The document discusses emotional intelligence and its importance for leadership in the public sector. It defines the five key components of emotional intelligence - self-awareness, self-management, motivation, empathy, and social skills. It also discusses how emotional intelligence can be learned through bringing behaviors into awareness, identifying new behaviors, and practicing them until they become unconscious habits with feedback. Leaders are advised to create a culture that gets results benefiting stakeholders in a trusting climate.

1. Practicing Emotional Intelligence in the Public Sector National Government Marketing Services Western Region Conference http://www.ipma-hr.org/

3. “ Emotional intelligence is twice as important as cognitive abilities in predicting employee performance and accounts for more than 85% of star performance in top leaders Daniel Goleman, Harvard Business Review

4. Self-Awareness The ability to recognize and understand your moods, emotions, and drivers, as well as their effects on others.

6. Energy Follows Focus “ In all my years of analyzing organization the greatest benefits seem to come from making small improvements in those activities we do most often, rather than one time breakthroughs in peripheral areas of the organization.” Henry B. Eyring, Ph.D . Professor of Business Management , Stanford University

7. Self-Management/Regulation The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgment - to think before acting

9. “ We need to learn how to point to problems without having to solve them. It is a misuse of our power to take responsibility for solving problems that belong to other. Our task is to keep a constant dialogue going about the problems and ask people to diagnose and solve them. The key issue is to tell the truth about difficult issues.” Peter Block, “ Stewardship ”

10. Motivation A passion to work for reasons that go beyond money and status A propensity to pursue goals with energy and persistence

12. The Real Role of Leadership “ There is a possibility underemphasized in leadership research - that the only thing of real importance that leaders do is create and manage culture.” Edgar Schein

13. Empathy The ability to understand the emotional make up of other people Skill in treating people according to their emotional reactions

15. Social Skill Proficiency in managing relationship and building networks An ability to find common ground and build rapport

17. Can Emotional Intelligence be learned? The nature vs. nurture debate

18. It is a matter of the brain… “ Emotional Intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses and drives” Daniel Goleman,” Can emotional intelligence be learned ”

19. “ First, the ineffective behavior must be brought into awareness . Next, a new or more effective behavior must be identified and finally the new behavior must be consciously rehearsed over and over until it is mastered and becomes unconscious” Daniel Goleman,” Can emotional intelligence be learned ”

21. What should leaders do? Get Results that benefit Stakeholders in Trust !!

22. Understanding Climate “ Climate” refers to six key factors that influence an organizations working environment Flexibility Responsibility Standards Rewards Clarity Commitment

24. “ it’s flexibility -that is how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards ; the clarity people have about mission, vision and values; and finally the level of commitment to a common purpose How Climate Feels

26. Flexibility is Power Think of the leadership styles as the clubs in a golf bag. In the hands of a professional each is used in the right place and circumstance, often with unconscious competence. Credit IPMA-HR Western Region Conference