Emotional intelligence


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Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions.
Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured.

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  • Mayer and Salovey
  • The nice personality is one of the dangers in creating an EQ instrument--empathy can be faked.
  • Don’t interpret “dysfunction” too clinically. Many of the items on the list represent our daily challenges. The message is, when any or several of these exceed our capacity for acceptable behavior we need help. At that point, too, we would be the last person to recognize the problem. It is therefore important for supervisors and trusted coworkers to recognize the behaviors associated with “going overboard”.
  • Social Competence Social Awareness empathy service orientation developing others leveraging diversity political awareness Social Skills influence communication leadership change catalyst conflict management building bonds collaboration and cooperation team capabilities Available from www.eiconsortium.org First quote taken from Goleman, D. (1999). Guidelines for best practices for emotional intelligence training . American Society for Training and Development International Conference, Atlanta, GA, May 1999.
  • In “ differentiating between emotion and the need to take action” add two subcomponents: promoting action in response to sadness/depress inhibiting action in response to anger/hostility “ Gut feelings” are somatic markers. A neurobiological understanding of how unconscious and conscious use of “gut feelings” can effectively guide decisions. Could this be the essence of wisdom?
  • Daniel Goleman and several other authors are working on a test to measure and / or map an Emotional Quotient. As of Spring 1999, they were still running test populations. You will find several such sources on the Internet, offering for large amounts of money to test your emotional intelligence. Right now, I see such tests as a waste of money. Spend your efforts in getting people to understand and apply the concepts.
  • It takes hard work to unlearn an existing habit and propel yourself forward to learn a new habit and make it your own.
  • Mayer, J.D., and Salovey, P. (1995.) Emotional intelligence and the construction and regulation of feelings. Applied and Preventive Psychology , 4, 197-208.
  • In neurobiological terms also referred to as “somatic markers.”
  • Quickly relate the social relationships and managing emotions in others topic to Office of Personnel Management Executive Core Qualifications (ECQ’s) and to Army Values as exemplified by FM 22-100; leadership; duty; respect; selfless service; honesty; integrity; personal courage. This ground will be covered more thoroughly in a later slide dealing with organizations and EI.
  • Making criticism constructive is an example. See Weisinger, H. Ph.D. (1998.) Emotional intelligence at work. San Francisco: Jossey-Bass.
  • Recent research explores abuse-driven brain changes. In the relation between early abuse and dysfunction of the limbic system; Patients with abuse scored higher on a temporal lob epilepsy-related symptoms checklist; patients with sexual abuse scored significantly higher yet. Maltreatment before age 18 has more impact than later abuse; males and females were similarly affected. Researchers hypothesize that adequate nurturing and the absence of intense early stress permits brains to develop in a manner that is less aggressive and more emotionally stable, social, empathic and hemispherically integrated (75.) Teicher, M.H. (march 2002.) Scars that won’t heal: The neurobiology of child abuse . Scientific American. 68-75
  • Emotional intelligence

    2. 2. What Is Intelligence? <ul><li>American Heritage Dictionary </li></ul><ul><ul><li>Capacity to acquire and apply knowledge. </li></ul></ul><ul><ul><li>The faculty of thought and reason. </li></ul></ul><ul><ul><li>Superior powers of the mind. </li></ul></ul><ul><li>Robert Sternberg (Beyond IQ, 1985) </li></ul><ul><ul><li>Intelligence is what we measure with tests. </li></ul></ul><ul><li>Howard Gardner (Multiple Intelligences, 1993) </li></ul><ul><ul><li>Intelligence is the ability to solve problems </li></ul></ul><ul><ul><li>or fashion products of consequence. </li></ul></ul>
    3. 3. <ul><li>You will know the definition of EI and why it matters </li></ul><ul><li>We will be presenting two models of EI </li></ul><ul><li>What’s the research on the relationship between EI and job performance </li></ul><ul><li>How you can use emotions to achieve your objective </li></ul><ul><ul><ul><li>define emotional intelligence </li></ul></ul></ul><ul><ul><ul><li>be aware of the different models of emotional intelligence. </li></ul></ul></ul><ul><ul><ul><li>describe the relationship between EI and job performance </li></ul></ul></ul><ul><ul><ul><li>use emotions to achieve your objectives </li></ul></ul></ul>Objectives
    4. 4. Simple Definition <ul><li>Ability to manage emotions in one’s self and in </li></ul><ul><li>others in order to reach desired outcomes. </li></ul><ul><li>or </li></ul><ul><li>The simplest definition is the ability to </li></ul><ul><li>understand emotions as they happen, and the </li></ul><ul><li>using that emotion effectively. </li></ul>
    5. 5. What is Emotional Intelligence? <ul><li>Emotional intelligence is a person’s ability to understand their own emotions, the emotions of others, and to act appropriately using these emotions. </li></ul><ul><li>Emotional intelligence never stops growing. Because we are always evolving as people, EQ is something that must be nurtured. </li></ul>
    6. 6. How IQ Differs <ul><li>IQ </li></ul><ul><ul><li>Measure of an individual’s personal information bank </li></ul></ul><ul><ul><li>Memory, vocabulary and visual motor skills </li></ul></ul><ul><ul><li>IQ is set and peaks at age 17 </li></ul></ul><ul><ul><li>Remains constant through adulthood </li></ul></ul>
    7. 7. IQ contributes only about 20% to success in life
    8. 8. Why do people with high IQs not always succeed?
    9. 10. EQ & IQ EQ ≠ IQ Emotional Experiential Cognitive Academic
    10. 11. EI Competencies <ul><li>Interpersonal Communication Under Stress </li></ul><ul><ul><li>Assertion Personal Leadership </li></ul></ul><ul><ul><li>Comfort ● Empathy ● Decision Making ● Leadership </li></ul></ul><ul><li>Self Management in Life and Career </li></ul><ul><ul><li>Drive Strength ● Time Management ● Commitment Ethic ● Positive Personal Change </li></ul></ul><ul><li>Intrapersonal Development </li></ul><ul><ul><li>Self-Esteem ● Stress Management ● Anxiety Management ● Anger Management </li></ul></ul>
    11. 12. Illustrative Example of EQ and IQ <ul><li>Suppose you are brilliant in a particular domain of study. </li></ul><ul><li>Or suppose you happen to have a great idea for a project (or both). </li></ul><ul><li>What kinds of emotional and cognitive intelligence are needed to see the project through to completion? </li></ul>
    12. 13. Best and Worst <ul><li>5 words to describe your best boss or coworker </li></ul><ul><li>5 words to describe your worst boss or coworker </li></ul><ul><li>Ask for a volunteer and record on response list for each high and low </li></ul><ul><li>Give out Signs of High and Low </li></ul><ul><li>Conclude by matching some words on flip chart to handout </li></ul>
    13. 14. Emotional Intelligence <ul><li>Seen as the fundamental key to success and leadership - and it can be learned! </li></ul><ul><li>Working with people </li></ul><ul><ul><li>Not just about being nice </li></ul></ul><ul><ul><li>Managing one’s own emotions </li></ul></ul><ul><ul><li>Ability to handle encounters </li></ul></ul><ul><ul><li>Teamwork </li></ul></ul><ul><ul><li>Leadership </li></ul></ul>
    14. 15. job success, not survival <ul><li>Today's great growth and prosperity is running parallel to some of the highest rates of job turnovers. </li></ul><ul><li>Just because you work hard does not mean you will rise to the top or that the job is secure. </li></ul>
    15. 16. <ul><li>The more complex the job, the more EQ (EI) matters!! </li></ul>
    16. 17. EI Model Intrapersonal Knowing and managing yourself Interpersonal People skills – the ability to interact and get along with others Stress Management Ability to tolerate stress and control impulses Adaptability Ability to be flexible and realistic, to solve a range of problems as they arise
    17. 18. Intrapersonal <ul><li>Self-Awareness – the ability to recognize how you’re feeling and why you’re feeling that way and the impact your behavior has on others </li></ul><ul><li>Assertiveness – the ability to clearly express your thoughts and feelings, stand your ground and defend a position </li></ul><ul><li>Independence – the ability to be self-directed and self-controlled, to stand on your own two feet </li></ul>
    18. 19. Intrapersonal, cont. <ul><li>Self-Regard – the ability to recognize your strengths and weaknesses and to feel good about yourself despite your weaknesses </li></ul><ul><li>Self-Actualization – the ability to realize your potential and feel comfortable with what you achieve at work and in your personal life </li></ul>
    19. 20. Interpersonal <ul><li>Empathy – the ability to understand what others might be feeling or thinking, viewing the world through another person’s eyes </li></ul><ul><li>Social Responsibility – the ability to be a cooperative and contributing of your social group </li></ul><ul><li>Interpersonal Relationships – the ability to forge and maintain relationships that are mutually beneficial and marked by give and take and a sense of emotional closeness </li></ul>
    20. 21. Adaptability <ul><li>Reality Testing – the ability to see things as they actually are, rather than the way you wish or fear they might be </li></ul><ul><li>Flexibility – the ability to adjust your feelings, thoughts, and actions to changing conditions </li></ul><ul><li>Problem Solving – the ability to define problems, then move to generate and implement effective, appropriate solutions </li></ul>
    21. 22. Competencies Model
    22. 23. Mayer & Salovey’s Ability Model
    23. 24. Identify emotions <ul><li>Identify how you feel </li></ul><ul><li>Identify how others feel </li></ul><ul><li>Sense emotions in music </li></ul><ul><li>Sense emotions in art </li></ul><ul><li>Detect real vs fake emotions - accuracy </li></ul>
    24. 25. Basic emotions with very clear facial signals <ul><li>Anger </li></ul><ul><li>Sadness </li></ul><ul><li>Fear </li></ul><ul><li>Surprise </li></ul><ul><li>Disgust </li></ul><ul><li>Happiness </li></ul>
    25. 26. Understand Emotions <ul><li>Recognizes what events are likely to trigger different emotions </li></ul><ul><li>Knows that emotions can combine to form complex blends of feelings </li></ul><ul><li>Realizes that emotions can progress over time and transition from one to another </li></ul><ul><li>Provides a rich emotional vocabulary for greater precision in describing feelings and blends of feelings </li></ul>
    26. 27. What Does “Use Emotion” Entail? <ul><li>The capacity to generate and feel an emotion in order to focus attention, reason, and communicate. </li></ul><ul><li>The capacity to use emotion to influence cognitive processes such as decision making, deductive reasoning, creativity, and problem solving. </li></ul>
    27. 28. Happiness <ul><li>Up-side </li></ul><ul><li>Generate new ideas </li></ul><ul><li>Think in new ways </li></ul><ul><li>Be creative </li></ul><ul><li>Enhance “big-picture” thinking </li></ul><ul><li>Enhance decision-making abilities </li></ul><ul><li>Downside </li></ul><ul><li>More problem-solving errors </li></ul>
    28. 29. Manage Emotions <ul><li>Stay open to feelings </li></ul><ul><li>Blend emotions with thinking </li></ul><ul><li>Reflectively monitor emotions </li></ul>
    29. 30. Manage Emotions <ul><li>Research findings: </li></ul><ul><li>Significant relationship between managing emotions ability and burnout and mental health </li></ul><ul><li>Teams with higher scores for managing emotions received higher performance rankings </li></ul>
    30. 32. EQ Value <ul><li>Creativity </li></ul><ul><li>Stress Management </li></ul><ul><li>Decision Making </li></ul><ul><li>Relationship Building </li></ul><ul><li>Can be enhanced </li></ul><ul><li>What else is important to you? </li></ul>
    31. 33. Emotional Intelligence Profile TAMUK First-Year Student Profile
    32. 34. Emotional Intelligence Profile Academic At-Risk Profile
    33. 35. Emotional Intelligence Profile A Profile of Emotional Skills Develop Strengthen Enhance Interpersonal Skills: Assertion 9 12 15 18 21 24 27 30 33 36 Leadership Skills: Comfort 5 7 9 11 13 15 17 19 21 23 24 Leadership Skills: Empathy 6 8 10 12 14 16 18 20 22 24 Leadership Skills: Decision Making 5 8 10 12 14 16 18 20 22 24 Leadership Skills: Leadership 4 6 9 11 13 15 17 39 44 49 Self Management: Drive Strength 10 14 18 22 26 30 34 38 42 44 46 50 Self Management: Time Management 5 8 10 12 14 16 18 20 22 24 Self Management: Commitment Ethic 8 10 12 14 16 18 20 22 24 Intrapersonal: Self Esteem 9 18 23 26 29 32 35 39 42 45 48 50 Intrapersonal: Stress Management 4 9 14 19 24 29 34 39 44 49 Low Normal High Potential Problem Area: Aggression 2 4 6 8 11 15 19 24 28 35 Potential Problem Area: Deference 2 4 6 10 14 18 22 26 30 32 36 Potential Problem Area: Change Orientation 1 3 5 7 9 11 13 16 18 21 24 High Achieving Profile
    34. 36. You are in a meeting when a colleague takes credit for the work you have done. What do you do? <ul><li>Immediately confront the colleague saying that you did </li></ul><ul><li>the research? </li></ul><ul><li>B. After the meeting, take the colleague aside & tell </li></ul><ul><li>him/her that in the future you would appreciate credit </li></ul><ul><li>for the work you did. </li></ul><ul><li>C. Nothing. It’s best not to embarrass colleagues in public. </li></ul><ul><li>After the colleague speaks, publicly thank him/her for </li></ul><ul><li>referencing your work & provide additional details about </li></ul><ul><li>the work. </li></ul>
    35. 37. Situation: Your boss has assigned you your first big project, and the success or failure of the project could make or break your career. <ul><li>Your Response: </li></ul><ul><li>A. You push it aside, you'll get to it later. </li></ul><ul><li>B. You spend the next week planning the project out in careful detail before telling anybody. </li></ul><ul><li>C. You take a few minutes to relax, give yourself time to think, bounce ideas off a colleague, and decide to pursue the idea that makes you feel most confident. </li></ul><ul><li>D. You get nervous and pace. Nervous energy helps fuel the process. </li></ul>
    36. 38. Situation: You find out that the promotion you were hoping for was given to someone else. <ul><li>Your Response: </li></ul><ul><li>You forget about it. You didn't want the job that much anyway. </li></ul><ul><li>You lock yourself in your office and cry. </li></ul><ul><li>You obsess over what the other person had that you didn't and compare yourself to him or her unmercifully. </li></ul><ul><li>You continue to do your best; you know the next promotion is yours. </li></ul>
    37. 39. EI TEST <ul><li>YOU ARE ON AN AIRPLANE THAT SUDDENLY HITS EXTREMELY BAD TURBULENCE AND BEGINS ROCKING FROM SIDE TO SIDE. WHAT DO YOU DO? </li></ul><ul><li>Continue to read your book or magazine, or watch the movie, trying to pay little attention to the turbulence. </li></ul><ul><li>Become vigilant for an emergency, carefully monitoring the stewardesses and reading the emergency instructions card. </li></ul><ul><li>A little of both a and b. </li></ul><ul><li>Not sure - never noticed. </li></ul>
    38. 40. <ul><li>You are in a meeting when a colleague takes credit for work that you have done. What do you do? </li></ul><ul><li>Immediately and publicly confront the colleague over the ownership of your work. </li></ul><ul><li>After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. </li></ul><ul><li>Nothing, it's not a good idea to embarrass colleagues in public. </li></ul><ul><li>After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish. </li></ul>EI TEST
    39. 41. <ul><li>You are a customer service representative and have just gotten an extremely angry client on the phone. What do you do? </li></ul><ul><li>Hang-up. It doesn't pay to take abuse from anyone. </li></ul><ul><li>Listen to the client and rephrase what you gather he is feeling. </li></ul><ul><li>Explain to the client that he is being unfair, that you are only trying to do your job, and you would appreciate it if he wouldn't get in the way of this. </li></ul><ul><li>Tell the client you understand how frustrating this must be for him, and offer a specific thing you can do to help him get his problem resolved. </li></ul>EI TEST
    40. 42. EI TEST <ul><li>You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C- on the midterm. What do you do? </li></ul><ul><li>Sketch out a specific plan for ways to improve your grade and resolve to follow through. </li></ul><ul><li>Decide you do not have what it takes to make it in that career. </li></ul><ul><li>Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other classes where your grades are higher. </li></ul><ul><li>Go see the professor and try to talk her into giving you a better grade. </li></ul>
    41. 43. <ul><li>You are a manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear someone telling a racist joke. What do you do? </li></ul><ul><li>Ignore it - the best way to deal with these things is not to react. </li></ul><ul><li>Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. </li></ul><ul><li>Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. </li></ul><ul><li>Suggest to the person telling the joke he go through a diversity training program. </li></ul>EI TEST
    42. 44. EI TEST <ul><li>You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty-handed. What do you do? </li></ul><ul><li>Call it a day and go home early to miss rush-hour traffic. </li></ul><ul><li>Try something new in the next call, and keep plugging away </li></ul><ul><li>.List your strengths and weaknesses to identify what may be undermining your ability to sell. </li></ul><ul><li>Sharpen up your resume. </li></ul>
    43. 45. <ul><li>You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. What do you do? </li></ul><ul><li>Tell her to forget about it-she's OK now and it is no big deal. </li></ul><ul><li>Put on one of her favorite tapes and try to distract her. </li></ul><ul><li>Join her in criticizing the other driver. </li></ul><ul><li>Tell her about a time something like this happened to you, and how angry you felt, until you saw the other driver was on the way to the hospital. </li></ul>EI TEST
    44. 46. EI TEST <ul><li>A discussion between you and your partner has escalated into a shouting match. You are both upset and in the heat of the argument, start making personal attacks which neither of you really mean. What is the best thing to do? </li></ul><ul><li>Agree to take a 20-minute break before continuing the discussion. </li></ul><ul><li>Go silent, regardless of what your partner says. </li></ul><ul><li>Say you are sorry, and ask your partner to apologize too. </li></ul><ul><li>Stop for a moment, collect your thoughts, then restate your side of the case as precisely as possible. </li></ul>
    45. 47. <ul><li>You have been given the task of managing a team that has been unable to come up with a creative solution to a work problem. What is the first thing that you do? </li></ul><ul><li>Draw up an agenda, call a meeting and allot a specific period of time to discuss each item. </li></ul><ul><li>Organize an off-site meeting aimed specifically at encouraging the team to get to know each other better. </li></ul><ul><li>Begin by asking each person individually for ideas about how to solve the problem. </li></ul><ul><li>Start out with a brainstorming session, encouraging each person to say whatever comes to mind, no matter how wild. </li></ul>EI TEST
    46. 48. EI TEST <ul><li>10. You have recently been assigned a young manager in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? </li></ul><ul><li>Accept that he &quot;does not have what it take to succeed around here&quot; and find others in your team to take on his tasks. </li></ul><ul><li>Get an HR manager to talk to him about where he sees his future in the organization. </li></ul><ul><li>Purposely give him lots of complex decisions to make so that he will become more confident in the role. </li></ul><ul><li>Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor. </li></ul>
    47. 49. Answers to Quiz <ul><li>Not D, 10 pts. for ABC </li></ul><ul><li>B – 5 pts. D – 10 pts. </li></ul><ul><li>B – 5 pts. D – 10 pts. </li></ul><ul><li>A – 10 pts. C – 5 pts. </li></ul><ul><li>B – 5 pts. C – 10 pts. D – 5 pts. </li></ul><ul><li>B – 10 pts. C – 5 pts. </li></ul><ul><li>C – 5 pts. D – 10 pts. </li></ul><ul><li>A – 10 pts. </li></ul><ul><li>B – 10 pts. D 5 pts. </li></ul><ul><li>B – 5 pts. D – 10 pts. </li></ul>
    48. 50. Emotional intelligence is the ability to think constructively and act wisely! EI Cognitive Mind Emotional Mind Appropriate Behavior
    49. 51. What is Emotional Intelligence <ul><li>Emotional intelligence is a confluence of developed skills and abilities that facilitate (a) the accurate knowledge and value of self, as well as responsible actions based on personal worth and dignity; (b) a variety of strong, healthy relationships; (c) the ability to work well with others; and (d) productive reactions to the demands and pressures of every day life and work. </li></ul><ul><li>Nelson & Low, 2003 </li></ul>
    50. 52. EQ & Internal Dialogue Activating Event Emotional or Behavioral Response Beliefs Thoughts Values Cognitive Structures The tools that each of us develop in order to modify our patterns of response. The Emotional Learning System (ELS) provides a model for changing our thoughts in order to learning to think more constructively and act more wisely. Change
    51. 53. Learn 4 Apply 5 Explore 1 Identify 2 Understand 3 The Emotional Learning System
    52. 54. The Emotional Intelligence Assessment Process (ESAP) <ul><li>Four competence areas </li></ul><ul><ul><li>Interpersonal Communication  </li></ul></ul><ul><ul><li>Personal Leadership  </li></ul></ul><ul><ul><li>Self-Management </li></ul></ul><ul><ul><li>Intrapersonal Skills </li></ul></ul><ul><li>Three potential problem areas </li></ul><ul><ul><li>Aggression  </li></ul></ul><ul><ul><li>Deference  </li></ul></ul><ul><ul><li>Change Orientation  </li></ul></ul>
    53. 55. The danger of the nice personality <ul><li>Have you ever met a nice person, but the “bells have gone off?” </li></ul><ul><li>Charisma draws in but not always to desired ends, e.g., Hitler, Jim Jones. </li></ul><ul><li>Empathy can be faked; so can other emotions. </li></ul>The art of social relationships--managing emotions in others
    54. 56. Interpersonal Communication Under Stress <ul><li>Assertion (skill) </li></ul><ul><li>Aggression (potential problem) </li></ul><ul><li>Deference (potential problem) </li></ul>Communication Continuum Assertion Deference Aggression
    55. 57. Dysfunction at Work <ul><li>Is the person in the wrong job? </li></ul><ul><li>Does the job require the person to be difficult? </li></ul><ul><li>What is remarkable about the group dynamics of the organization? </li></ul><ul><li>What about individuals, personal and interpersonal? </li></ul>
    56. 58. Some Gender Differences <ul><li>More willing to compromise social connectedness for independence </li></ul><ul><li>Not as good as women at this </li></ul><ul><li>Less adept than women overall </li></ul><ul><li>More physiologically overwhelmed by marital conflict </li></ul><ul><li>Greater need for connectedness </li></ul><ul><li>Have a wider range of emotions </li></ul><ul><li>Better at reading emotions </li></ul><ul><li>Better at developing social strategies overall </li></ul><ul><li>Perhaps more engaged in marital conflict </li></ul>
    57. 59. Emotion related dysfunction <ul><li>all or nothing thinking </li></ul><ul><li>overgeneralization </li></ul><ul><li>excessive worrying </li></ul><ul><li>worrying as magical thinking </li></ul><ul><li>disqualifying the position </li></ul><ul><li>jumping to negative conclusions </li></ul><ul><li>“ should” statements </li></ul><ul><li>labeling & mislabeling </li></ul><ul><li>criticism; contempt </li></ul><ul><li>Impacts on physical health </li></ul><ul><ul><li>cardiovascular disease </li></ul></ul><ul><ul><li>progression of diabetes </li></ul></ul><ul><ul><li>progression of cancer </li></ul></ul><ul><ul><li>onset of hypertension </li></ul></ul><ul><li>Impacts on relationships </li></ul><ul><li>Impacts on mental health </li></ul><ul><li>personalization </li></ul><ul><li>stonewalling </li></ul>Excessive hostility kills
    58. 60. Is the person in the wrong job? An introvert, highly intuitive who doesn’t follow through administratively. Someone who wanted to with numbers; now is supervising people Does the job require the person to be difficult? Are they doing someone else’s dirty work? What about the group dynamic? Is someone a prima donna--strong minded, runs rough shod over everyone else?
    59. 61. Personal & Interpersonal “ loose cannon” needs to be able to control intimidated temper and fear; be overwhelmed confident & assertive diffident --useful tools are 360 o ; videotaping behavior, executive coach
    60. 62. Some Business Examples <ul><li>Airlines are similar in price structure. The competitive edge = how well personnel treat passengers </li></ul><ul><li>Others/Yours? </li></ul><ul><ul><li>Implementing credit card use </li></ul></ul><ul><ul><li>Getting contractors paid when the system won’t work </li></ul></ul>
    61. 63. Importance of EI in Organizations <ul><li>The higher you go, the more EI matters--the more SOCIAL COMPETENCE matters </li></ul><ul><li>SES ECQ’s </li></ul><ul><ul><li>influence, communication, leadership, change catalyst, conflict management, building bonds, collaboration and cooperation; team capabilities </li></ul></ul><ul><li>Army Values </li></ul><ul><ul><li>leadership, duty, respect, selfless service, honor, integrity, personal courage </li></ul></ul>
    62. 64. Importance of EI to Organizations, too <ul><li>50% of work satisfaction is determined by the relationship a worker has with… his/her boss. </li></ul><ul><li>EI is a prerequisite for effective leadership across borders. </li></ul><ul><ul><li>Requires a high level of self-mastery and people skills; ability to put yourself into the positions of others. </li></ul></ul>
    63. 65. If we knew nothing about a store except that employee attitudes had improved 5%, we could predict that its revenue would rise .5% above what it otherwise would have been. --Sears executive, Harvard Business Review, January, 1998
    64. 66. Nine Strategies for Taking the time for mindfulness Recognizing and naming emotions Understanding the causes of feelings Differentiating between emotion and the need to take action Preventing depression through “learned optimism” Managing anger through learned behavior or distraction techniques Listening for the lessons of feelings Using “gut feelings” in decision making Developing listening skills Promoting Emotional Intelligence
    65. 67. There are instruments to measure EI... <ul><li>Take time for mindfulness </li></ul><ul><li>Recognize and name emotions </li></ul><ul><li>ID the causes of feelings </li></ul><ul><li>Differentiate having the emotion and doing something about it </li></ul><ul><li>Learn optimism to challenge distortion </li></ul><ul><li>Learn distraction techniques </li></ul><ul><li>Listen to voice of experience </li></ul><ul><li>Develop Listening skills </li></ul>
    66. 68. What is Training in EI Worth? Increases retention. Decreases absenteeism. Increases overall organizational growth. Could increase production as much as 20% Current estimates to American Business: Losing between $5.6 and $16.8 Billion annually
    67. 69. A one-day won’t do it. Unlearn old habits
    68. 70. Emotional development <ul><li>We develop external strategies first </li></ul><ul><li>Then we develop social strategies </li></ul><ul><li>Girls do better at developing strategies overall </li></ul>The more strategies the better Managing one’s own emotions
    69. 71. Using emotions to maximize intellectual processing and decision making <ul><li>As a person matures, emotions begin to shape and improve thinking by directing a person’s attention to important changes, (e.g., a child worries about his homework while continually watching TV. A teacher becomes concerned about a lesson that needs to be completed for the next day. The teacher moves on to complete the task before concern takes over enjoyment. </li></ul>Mayer and Salovey, 1995 self motivation
    70. 72. Utilizing mild emotional swings to perform one’s options more effectively <ul><li>“ Gut feeling ” can be used to effectively guide decisions --a neurological understanding of how unconscious and conscious gut feelings guide decisions, e.g., when prioritizing, emotions help move the decisions. </li></ul>Using emotions to maximize intellectual processing and decision making <ul><ul><li>Harness emotions to promote or hinder </li></ul></ul><ul><li>motivation . (Anxiety, hostility, sadness) </li></ul><ul><ul><li>Emotional swings to increase the accuracy </li></ul></ul><ul><ul><li>of one’s perspective on future events. </li></ul></ul>
    71. 73. Developing empathy <ul><li>Empathy is the ability to recognize another’s emotional state , which is very similar to what you are experiencing . </li></ul><ul><li>In research on married couples, empathy appears to include matching the physiological changes of the other person. </li></ul>social awareness
    72. 74. Developing empathy links to <ul><li>Greater emotional stability </li></ul><ul><li>Greater interpersonal sensitivity </li></ul><ul><li>Better school performance </li></ul>Developing empathy
    73. 75. The art of social relationships--managing emotions in others <ul><li>To excel at people skills means having and using the competencies to be an effective friend, negotiator, and leader . One should be able to guide an interaction, inspire others, make others comfortable in social situations, and influence and persuade others. </li></ul>social skills
    74. 76. The subtle and complex abilities which underlie people skills <ul><li>Being attuned to others’ emotions </li></ul><ul><li>Promoting comfort in others through the proper use of display rules </li></ul><ul><li>Using own emotional display to establish a sense of rapport </li></ul>The art of social relationships--managing emotions in others
    75. 77. The development of EI <ul><li>A genetic contribution is likely </li></ul><ul><li>They are not destiny (timidity) </li></ul><ul><li>Early expression of emotion by parents helps learning </li></ul><ul><li>Early abuse hinders learning </li></ul><ul><li>Poor ability to read others’ emotion may lead to the development of poor social skills. </li></ul>