EQ Workshop for Workplace Success

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Prof Sattar Bawany
CEO & Master Executive Coach, CEE Global
Master Facilitator, HRM Skills/HR Singapore
WORKSHOP
“Emotional Quotient (EQ) for
Workplace Success”
25 June 2014
© Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global)
www.cee-global.com
(HRM Skills is an Affiliate Partner of CEE Global)

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Are You A Tiger Or A Deer?
Every morning in Asia, a tiger wakes up. It knows it
must outrun the slowest deer or it will starve to death.
Every morning in Asia, a deer wakes
up. It knows it must run faster than the
fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when
the sun comes up, you’d better be running…..
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Top – Optimistic
Middle – Realistic
Bottom – Negative,
Pessimistic
Looking at you:
Direct
Devil’s Advocate
Very Detailed:
Analytical
Cautious
Distrustful
Bigger Ears – Better Listener
Little Details:
Ernest
Risk taker
Facing Left:
Traditional
Friendly
Good at
details
Facing Right:
Innovative
Active
Creative
4 Legs:
Secure
Stubborn
Stick to ideals
3 Legs or
Less:
Paranoid of
Change,
Insecure
Long Tail – Good Sex Life
How Well Do You
Know YOURSELF?
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Module 1
INTRODUCTION & OBJECTIVES
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• CEO & Master Executive Coach, CEE Global
• Master Facilitator, HRM Skills/HR Singapore
• Over 25 years’ experience in executive coaching,
facilitation, leadership development and training
• Adjunct Professor teaching international business strategies
and human resource courses
• Assumed senior leadership roles with DBM Asia Pacific,
Mercer Human Resource Consulting, The Hay Group and
Forum Corporation
• A Graduate of Corporate Coach U and certified in MBTI™;
Extended DISC®, and Bar-On Emotional Intelligence
Inventory Assessments EQ-i™ and EQ-360™
About Workshop Facilitator Pg. 75
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S
C
O
P
E
HARE
HALLENGE
PEN MINDED
LAN CHANGES
NJOY OURSELVES
The S.C.O.P.E. Approach
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Format of Workshop
 Input from Facilitator
 Exercises
 Sharing Experience
 Self Reflection
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LEADERSHIP
(KING)
YOU
EYES
HEART
EAR
UNDIVIDED
ATTENTION
How To Benefit From The Program:
ADOPT ‘ACTIVE LISTENING’
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Workshop Agenda Pg. 11
Module 1: Workshop Overview; Introduction & Objectives
Module 2: What is IQ & EQ?
Module 3: Measuring Your EQ
Module 4: EQ and Leadership Effectiveness at the Workplace
Module 5: Developing Your Emotional Intelligence at Work
Module 6: Developing a SMART Personal Action Plan & Close
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Upon completion of the Workshop, the participants
will be able to:
• Understand the Importance of Emotional Intelligence in
Organizations,
• Understand why EQ is critical for great Performance and
Leadership Effectiveness
• To know assess own EQ profile using a EQ self-assessment
tool
• Develop a Personal EQ Development Strategy
• Understand how EQ impact on Leadership Capabilities
• Understand the impact of EQ on Team Effectiveness
Workshop Objectives Pg.. 11
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“I found that for jobs of all kinds, emotional competencies were
twice as prevalent among distinguishing competencies as
were technical skills and purely cognitive abilities combined. In
general the higher a position in an organization, the more EI
mattered: for individuals in leadership positions, 85 percent of
their competencies were in the EI domain." --
Daniel Goleman
"Knowing others and knowing oneself, in one hundred battles
no danger. Not knowing the other and knowing oneself, one
victory for one loss. Not knowing the other and not knowing
oneself, in every battle certain defeat." --
Sun Tzu, The Art of War
Quotable Quotes
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Individual Activity:
Personal Learning Goals (Pg. 12)
 The purpose of this activity is to develop personal
goals for this Workshop.
 Think about what you would like to accomplish
through this Workshop.
 Then list three personal goals for improving your EQ
(social and interpersonal) skills.
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Module 2
IQ AND EQ
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You CAN change this !
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Intelligence Quotient (IQ)
IQ refers to an individual’s logical abilities (or
the cognitive aspects of intelligence) such as
memory, problem solving, how to rationalize
and analyse as well as scholastic abilities
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Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured
as an Emotional Intelligence Quotient (EQ), describes an
ability, capacity, or skill to perceive, assess, and
manage the emotions of one's self, of others, and of
groups
“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 in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
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Emotional Intelligence by Goleman
“The capacity for
recognizing our own
feelings
and those of others, for
motivating ourselves, for
managing emotions well in
ourselves and in our
relationships.”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.
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Harvard Video on
Emotional & Social Intelligence
Interview with Daniel Goleman
(Pg. 22)
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Goleman’s EI Competency Framework
Self Others
AwarenessActions
Positive impact
on others
Self
Awareness
Social
Awareness
Self
Management
Social
Skills
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Goleman’s EI Framework Pg. 24
Self
Awareness
 Emotional Self Awareness
 Accurate Self Assessment
 Self Confidence
Social
Awareness
 Empathy
 Organizational Awareness
 Service Orientation
Self
Management
 Self Control
 Trustworthiness
 Conscientiousness
 Adaptability
 Achievement Orientation
 Initiative
Relationship
Management Visionary Leadership
 Influence
 Developing Others
 Communication
 Change Catalyst
 Conflict Management
 Building Bonds
 Teamwork & Collaboration
Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April
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First,
self
Then
others
1. Self Awareness 2. Self Management
3. Social Awareness 4. Relationship Management
Goleman’s EI Framework Pg. 27
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Self Awareness
Ability to recognise moods, emotions and
drives. Emotional self awareness, accurate
self assessment, self confidence
 I can read and understand my own emotions
 I recognise the impact my emotions have on my work,
relationships etc.
 I know my strengths, limitations, when to ask for help
 I make decisions which are consistent with my values
 I have a strong & positive sense of self-worth.
 Self Awareness
 Self Management
 Social Awareness
 Relationship
Management
Goleman’s EI Framework
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 I control my own disruptive emotions & impulses
 I act with honesty, integrity, & can be trusted by others
 I am conscientious – I manage myself and responsibilities
 I am adaptable, capable of adjusting to changing situations
 I drive myself to meet my internal standard of excellence; I
seize opportunities which come my way.
 Self Awareness
 Self Management
 Relationship
Management
Self Management
Self control, trustworthiness,
conscientiousness, adaptability,
achievement orientation, initiative
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 I am capable of sensing other people’s emotions and taking
these into account
 I try to understand others’ points of view, and take an active
interest in their concerns
 I am able to read the currents of family/organisational/social
life
 I build decision networks and navigate politics
 I am able to recognise and meet customer needs.
 Self Awareness
 Self Management
 Relationship
Management
Social Awareness
Empathy, organisational awareness,
service orientation
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 I can take charge, inspire, persuade, lead with a vision
 I am able to improve the performance of others by providing
feedback and guidance
 I am able to listen to others and to send clear, convincing and
well-tuned messages
 I am proficient at cultivating and maintaining a web of
relationships
 I am competent at promoting cooperation and building teams.
 Self Awareness
 Self Management
 Relationship
Management
Relationship Management
Visionary leadership, influence,
developing others, communication,
change catalyst, conflict management,
building bonds, teamwork &
collaboration
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Emotional Intelligence by BarOn
“The measurement of emotional
intelligence in the workplace is the
first step towards improving it. The
truly intelligent leader is one who is
not only “cogtelligent” (cognitively
intelligent) but also “emtelligent”
(emotionally intelligent).”
Reuven Bar-On is the author of the EQ-i® and the person who coined the term "EQ" in 1985.
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-
Health Systems, Inc..
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BarOn’s EI Framework
• ‘Why do some people have better psychological well-
being than others?’
• ‘What factors contribute to success in life?’
• Defined the first theoretical model and test of emotional
and social intelligence (1987)
• Array of non-cognitive competencies & skills
• Influence ability to succeed in coping with environmental
demands and pressures
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto
ON: Multi-Health Systems, Inc.
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Measure of EI – BarOn EQ-i®
• Intrapersonal - how we deal with and understand
ourselves
• Interpersonal - how we understand and deal with others
• Adaptability - how we deal with a changing environment
• Stress Management - how we manage stress
• General Mood - reflecting our sense of pleasure and
optimism
Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto
ON: Multi-Health Systems, Inc.
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Total EQ
BarOn’s EI Framework Pg.. 26
Intrapersonal
Self Regard
Emotional Self Awareness
Assertiveness
Independence
Self Actualisation
Interpersonal
Empathy
Social responsibility
Interpersonal
relationship
Stress Management
Stress tolerance
Impulse control
Adaptability
Reality testing
Flexibility
Problem solving
General Mood
Happiness, Optimism
Adapted from Stein, S. J. & Book, H. E. (2006). The EQ Edge: Emotional Intelligence and Your Success.
Toronto, ON: Multi-Health Systems, Inc. (Revised and Updated Edition)
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How the Brain Works
 Amygdala
 The brain’s emotional memory bank
 Stores memories (failures and victories); scans incoming
information for threats and opportunities
 What makes us “snap” (e.g. Mike Tyson biting Evander
Hollyfield’s ear, Zinedine Zidane’s Head Butt during World
Cup’s Finals Soccer Match; Road rage)
 “Fight or Flee” Part of the Brain
Amygdala
Thalamus
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1. Have you ever had an ‘Amygdala Hijack’?
2. What would be an example of a mild Amygdala Hijack?
3. What would be an example of an ‘Amygdala Hijack’ in a
performance management session? (For the manager and
the employee receiving feedback)
4. What would be an example of a ‘Amygdala Hijack’ in a team
meeting?
Individual Exercise:
‘Amygdala Hijack’
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Module 3
MEASURING EQ
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Emotional Intelligence
Self-Evaluation
 Refer to Page 32 - 34 of the Workbook
 The purpose of this self-evaluation is
to measure your tendencies and
abilities within various areas of
Goleman’s five areas of emotional
intelligence.
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EI Mini Quiz –
How Emotional Intelligent Are You?
The purpose of the following quiz is to
provide you with an introduction to
Emotional Intelligence (EI)
The results you get from this quiz are
NOT a comprehensive picture of your
EI. If you are interested in testing and
developing your EI, you should contact
us for information on BarOn EQ-i®,
Emotional Quotient Inventory, a tool
designed to be administered by
accredited users only
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Module 4
EQ & LEADERSHIP EFFECTIVENESS
AT THE WORKPLACE
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Video on
‘What is a Good Leader?’
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Individual Exercise:
Your Experience with Emotional
Intelligence
Think of the Best Boss you have ever had
What were this person’s most salient characteristics?
What made them wonderful to work for?
Think of the Worst Boss you have ever had
What were this person’s most salient characteristics?
What made them terrible to work for?
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Importance of EI in Achieving Results
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ/EI Competencies
• Leadership Styles
• Ontological Humility
Organisational Results
Employee Engagement
Organisational Climate
Customer Loyalty
• Customer Satisfaction
• Service Value/ Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013
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"A leader's intelligence has to have a strong
emotional component. He has to have high self-
awareness, maturity and self-control. She
must be able to withstand the heat, handle
setbacks and when those lucky moments arise,
enjoy success with equal parts of joy and
humility. Emotional intelligence is more rare
than book smarts, but it is actually more
important in the making of a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
Leadership and EI
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"Research shows convincingly that EQ is more
important than IQ in almost every role and many
times more important in leadership roles. This
finding is accentuated as we move from the
control philosophy of the industrial age to an
empowering release philosophy of the knowledge
worker age.”
Dr. Stephen Covey,
Author of The 7 Habits of Highly Effective People
Leadership and EI
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 Level 5 Leaders: Not what you think
 Level 1: Highly Capable Individual
 Level 2: Contributing Team Member
 Level 3: Competent Manager
 Level 4: Effective Leader
 Level 5: Executive – Builds enduring greatness through a
paradoxical blend of personal humility and professional
will.
Level 5 Leadership & EQ
Jim Collins, Good to Great; Harper Collins: 2001
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Level 5 Leaders:
 Many people have the potential to be Level 5
 Ambitious for the organisation – not for themselves
 Set up their successors for even greater success
 Display modesty, are self-effacing and understated
 Are driven by a need to produce results
 Credit success to others but take responsibility for failure
 Level 5 leaders score well on EQi
Level 5 Leadership & EQ
Jim Collins, ‘Good to Great’; Harper Collins: 2001
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The Six Leadership Styles Pg. 46
1. Coercive / Commanding: “Do what I tell you”
2. Authoritative / Visionary: “Come with me”
3. Affiliative: “People come first”
4. Democratic: “What do you think?”
5. Pacesetting: “Do as I do, NOW!”
6. Coaching: “Try this”
Goleman, D., Boyatsis, R., & McKee, A. (2004). “Primal Leadership: Learning to Lead with
Emotional Intelligence”. Harvard Business School Press.
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Module 5
DEVELOPING YOUR EMOTIONAL
INTELLIGENCE AT WORK
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Self-Awareness Pg. 50
• Self-awareness means being able to tune into feelings,
senses, appraisals, actions, and intentions and being able
to apply this to how you respond, behave, communicate,
and operate.
• Self-awareness is a characteristic that everyone should
develop as it is apparent in our everyday lives.
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Effective Communication
Communication is the ability to share information with
people and to understand what information and
feelings are being conveyed by others.
Communication can take on many forms including
gestures, facial expressions, signs, vocalizations
(including pitch and tone), in addition to speech and
written communication.
Effective communication is the lifeblood of a
successful organisation.
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The Four Communication Skills Pg. 51
 Encourage
 Reinforcing, empathising, accepting (not
necessarily agreeing with the individual)
 Listening
 Concentrating, suspending judgment, remembering
 Confirming
 Summarising, checking
 Questioning
 Open-ended, closed-ended, high-gain questions
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The Purpose of The Four
Communication Skills
 Encouraging: To keep individuals participating
 Listening: To listen and retain the facts and feelings
expressed by individuals
 Confirming: To clarify your understanding of the facts and
feelings expressed by individuals
 Questioning: To obtain in-depth information about the
situations, issues, perspectives, and values of individuals
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Communication Skills
Confirming:
 Shows that you have been listening and that you
understand the other’s perspective
Confirm by:
 Summarising – restate or paraphrase by listing
important points
 Checking – check for agreement by watching for
nonverbal signals or by asking directly: “Does that
accurately summarise our conversation?”
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Active Listening Skills Test
Pg. 54
The Facilitator will read ten statements and/or
questions. You are to adopt active listening (as the
facilitator will not repeat) and indicate your
response and/or answers in your Workbook.
Instructions:
Individual Activity
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MANAGING CONFLICT WITH EQ
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Five Steps For Resolving
Conflicts: A.G.R.E.E. (See Pg. 59)
 Acknowledge: Acknowledge conflict; all necessary
participants agree to come to the table.
 Ground Rules: Set ground rules for the conflict
resolution.
 Reframe: Reframe the conflict from individual positions
to a neutral, mutually acceptable statement of the
issues.
 Explore: Diverge - Explore a variety of options for
resolving the conflict.
 Evaluate: Converge - Evaluate options and decide on a
solution.
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Group Exercise – Resolving Conflict
Using A.G.R.E.E. Framework
 Step 1: In your group, decide who will play each of the roles described in the
scenario on the following page, including the role of observer.
 Step 2: Use the Preparation Worksheet on Pg. 67 to prepare to play your role.
Observers should review the description of the observer role on Pg. 64.
 Step 3: Why you are meeting: To determine if there is any hope for collaboration.
You want to avoid damaging the community spirit in town. When you are meeting:
Prior to a public meeting of the NOVENA Town Council Meeting.
 Step 4: Play out the scenario with different members of the team assuming the
different roles and start the A.G.R.E.E. process.
 Debrief
 Total: 30 mins (Preparation: 5 mins; AGREE Process: 15 mins and Debrief 10
mins)
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Module 6
SUMMARY & SMART PERSONAL
ACTION PLAN
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Individual Exercise: Creating a
SMART Personal Development Plan
Specific Goal
Measurement When I achieve this goal, I will know I am successful because:
Other people will notice the following difference(s):
Actions What action will I take? What will I do differently?
Reality Check Is this goal achievable?
Why is this goal important?”
What resource(s) do I need? Funding? Support?
Timeline When will I start?
When do I expect to meet my goal?
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If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…
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Coming together is a beginning.
Keeping together is progress.
Working together is success.
- Henry Ford
Final Thoughts…
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EI and the Making of a
Great Leader
“GREAT LEADERS CARE MORE
ABOUT THOSE THEY LEAD THAN
THEMSELVES.”
Visit :
http://www.youtube.com/watch?v=03o1JZ7c7gI
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Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA Asia Pacific
Master Facilitator, HRM Skills/HR Singapore
Email: sattar.bawany@cee-global.com
Articles: http://www.cee-global.com/6/publication
Slideshare: www.slideshare.net/cee-global
LinkedIn: www.linkedin.com/in/ceeglobal
Facebook: www.facebook.com/ceeglobal
Twitter: www.twitter.com/cee_global
Further Dialogue on Social Media
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