own emotions and cultivate good relationships with others.” http://durbanchamber.com/profiles/blogs/a-leader- among-men-brand-pretorius Business Leaders With High EQ
  11. 11. • Throughout life we need to continue to work on our leadership and self-awareness around the following framework: • Our  ‘heads’  - emotional intelligence, compassion, insight and knowledge. • Our  ‘hearts’  - principles and values. • Our  ‘hands’  - how we conduct ourselves and how we behave and interact with others • Leadership magic  happens  when  our  ‘heads’   and  ‘hands’  meet,  but  we  need  to  know  that   the fountain to leadership is our hearts. Business Leaders With High EQ
  12. 12. Sheryl Sandberg: COO of Facebook: Combined with her efficiency is her EQ, an uncanny grasp of how people feel. As Zuckerberg  puts  it,  “She’s  unique  in   that she has an extremely high IQ and EQ,  and  it’s  just  really  rare  to  get  that  in   any single person.” http://ideas.time.com/2013/03/07/confidence-woman/3/ Business Leaders With High EQ
  13. 13. Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of the "success" in our lives." Handle With Care: Emotional Intelligence Activity Book by Freedman et al A Definition of EQ
  14. 14. Emotional-social intelligence is a cross-section of interrelated emotional and social competencies and skills that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with daily demands. Dr Reuven Bar-On, 2005 A Definition of EQ
  15. 15. Why Measure EQ? The measurement of emotional intelligence in the workplace is the first step toward improving it. By understanding the strengths and weaknesses of [yourself, your] teams and employees, you can systematically work toward increasing the skills that count. Dr Reuven Bar-On
  16. 16. The ROI on EQ Development EQ Advantage (2004) • Organisational ROI: increased innovation, productivity, customer service and happy employees • Team ROI: exceptional communications, positive dynamics, team flexibility, accountability, synergy • Individual ROI: self-aware individuals who maintain integrity while managing emotions and impulses; an understanding of others as well as an ability to positively influence
  17. 17. WHY DOES EQ MATTER IN THE WORKPLACE?
  18. 18. “75%  of  careers  are  derailed  for  reasons  related  to   emotional competencies, including inability to handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or inability  to  adapt  to  change  or  elicit  trust.” — The Center for Creative Leadership EQ in the Workplace
  19. 19. EQ and Sales And  we’re  all  in  the  business  of  selling  something  …   • Human connections make or break a sale • You can be prepared, with a smooth pitch, and an impressive presentation, but if a personal connection is missing, the window of opportunity will close • Effectiveness in sales requires the use of various EQ dimensions: self-awareness, self-regulation, empathy and social skills • Research has determined that EQ is a key predictor for overall success in business Richard Boyatzis
  20. 20. UNDERSTANDING THE EQ MODEL
  21. 21. The EQ-I 2.0® Model
  22. 22. Important to Remember: • Process of self development starts with raising self awareness and determining actions to improve your level of effectiveness • Areas of higher skill celebrated and used to make the most of them • Areas of lower skill are opportunities for enrichment • An assessment is only one source of information
  23. 23. Self-Perception  Self-Regard  Self-Actualization  Emotional Self-Awareness Interpersonal  Interpersonal Relationships  Empathy  Social Responsibility Self-Expression  Emotional Expression  Assertiveness  Independence Decision Making  Problem Solving  Reality Testing  Impulse Control Stress Management  Flexibility  Stress Tolerance  Optimism The EQ-i 2.0 Subscales
  24. 24. Self-Perception  Self-Regard  Self-Actualization  Emotional Self-Awareness Interpersonal  Interpersonal Relationships  Empathy  Social Responsibility Self-Expression  Emotional Expression  Assertiveness  Independence Decision Making  Problem Solving  Reality Testing  Impulse Control Stress Management  Flexibility  Stress Tolerance  Optimism Critical EQ-i 2.0 Subscales for Business Owners
  25. 25. Self-Regard • Respecting oneself while understanding and accepting one’s strengths and weaknesses • Often associated with feelings of inner strength and self- confidence
  26. 26. LOW HIGH Unsure of self Self-assured Lack of self-respect Accepting of self Low self-esteem High self-esteem Unhappy with physical appearance Good sense of self Not confident Confident Inner strength Fulfilled Self-Regard
  27. 27. Possible risks of very high scores Arrogant Complacent Takes information in, but does nothing with it Egotistical May ignore feedback Sees no need for further growth
  28. 28. Interpersonal Relationship • Ability to develop and maintain mutually satisfying relationships that are characterized by trust and compassion
  29. 29. Interpersonal Relationships LOW HIGH Is not comfortable with getting close to others Ability to establish mutually satisfying relationships Not giving Ability to give and take affection and intimacy Not interested in relationships Maintains relationships over time Not able to share feelings Looks positively at social change Loner Feels at ease in social situations Standoffish
  30. 30. Possible risks of very high scores Struggles when working alone Socialising impedes work
  31. 31. Problem Solving • Ability to find solutions to problems in situations where emotions are involved • Includes the ability to understand how emotions impact decision making
  32. 32. Problem Solving LOW HIGH Jumps into solution Gathers information first, weighs pros and cons where permitted Flies by seat of pants Can identify and solve problems Uses unstructured strategy Uses a systematic approach Can apply emotional information to help Can draw on past experiences
  33. 33. Possible risks of very high scores Disconnect from others May not pay enough attention to emotions Over-controlled emotions May lack an emotional driving force
  34. 34. Reality Testing • Capacity to remain objective by seeing things as they really are • Involves recognizing when emotions or personal bias can cause one to be less objective
  35. 35. Reality Testing LOW HIGH Tuned out Tuned into environment Unrealistic Can assess life situations fairly accurately Disconnected Grounded Easily Swayed Objective
  36. 36. Possible risks of very high scores Pessimist Lack of vision Deflates enthusiasm of team Too black and white Kills good ideas Over-analytical Cynical
  37. 37. Impulse Control • Ability to resist or delay an impulse, drive or temptation to act • Involves avoiding rash behaviors and decision making
  38. 38. Impulse Control LOW HIGH Explosive Composed Unpredictable Patient Reactive Ability to delay or resist an impulse Easily frustrated High tolerance for frustration Aggressive
  39. 39. Possible risks of very high scores Lack of spontaneity Hard  to  be  “in the  moment” Over-controlled Slow reaction time May  be  a  “pressure cooker”
  40. 40. Stress Tolerance • Coping with stressful or difficult situations and believing that one can manage or influence situations in a positive manner
  41. 41. Stress Tolerance LOW HIGH Lacking or ineffective coping mechanisms Effective coping mechanisms Reactive Calm and maintaining control Fearful Optimistic towards change High anxiety levels Stable and relaxed Maintains influence
  42. 42. Possible risks of very high scores Does not react Not aware of overload Too calm and relaxed Lack of urgency Never reaches decisions Not moving forward Struggle to understand others who stress easily
  43. 43. Optimism • Indicator  of  one’s   positive attitude and outlook on life • Involves remaining hopeful and resilient, despite occasional setbacks
  44. 44. Optimism LOW HIGH Fear worst will happen Positive attitude in face of adversity Pessimistic Hopeful approach to life Uncertain about the future Confident about the future Difficulty seeing the good Sees possibilities
  45. 45. Possible risks of very high scores Unrealistic Does not take things seriously
  46. 46. Are You Up for the Challenge of Developing EQ? Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy. Aristotle
  47. 47. • Don’t  wait  to  find  the  ‘perfect’  opportunity  to  practice   emotional intelligence. • Each moment offers an opportunity to practice – Your next phone call, team meeting, interaction with a client – You will think, feel, decide and act in each of these situations – So chose to try an emotionally intelligent approach Becoming an Emotionally Intelligent Individual
  48. 48. Ask yourself: • How am I feeling? • Why am I feeling this way? • How are these feelings guiding my thinking? • How might my feelings change? • Harness the wisdom of these feelings as you decide and act Becoming an Emotionally Intelligent Individual
  49. 49. DEVELOPING EQ BY CREATING A DESIRED FUTURE STATE
  50. 50. Creating a Desired Future State “Be  the change that you want to see in the  world”   Mahatma Ghandi • Reflect on the above quote and describe the ideal future state for yourself • What do you need to start doing differently?
  51. 51. Memorable  Quotes… If you always do what you have always done, you always get what  you’ve  always  got.    So  if  you  want something different, do something different. Anonymous He who knows others is wise. He who knows himself is enlightened. Lao Tzu Begin challenging your own assumptions. Your assumptions are your windows on the world. Scrub them off every once in a while, or the light won't come in. Alan Alda
  52. 52. Contact Info Sandra van den Ordel Lead  Consultant  ǀ  Industrial  Psychologist sandrav@jvrafrica.co.za

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