Balancing IQ vs EQ in workplace
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The slides explain how to balance IQ vs EQ as employees and managers
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Balancing IQ vs EQ in workplace
- 1. BALANCING IQ VS EQ AT THE WORKPLACE IN HEALTH CARE SETTINGS Dr. Latha Venkatesan Principal Apollo College of Nursing Chennai – 95 Contact No :9282126666 Email:latha6901@yahoo.com
- 6. • Einstein had a high EQ • He was analytical & logical • He learnt new things quickly • But he was UNABLE to relate to people who weren’t as smart as he was
- 7. • Obama has a high EQ • He gets along well with people • He manages his own emotions well which made him highly effective • Although he works with others with higher IQ’s he is able to influence & motivate them.
- 8. What is your IQ?
- 10. Age vs IQ
- 14. 14 WHICH IS MORE IMPORTANT IQ OR EQ ? Intelligence Quotient is a number used to express the apparent relative intelligence of a person and to measure your ability to learn or understand
- 15. IQ represents abilities such as: Visual and spatial processing Knowledge of the world Fluid reasoning Working memory and short-term memory Quantitative reasoning
- 16. Emotional Quotient is a measure of your emotional intelligence or your ability to use both your emotion and cognitive skills in one’s life. WHICH IS MORE IMPORTANT IQ OR EQ ?
- 17. 17 EQ represents abilities such as:
- 18. IQ Gets you through school Trying to convince someone by fact Something you are born with EQ Gets you through life Trying to convince someone by reason Can be learnt/acquired
- 19. IQ v/s EQ (Intelligence Quotient v/s Emotional Quotient) Research shows that IQ can help you to be successful to the extent of 20 percent only in life. The rest of 80 percent success depends on one’s EQ. 80% EQ 20% IQ 19
- 20. “It takes something more than intelligence to act intelligently.” (Fyodor Dostoyevsky)
- 26. HOW TO RAISE YOUR EQ???
- 27. Understand the importance of EQ Recognize & manage your emotions Be aware of your body language Always keep a positive attitude
- 28. Understanding EQ in Yourself and the Workplace Intelligence is not just about managing emotions: It involves engaging a distinct combination of emotional, personal and interpersonal skills and competencies that are essential to your leadership and management success.
- 29. EQ skills to perform better at your workplace 1. Take initiative 2. Act as a team player 3. Be flexible 4. Communicate effectively
- 30. TAKE INITIATIVE Demonstrate responsibility and enthusiasm for your job by striving to go the extra mile. Do tasks without being asked by someone else. Look around, this starts by finishing work without constant reminders from your supervisor. And if you are already in a leadership role, this means setting the example what needs to be done, and do it. Be the owner
- 31. TEAM PLAYER Being a team player is not only being cooperative, but also displaying strong leadership skills when necessary. Practice leading in small group discussions by asking your teammates questions and bringing quieter members into the conversation.
- 32. BE FLEXIBLE Employees who can adapt to any situation are dependable no matter what is thrown at them. Be open and agreeable to other people’s suggestions, respect difference of opinions, accept your mistakes, and show empathy to others. Understand constraints and reasons why someone is unable to stick to a plan and then work to create a new plan if necessary. Adopt agile methods. Be prepared for any breakdowns.
- 33. COMMUNICATE EFFECTIVELY Get to a discussion, write down the key points and send them all over Email, so that people can sign off to what was being said, and everyone is on the same page. Communicate clearly through written, oral, and nonverbal communication. Be concise. .instead of going in loopsArticulate well, be a good listener, and use appropriate body language at all times.
- 34. MANAGERS WITH HIGH IQ & EQ • Less reactive and more responsive • Self-assured, but not arrogant • Collaborative. • Hone their employees’ weaknesses and strengths and foster competence. “Companies with higher empathy are shown to increase in value and generate up to 50% more earnings” (2016 Global Empathy Index, compiled by The Empathy Business, originally published in the Harvard Business Review).
- 35. T.E.A.M • Patrick Lencioni a leader in specialized management-consultant for organizational health and suggests dysfunctional organizations may suffer from T • Trust E • Execution A • Accountability M • Management
- 36. EMOTIONAL SKILLS MANAGERS SHOULD LEARN 36 Emotional Competency MaturitySensitivity
- 37. I. EMOTIONAL COMPETENCY 37 Tackling Emotional Upsets High Self-esteem Handling Egoism Handling Inferiority Complex
- 38. II.EMOTIONAL MATURITY 38 Self-Awareness Developing Others Delaying Gratification Adaptability and Flexibility
- 39. How well we understand ourselves is the basis of successful self management. And the way we can choose effective leadership behaviors to benefit individuals we work with and the organization as a whole.. Self Awareness and Self-Management Competencies
- 40. The Impact of Self Awareness Research supports that Self-Awareness is a necessary underpinning of both Self-Management and Social Awareness
- 41. With self-awareness, a person has 50/50 chance of demonstrating self-management Self-Management Self- Awareness (N = 427, p < .001 (Burckle and Boyatzis, 1999) Without Self-Awareness, a person has virtually no chance of demonstrating Self-Management. Self Awareness & Self Management Yes No Yes 49% 51% No 4% 96% Self - Awareness
- 42. Self Awareness & Social Awareness Yes No Yes 38% 62% No 17% 83% With Self-Awareness, a person has a 38% chance of having Social Awareness Social Awareness Self- Awareness N = 427, p < .001 (Burckle and Boyatzis, 1999)
- 43. III.EMOTIONAL SENSITIVITY 43 Understanding Threshold of Emotional Arousal Empathy Improving Inter-personal Relations Communicability of Emotions
- 44. A shortage of EQ manifests in organizations…… Poor culture High turnover Cold working environment Low loyalty Lack of information sharing No mission focus
- 45. Applying EQ to Address Workplace Challenges An organization that collectively exhibits effective EQ builds capacity for sustainable organizational change and performance. Critical thinking skills Influencing even when you do not have authority Supporting the effectiveness and success of your change initiatives Responding to the intense emotions that accompany transition and change
- 46. Critical Thinking Skills The word “critical” often misleads us to think that critical thinking is only based on soul-less data, information and evidences. Critical thinking is a “reasoned, purposive and introspective approach to solving problems or addressing questions” (Rudd, Baker and Hoover, 2000). Introspection when solving problems as a team includes acknowledging the thoughts of others (Element of EI).
- 47. Influencing even when you do not have authority With authority, you can simply “order” to do what you want. That may not be the most effective leadership strategy; you’ll get what you ask for. But, how to influence someone over whom we have no control, power or authority? First, respect other people’s opinions or thoughts. Don't tell people they are wrong. Be more inclusive, less divisive. Be conversational, not argumentative. Listen more, talk less.
- 48. Supporting the effectiveness and success of your change initiatives Change management focuses on people, and is about ensuring change is thoroughly, smoothly and lastingly implemented. Sponsorship Buy-in Involvement Impact Communication Readiness
- 49. Keep things in perspective and practice the 5 P’s Patience Persistence Practical Positive Purpose. These are basic 5P’s of things to consider that can help you negotiate and navigate your course to the intense emotion that accompany transition & change. Responding to the intense emotions that accompany transition and change.
- 50. Moving Forward – Setting Clear Action Plans for Ongoing EQ Engagement Your EQ learning and development does not end here and now. We must set clear intentions and action plans in maintaining and moving forward. • Integrating your new ways of thinking and acting to enhance your leadership • Building on your strengths and identifying strategic areas for development • Clarifying your vision of success and developing a customized development action plan
- 51. Setting Clear Action Plans for Ongoing EQ Engagement – MANAGER MODEL •Empathy •Self Control •Self Confidence ------------------------------------ •Developing Others •Holding People Accountable •Team Leadership ------------------------------------- •Results Orientation •Initiative •Problem Solving ------------------------------------- •Influencing Others •Fostering Teamwork
- 52. GOOD PRACTICES TO CULTIVATE IN WORKPLACE
- 54. EQ/IQ BALANCING DURING HIRING • Hiring after checking the academic skills experience & following up on references is not always enough. • Adding both EQ and IQ to the process will create balance in any hiring situation.
- 55. Best Practices for Solving an EQ/IQ Imbalance I • Create a management development program II • Pull more high EQs into management III • Establish different career paths for high IQs
- 56. SUMMARY • Life success is a result of many factors. Both IQ and EQ undoubtedly play roles in influencing your overall success. • [ • The greatest benefit may lie in learning to improve skills in multiple areas. • In addition to strengthening certain cognitive abilities, such as your memory and mental focus, you can also acquire new social and emotional skills that will serve you well in many different areas of your life.
Editor's Notes
- People who have been gifted with a high IQ and pursue intellectual interests also tend to be good problem solvers. This means when faced with new situations or challenges they’re able to figure out the best way forward. It’s no wonder that people with a high IQ, and who hold qualifications as well as experience, may often be seen as the most suited to lead teams and organisations. However, sometimes these talented achievers don’t necessarily make for the very best managers.
- Emotional Intelligence refers to a set of emotional and social skills and competencies that influence the way we perceive and express ourselves; develop and maintain social relationships;cope with challenges; and use the information in emotions in effective and meaningful ways.
- The more you communicate with people the more you improve your EQ
- If a co-worker has a large project and you have some time on your hands, volunteer to help. Further, you could seek more challenging work and strive to develop your technical skills and do it. Be the owner .This rarely goes unnoticed.
- Trust: The absence of trust prevents effective teamwork Execution: Fear of conflict and lack of commitment Accountability: Avoiding interpersonal discomfort prevents holding members from holding one another accountable for their behaviors and performance Management: Inattention to Results pursuit of individual goals erodes the focus on collective success Development Cycle
- Goleman recommends skills in “emotional intelligence is a practical skill that everyone can develop. During crises, conflicts, adversarial negotiations, and competition, people with little emotional intelligence quickly reach the limits of their capacity for self-control, self-awareness, self-management, empathy, and collaboration, leading to considerable losses for themselves, other employees, and the organization as a whole.”
- True influence can be seen in great leaders. They represent a segment of the population who depends that he or she will stand up for their rights, their beliefs and their needs
- When initiating a change, the first step is to dig down further to define your specific objectives. Typically, these will cover : Sponsorship - senior level directly or indirectly Buy-in- from those involved and affected Involvement- people from design and implementation Impact-how the changes will affect people. Communication-Telling everyone who's affected about the changes Readiness- to adapt, ensuring they have the right information, training and help
- In addition, keeping an open mind and being curious about the possibilities that change promises, being flexible, staying motivated, and having a sense of humor will buoy your resiliency and help you persevere. Going through transitions that accompany change can be thriving and also difficult. Mastering the art of change over the course of a lifetime provides a great advantage to alter your responses to change in order to create a more satisfying experience.
- Create a management development program – Management tracks set the expectation for high IQs that management will be recruited through an established program. Those who are interested in management can raise their hand to be considered. Career development conversations can then take a different shape – management is no longer the only option for growth, but an option to be considered among others. Pull more high EQs into management – The management development program also gives high EQ talent the skills to understand what it takes to manage people and the nitty gritty details of a high IQ job. High IQs begin to feel that their superiors actually know what they do every day, which gives managers credibility right out of the gate. Not only does this fill the management gap, it sets expectations around career development for everyone in the organization. Establish different career paths for high IQs – High IQ individuals have a high theoretical motivation which sometimes correlates with a low motivation around developing others. Although there are certainly exceptions, management is often not the place for them, so the “typical” career path of promoting high IQs to managers probably won’t make them happy in the long run. Instead, high IQs want to be involved in game-changing projects, to conduct interesting research, and to work in support of compelling missions. Instead of being promoted to manager, they want the opportunity to expand their skill sets and work alongside some of the best minds in the industry. Creating career paths that factor in these considerations goes a long way in retaining high IQs.