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Play Chess Not Checkers: Leverage Your Emotional Intelligence to Influence Your Team
- 1. Leverage Your Emotional Intelligence to Influence Your Team Play Chess Not Checkers Yolanda Fraction, M.Ed.
- 2. Session Objectives By the end of this session, you will be able to: Describe the business case for increased emotional intelligence in leaders Identify a way that you can lead from where you are, whether an individual contributor or manager Describe how you can leverage your emotional intelligence to drive engagement and increase corporate performance
- 4. What is Your Personal Definition of Leadership?
- 5. Leadership is influence, nothing more, nothing less. --John Maxwell
- 7. Increased sales staff productivity by 25% (Hallmark Communities) Improved operational efficiency (AT&T) Reduced turnover from 35% to 5% annually (U.S. Air Force) The Business Case for Emotional Intelligence
- 10. More than __% of workers are disengaged.
- 11. More than 68% of workers are disengaged.
- 12. Leadership is _____% skills and ____% character.
- 13. Leadership is 10% skills and 90% character.
- 14. _____ skills make up the largest competency gap among U.S. workers.
- 15. Soft skills make up the largest competency gap among U.S. workers.
- 16. Change Agents Self-Aware Empathetic Not Perfectionists Balanced Curious Gracious Qualities of People with Emotional Intelligence Important Traits
- 18. Use an online self- assessment
- 21. What Are The Key Takeaways?
- 22. References & Leadership Resources HBR’s 10 Must Reads On Leadership. 1st ed. Boston: Mass.: Harvard Business Review Press, 2011. Print. Goleman, Daniel. Emotional Intelligence. 1st ed. Bantam Books: 1995. Print. Gebelein, Susan H. Successful Manager's Handbook. 1st ed. Personnel Decisions International, 2001. Print. "The Business Case For Emotional Intelligence (EQ)". https://www.talentsmart.com. 2009. Web. 7 June 2017.
- 23. Q & A
Editor's Notes
- Good afternoon everyone, I’m Yolanda Fraction. In the twenty-five minutes that we have together, I will provide an introduction to emotional intelligence in leadership and share ways that you can develop your emotional intelligence to influence your team. Great leaders are strategic and mindful of their actions as in the game of chess, not reactive as in the game of checkers. Let’s take a look at the objectives for today’s session. [1 minute]
- Despite your formal role or position, you can lead from where you are, at any level. This session will introduce you to emotional intelligence and describe the value of emotionally intelligent leaders at all levels. What’s in it for you? The ability to maximize your performance and the performance of others. Take a look at this brief video clip and reflect on your personal definition of leadership. [2 mins.]
- (Play the video clip.) [2 mins.]
- As you watched this video clip, what words came to mind about your personal view of leadership? On your participant guide, take 1 minute to consider and write down your personal definition of leadership and then, we’ll debrief. (Elicit answers. Pause 1 min. for participants to jot down a definition.) Great, it seems as if we have a common definition that includes someone following another…or having an influence on another. [3 minutes]
- Leadership author and coach, John Maxwell states, “Leadership is influence, nothing more, nothing less.” Do you agree with this view of leadership? If “influence” is key to maximizing your followers’ performance, how can leaders leverage emotional intelligence to influence teams, maximizing on-the-job performance? [1 min.]
- Psychologist and emotional intelligence author Daniel Goleman states, “Emotional intelligence distinguishes great leaders from good leaders.” Emotional intelligence is the ability to recognize, understand and influence the emotions of others. When leaders leverage emotional intelligence, they are able to create high-performing teams because they have built trust and fostered a collaborative environment in which the unique contribution of others is valued. [1 min.]
- What is the business case for emotional intelligent? Have can leaders truly create high-performing teams? Hallmark Communities have reported an increase in sales staff productivity. AT&T reported improved operational efficiency and the U.S. Air Force reported a reduced turnover from 35% to 5% annually. [1 min.]
- Self-awareness, self-management, social-awareness and relationship-management are the 4 domains within emotional intelligence. Self-awareness is knowing your emotions, strengths, weaknesses, drives, values and goals—and their impact on your team. Self-Management relates to your ability to manage your emotions in a variety of situations. It includes being able to adapt and handle change. Social awareness includes how you handle others emotions. Are you able to read others emotions and be empathetic? Finally, relationship management is the ability to develop those within your team, work toward a shared goal and address conflicts. [1 min.]
- (Ask rhetorical question, “Why is emotional intelligence important in leadership?”) We’re going to play a quick game to test your knowledge of the importance of emotional intelligence in leadership. Write your answer to the following questions on your participant guide. [30 sec.]
- According to a Gallup study, “State of the Global Workplace” more than ___ % of workers are disengaged. [30 sec.]
- According to a Gallup study, “State of the Global Workplace” more than 68% % of workers are disengaged. [30 sec.]
- What percentage of leadership is skills and what percentage is character? [30 sec.]
- "Leadership is like an iceberg the 10% above water represents skills (doing) and 90% below water represents leadership character (being)." Mark Miller and Ken Blanchard in The Secret: What Great Leaders Know and Do [30 sec.]
- Soft skills make up the largest competency gap among U.S. workers (Adecco Staffing U.S. Report, 2013). [30 sec.]
- Soft skills make up the largest competency gap among U.S. workers (Adecco Staffing U.S. Report, 2013). Soft skills include communication and people skills—skills that we use to interact with colleagues in the workplace. It also includes the ability to manage your supervisor, handle office politics and collaborate with others on a team. [30 sec.]
- Consider 3 character traits of a favorite supervisor, mentor or role model. Did they have these character traits? If so, how did they exhibit the traits? I will never forget the time that my favorite supervisor took me out to lunch during my fellowship program. We sat along the Boston waterfront and talked about her career path and I asked her why she always seemed so content and passionate in her position. She never seemed to have a bad day. She shared with me that she was so thankful for her position and the ability to help me develop as a professional. She saw everyday as another opportunity to inspire me to do my best. My former supervisor, Kacy Hughes, embodies a gracious leader. (Elicit example is time allots) [1 min.]
- You can increase your self-awareness by understanding how people view you—you get a better understanding of your strengths and weaknesses. Daniel Goleman encourages leaders to become more self-aware by taking a 360-degree evaluation by people that you trust and know you well. If you’re a manager, you might ask your team to evaluate you. If you are an individual contributor, you might ask your manager, colleagues or key stakeholders to evaluate you. The focus would be on assessing the core emotional intelligence competencies, not technical skills. [2 mins.]
- There are several online tools that enable you to assess your emotional intelligence. Take a look at Psychology Today, the Institute for Health and Human Potential and Talent Smart. [1 min.]
- Emotionally intelligent leaders have a practice of making strategic, well-informed decisions that are not impulsive. They take into account the best interests of the team and the business. [1 min.]
- The individual in this image is clearly reacting in a negative way and everything about his body language is communicating this emotion. Know your trigger’s and that which will cause to display negative emotions in front of your team. By knowing your triggers, you can intentionally prepare yourself for a reaction. [1 min.]
- (Facilitate open discussion based on the timing) [1 min.]
- [5 mins.]