The OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.
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 OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.
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.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Meaning and concept of Emotional Intelligence, characteristics, EI Competencies and behavioral indicators, role of teachers in promoting emotional intelligence in students.
Emotional Quotient is the ability to sense, understand and effectively apply the power and acumen of emotions to facilitate high levels of collaboration and productivity.
Contents:
-Meaning of emotional intelligence
-Clarified misconceptions about EQ
-Five elements of EQ
-Capacities of emotionally intelligent persons
-Emotional Style
-Intelligence Quotient VS Emotional Quotient (IQ vs. EQ)
-Introvert and Extrovert
-Hidden benefits of introverted temperament
Managerial Emotional Intelligence by Adetoun OmoleAdetoun Omole
Today's People Manager must possess a great 'dose' of Emotional Intelligence (E.I) to excel. Find out the benefits of (E.I) and lots more from this presentation... Take Charge! Adetoun Omole (ACIPM)
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
Emotional Intelligence plays a very important role in Leadership Development and Succession Planning. It's about developing empathy and supporting your colleagues by partnering with them.
Meaning and concept of Emotional Intelligence, characteristics, EI Competencies and behavioral indicators, role of teachers in promoting emotional intelligence in students.
Emotional Quotient is the ability to sense, understand and effectively apply the power and acumen of emotions to facilitate high levels of collaboration and productivity.
Contents:
-Meaning of emotional intelligence
-Clarified misconceptions about EQ
-Five elements of EQ
-Capacities of emotionally intelligent persons
-Emotional Style
-Intelligence Quotient VS Emotional Quotient (IQ vs. EQ)
-Introvert and Extrovert
-Hidden benefits of introverted temperament
Managerial Emotional Intelligence by Adetoun OmoleAdetoun Omole
Today's People Manager must possess a great 'dose' of Emotional Intelligence (E.I) to excel. Find out the benefits of (E.I) and lots more from this presentation... Take Charge! Adetoun Omole (ACIPM)
A R T I C L EWhat Makes a Leaderby Daniel GolemanP .docxransayo
A R T I C L E
What Makes a Leader?
by Daniel Goleman
P R O D U C T N U M B E R 3 7 9 0
New sec tions to
g u i d e yo u t h ro u g h
t h e a r t i c l e :
• The Idea in Br ie f
• The Idea a t Wo r k
• E x p l o r i n g Fur t h e r . . .
What distinguishes
the outstanding leader
from the merely adequate?
Emotional intelligence—
a power ful combination
of self-management skills
and the ability to work
with others.
HBR
OnPoint
F R O M T H E H A R V A R D B U S I N E S S R E V I E W
A to define the ideal leader, many
would emphasize traits such as intelligence,
toughness, determination, and vision. Often
left off the list are softer, more personal quali-
ties—but recent studies indicate that they are
also essential. Although a certain degree of
analytical and technical skill is a minimum
requirement for success, what is called
“emotional intelligence” may be the key
attribute that distinguishes outstanding per-
formers from those who are merely adequate.
For example, in a 1996 study of a global food
and beverage company, where senior managers
had a certain critical mass of emotional intelli-
gence, their divisions outperformed yearly
earnings goals by 20%. Division leaders without
that critical mass underperformed by almost
the same amount.
What Makes a Leader?T H E I D E A I N B R I E F
T are five components to emotional
intelligence: self-awareness, self-regulation,
motivation, empathy, and social skill. All five
traits sound desirable to just about everyone.
But organizations too often implicitly discour-
age their people from developing them.
Self-management skills
1. Self-awareness. Emotional intelligence
begins with this trait. People with a high
degree of self-awareness know their weak-
nesses and aren’t afraid to talk about them.
Someone who understands that he works
poorly under tight deadlines, for example,
will work hard to plan his time carefully,
and will let his colleagues know why. Many
executives looking for potential leaders
mistake such candor for “wimpiness.”
2. Self-regulation. This attribute flows from
self-awareness, but runs in a different direc-
tion. People with this trait are able to con-
trol their impulses or even channel them
for good purposes.
3. Motivation. A passion for achievement for
its own sake—not simply the ability to
respond to whatever incentives a company
offers—is the kind of motivation that is
essential for leadership.
The ability to relate to others
4. Empathy. In addition to self-management
skills, emotional intelligence requires a
facility for dealing with others. And that
starts with empathy—taking into account
the feelings of others when making deci-
sions—as opposed to taking on everyone’s
troubles.
5. Social skill. All the preceding traits culmi-
nate in this fifth one: the ability to build
rapport with others, to get them to cooper-
ate, to move them in a direction you desire.
Managers .
Emotional intelligence in the workplace - Deniel Goleman .pptxPraveenDhote4
Without much emotional intelligence, you can't be a successful leader.
In this ppt we cover
How does emotional intelligence help to improve workplace relations?
Introduction of Emotional Intelligence?
5 Components of emotional intelligence?
- self-awareness - self-regulation - Motivation - Empathy -Social Skill
Emotional intelligence by Denial Goleman?
Literature review and the research
The objective of emotional intelligence
Research include
-- Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
- Goleman, D. (1998). Working with emotional intelligence. New York: Book
- HBR Guide to Emotional Intelligence by Harvard Business Review
- https://www.researchgate.net/publication/323725847_Emotional_Intelligence_at _the_Workplace Managing Conflicts on Programs and Projects with Cultural and Emotional Intelligence (edx)
- https://researchonline.jcu.edu.au/40340/1/40340%20Kannaiah%20and%20Shanth i%202015.pdf https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00240/full
A recent HBR article highlights the skills that a kind, positive manager might lack: The ability to deliver difficult feedback to employees, The courage to ruffle feathers and drive change,The creativity to think outside the box. But these gaps are simply evidence that her EI skills are uneven.
Experience and studies have shown that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.
Increase Your Emotional intelligence-Basics for BeginnersJoan Mullally
You may have a really high IQ, but how's your EQ? EQ, Emotional Quotient, also referred to as Emotional Intelligence, is shared by more than 80% of the top performers, and lacking in 80% of those rated the lowest performers at work. If you feel like you just don't get people sometimes, consider working on your Emotional Intelligence and see what a different it can make to your professional and personal life.
In the words of EI guru Dr Daniel Goleman, Emotional Intelligence is: ‘the capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.’
Gina Greco, Manager of Data Services, CTRAC Direct, shared her insights on leading with emotional intelligence to over one hundred attendees of the National Postal Forum.
This is the final report of my project that i made in my Fundamental management course. This report is all about emotional intelligence that how it is helpful in your life
Discuss a workable definition of Emotional Intelligence in leadership.
Understand the five domains of Emotional Intelligence.
“EI” Exercise to explore personal strengths and vulnerabilities related to EI.
Develop an EI Action Plan resulting in improved self-management & career transition success.
Emotional Intelligence for Smart Leadershipmctenzyk
We know today that emotional intelligence matters for leadership. So just how do you develop your emotional intelligence to impact business results? It is not as complicated as you think.
Everyone struggles with retention. Use these straightforward approaches to better your retention of key and critical talent for your company. A combination of paying fairly and equitably, along with stay interviews and consistent management communications will increase your retention.
Executive Presence: Defining Yourself As A Leadermctenzyk
Executive Presence can and is the game changer for leaders - whether you are starting your career or already advanced. Learn the 3 key components of executive presence and what you can do to strengthen each.
Executive Presence Guide packed with quick tips, article links, and how to build executive presence today. Leaders' and Managers' how to guide for every day use.
Engagement and Retention Guide packed with quick tips, article links, and how to drive engagement and retention today. Leaders' and Managers' how to guide for every day use.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
1. EMOTIONAL
INTELLIGENCE
is an indispensable set
of social and emotional
competencies leveraging
knowledge and emotions
to drive positive change
and business success.
An individual’s success in work is 80% dependent on emotional intelligence (EQ) while only 20% dependent on IQ. – Goleman
5 PILLARS OF EMOTIONAL INTELLIGENCE
1. SELF-AWARENESS: If a person has a healthy sense of self-awareness, he understands his own strengths and
weaknesses, as well as how his actions affect others. A person who is self-aware is usually better able to handle
and learn from constructive criticism than one who is not.
2. SELF-REGULATION: A person with a high EQ can maturely reveal her emotions and exercise restraint when needed.
Instead of squelching her feelings, she expresses them with restraint and control.
3. MOTIVATION: Emotionally intelligent people are self-motivated. They're not motivated simply by money or a title.
They are usually resilient and optimistic when they encounter disappointment and driven by an inner ambition.
4. EMPATHY: A person who has empathy has compassion and an understanding of human nature that allows him
to connect with other people on an emotional level. The ability to empathize allows a person
to provide great service and respond genuinely to others’ concerns.
5. PEOPLE SKILLS: People who are emotionally intelligent are able to build rapport and trust quickly
with others on their teams. They avoid power struggles and backstabbing. They usually enjoy
other people and have the respect of others around them.
info@easttenthgroup.com | www.easttenthgroup.com
646. 809. 0112
SELF
AWARENESS
SELF
MANAGEMENT
WHAT I SEE WHAT I DO
SOCIAL
AWARENESS
PERSONAL
COMPETENCE
SOCIAL
COMPETENCE
RELATIONSHIP
MANAGEMENT
Primal Leadership
by Daniel Goleman
Business leaders who
maintain that emotions
are best kept out of
the work environment do so at their
organization's peril. Bestselling author
Daniel Goleman's theories on emotional intelligence (EI) have
radically altered common understanding of what "being smart"
entails, and in Primal Leadership, he and his coauthors present
the case for cultivating emotionally intelligent leaders.
http://amzn.to/2d1p8D2
80% 20%
1 Self-assessment
2 Identify what you
need to improve
3 Become aware
of your emotions
4 Listen to build
emotional
intelligence
5 Stress reduction
6 “Hear” the
nonverbal
7 Learn to relax
8 Resolve conflict
positively
9 Practice &
evaluate
EMOTIONAL INTELLIGENCE IS MADE UP OF FOUR CORE
SKILLS THAT PAIR UP UNDER TWO PRIMARY COMPETENCIES:
PERSONAL COMPETENCE AND SOCIAL COMPETENCE.
Source:
TalentSmart
.
9 STEPS TO BETTER
EMOTIONAL INTELLIGENCE
2. EMOTIONAL
INTELLIGENCE
7 QUALITIES OF PEOPLE
WITH HIGH EMOTIONAL
INTELLIGENCE
EMOTIONAL INTELLIGENCE
& THE WORKPLACE
3X90%
20%STUDIES HAVE FOUND:
EQ IS A REQUIRED COMPETENCY FOR EFFECTIVE LEADERS
EQ IS THE #1 PREDICTOR OF PROFESSIONAL SUCCESS & PERSONAL EXCELLENCE
EQ AFFECTS ORGANIZATIONAL PROFITABILITY AND PERFORMANCE
ideas worth spreading
Watch these experts
Daniel Goleman, Why Aren’t We More Compassionate
More of the Time?
http://bit.ly/1LoKhDN
Kelly McGonigal, How to Make Stress Your Friend
http://bit.ly/1ctvXdp
Laura Trice, Remember to Say Thank You
http://bit.ly/1VL7rdP
However, just 20% of
low performers are high
in emotional intelligence.
Emotional
intelligence is
3 times more
likely to predict
career success
than IQ.
Studies have shown that 90% of the top
performers are high in emotional
intelligence.
EMOTIONAL INTELLIGENCE, WHY IT CAN MATTER
MORE THAN IQ by Daniel Goleman
Everyone knows that high IQ is no guarantee of
success, happiness, or virtue, but until Emotional
Intelligence, we could only guess why.
Daniel Goleman's brilliant report from the
frontiers of psychology and
neuroscience offers startling new
insight into our "two minds"—the
rational and the
emotional—and
how they
together shape
our destiny.
http://bit.ly/1T8ZDjH
WHAT MAKES A GREAT LEADER?
Resource: Harvard Business Review
The most effective leaders are alike in one crucial way:
They all have a high degree of what has come to be
known as emotional intelligence. It’s not that IQ and
technical skills are irrelevant. They do matter, but mainly
as “threshold capabilities”; that is, they are the entry-level
requirements for executive positions. But my research,
along with other recent studies, clearly shows that
emotional intelligence is the sine qua non of leadership.
http://bit.ly/1Qg14uc
Primary causes of derailment in
executives involve deficits in emotional
competence. The three primary ones
are difficulty in handling change, not
being able to work well in a team,
and poor interpersonal relations.
Source: Center for Creative Leadership
In jobs that require extensive attention to emotions,
higher emotional intelligence translate into better
performance. In jobs that involve fewer emotional
demands, the results reverse.
1. They’re change agents.
2. They’re self-aware.
3. They’re empathetic.
4. They’re not perfectionists.
5. They’re balanced.
6. They’re curious.
7. They’re gracious.
info@easttenthgroup.com | www.easttenthgroup.com
646. 809. 0112
Source: Success.com
.
design by