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![High Performance Intelligence = IQ + EQ
IQ
While
Strong
Intellect
[IQ]
and
experience
may
get
Individuals
into
professional
posi<ons
EQ
Spells
the
difference
between
those
who
excel
and
those
who
underachieve.
It
is
a
Major
Indicator
of
Achievement.
It
explains
why
individuals
with
similar
intelligence
can
reach
vastly
different
levels
of
success
in
their
professional
and
personal
lives.](https://image.slidesharecdn.com/eiforsept132011-150926190054-lva1-app6891/85/Emotional-Intelligence-4-320.jpg)
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Emotional Intelligence
The document discusses the importance of emotional intelligence (EI) for successful leadership, emphasizing that it enhances interpersonal relationships, decision-making, and team dynamics. Studies show that leaders with high EI foster better workplace environments, leading to increased productivity and business success. It outlines key skills related to EI, including self-awareness, self-management, social awareness, and relationship management, highlighting their impact on team performance and organizational outcomes.
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Emotional Intelligence
- 1. Applying Emotional Intelligence: www.glowan.comInfo@glowan.com 626/914-1545 Why Successful Leaders Need This Critical Skill Smart Skills™ Webinar Series September 13, 2011
- 2. What is EmotionalIntelligence? Emotional Intelligence refers to the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. - Daniel Goleman
- 3. The Emotional IntelligenceIceberg 10% 90%
- 4. High Performance Intelligence= IQ + EQ IQ While Strong Intellect [IQ] and experience may get Individuals into professional posi<ons EQ Spells the difference between those who excel and those who underachieve. It is a Major Indicator of Achievement. It explains why individuals with similar intelligence can reach vastly different levels of success in their professional and personal lives.
- 5. We Have MultipleIntelligences IQ TQ Technical Skills Emotional Intelligence
- 6. EI Sweet Spot EmotionalIntelligence High Level Communication Stress & Change Leadership Influence with Integrity Interest Based Negotiation Appreciative Inquiry Sweet Spot
- 7. The Role ofEmotions What Role Do Emotions Play in Work? Do you frequently say “yes” to action items in a meeting or agree to take on work and then regret it later? Are your relationships with work partners superficial and limited to the tasks at hand? Do you find yourself dwelling on conflict with work partners or stakeholders? Do you find yourself complaining instead of solution finding? Are you aware of the political issues that might be “simmering”? Can you predict/manage your reaction to stressful situations? Can you sort through the feelings and while recognizing and honoring them, get to the facts of the situation? Do you understand and accept that feelings and facts are both valid -- they're just different? Do you understand the impact that feelings have on work outcomes?
- 8. Just how crucialis it for today’s business leaders to possess emotional intelligence? According to Whole Foods CEO John Mackey, for leadership positions, emotional intelligence is more important than cognitive intelligence.” -15 Things Every Business Owner Needs to Know,- Inc. magazine, June 28, 2010. Fortune magazine has ranked Mackey’s company as one of the “100 Best Companies to Work For” in America for 13 consecutive years, and when Mackey is searching for internal leaders he seeks out people who have a high degree of emotional intelligence, a high capacity for caring.” Without question, successful leaders must possess business acumen along with industry knowledge and organizational insight. But, as Mackey points out, the quality that separates the most successful leaders from their peers is emotional intelligence—the ability to understand, manage and respond effectively to one’s own emotions and the emotions of others. In fact, research has confirmed that emotionally intelligent leaders are indeed more successful than their less emotionally intelligent peers. So are their companies. At PepsiCo, for example, executives identified as emotionally intelligent generated 10% more productivity and added nearly $4 million in economic value; for Sheraton, an emotional intelligence initiative helped increase the company’s market share by 24%. The Business Case for Emotional Intelligence,” Joshua Freedman & Todd Everett, MBA, October 15, 2008.
- 9. Getting Things DoneWith and Through Others Develop collaborative relationships that support success Anticipate and avoid emotional breakdowns Deal with difficult team members and manage conflict Leverage emotional information to make better decisions Communicate more effectively Create a more positive project culture Create a vision for objectives that engage stakeholders and work partners
- 10. Poor EI LeadsTo … 75% of the reasons careers get derailed are EI-related: Unsatisfactory team leadership during challenging times Inability to handle interpersonal issues Inability to adapt to change Inability to elicit trust 70% of the reasons for losing clients/customers are EI-related: Poor service Poorly handled complaints Unpleasant interactions Didn’t go the extra mile No follow-up Lack of human connection
- 11. Recent Study A studyof 10,000 managers and stakeholders reported that 90% felt Emotional Intelligence to be a critical skill for new workplace collaboration. Hay Group 2008 Key Factors included: Communication Operate under pressure Influence stakeholder, and upper management Negotiation Personal flexibility and adaptability for working in a complex environment
- 12. Leadership At AllLevels and EI EI is the Linchpin for Leadership Effectiveness At All Levels 1. Provides an ability to use our emotions to better understand what is going on with our team members and how to best motivate them to achieve the work objectives. 2. Provides us with tools to understand the emotions of our work partners, customers, and stakeholders to build strong relationships that will provide a fertile environment for a successful outcome. 3. Help us to appreciate the importance and timing of courageous truth-telling. 4. Anticipate and recognize some of the breakdowns that occur with people on a team and how to best avoid or deal with them. 5. Recognizing the fine line between dealing with conflict and dealing with bullies or narcissist personalities.
- 13. Emotions in Teams Everygroup – every team – has a mood For example … In any team meeting, the emotional temperature in the room can be sensed immediately, even on the phone! Teams can be upbeat or downbeat, optimistic or pessimistic, motivated or de-motivated, alienated or involved and engaged. All of those dimensions describe emotional realities
- 14. Team EQ Can ateam be emotionally intelligent? Absolutely! A team and its work can be influenced by the predominant emotions of its team members. And teams can improve their emotional intelligence by understanding the tendencies of the group as a whole and learning to manage them effectively. In developing Team Emotional Intelligence (EQ), a little bit can go a long way toward producing real results.
- 15. Does Team EQMake a Difference? Will developing Team EQ make a difference? We think so ... A 2007 research study shows emotionally intelligent teams perform better than teams with low emotional intelligence scores. Teams who scored low on an emotional intelligence measure underperformed compared to their high Team EQ counterparts. Low EQ teams do not focus well on the task at hand and do not achieve goals like their high EQ counterparts. The study above also shows that developing team emotional intelligence works. The same work groups who scored low on team emotional intelligence attended weekly training in emotionally intelligent behaviors and were again measured on team performance. Groups who attended the training improved their EQ to the point that they performed just like their high EQ counterparts in goal achievement and task focus.
- 16. Team EQ Questions EQQuestions for the Team 1. Emotional awareness: Can people on the team accurately identify the emotions in the group and understand each member’s general tendencies for responding to situations? 2. Emotion management: Can team members respond to the emotions in the room and the group’s overall mood to manage emotions constructively and achieve team objectives? 3. Internal Relationship Management: Can team members interact with each other effectively to better respond to difficult or challenging situations within the group? 4. External Relationship management: Can the team interact effectively across the organization and with outside parties? Simply exploring the topic of emotions as a group in a discussion can go a long way toward developing and using team emotional intelligence skills. Some groups schedule meetings to better understand each other and the strengths that each member offers. Skills and habits that seem to be missing in the group are candidates for more formal development opportunities.
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- 18. Two Pathways + Actions Self Talk Emotional Reaction Actingwith thinking Acting without thinking - Actions Trigger Event + Impact Relationships Teamwork Business Results - Impact Relationships Teamwork Business Results
- 19. The EQ Model 34 1 2 Sustaining Skills Foundational Skills Outward Focus Focus on the Team Social Awareness •Empathy •Organizational Awareness •Seeing Others Clearly •Emotional Boundaries Relationship Management •Stakeholder Relationships •Developing Others •Truth Telling •Partnering / Collaboration •Influence and Negotiating Self Management •Self Control •Transparency •Initiative •Adaptability •Optimism Self Awareness •Emotional Self Awareness •Accurate Self Assessment •Self Confidence Inward Focus Leadership at All Levels
- 20. EQ Foundational Skills:Self Awareness Recognizing one’s emotions and their effects. People with this competence … Know which emotion they are feeling and why Realize the links between their feelings and what they think, do, and say Recognize how feeling affect their performance Have a strong sense of one’s self worth and capabilities Have a guiding awareness of personal values and goals 1 Self Awareness •Emotional Self Awareness •Accurate Self Assessment •Self Confidence What I observe about myself
- 21. EQ Foundational Skills:Self Management Ability to pause. Perceive. Prepare. Plan. Take Time to analyze, problem solve, solution find before responding to significant challenges Learn to “catch” your emotions before they trigger. Plan and prepare for difficult situations from lessons learned by self and others Flexibility in dealing with changing situations and obstacles Discipline yourself, reshape your responses and redirect your reactions Take care of your body Trustworthiness: consistency, align to values, tell the truth Let others know what you need from them 2 Self Management •Self Control •Transparency •Initiative •Adaptability •Optimism
- 22. EQ Sustaining Skills:Social Awareness Ability to empathize. Tune in. Focus. Observe. Set your boundaries. Use your power of observation to maximize your emotions Learn about the reactions of others. Ask, listen, and learn what other people are feeling and what they are concerned about See things from their perspective Determine that factors that would positively or negatively influence them Sharp perceptions of the political landscape 3 Social Awareness •Empathy •Organizational Awareness •Seeing Others Clearly •Emotional Boundaries
- 23. EQ Sustaining Skills:Relational Management Ability to ‘tune in’ to relationship emotions and their positive and negative impacts Using your emotions as a “change catalyst” to positively impact interactions with others. Determine your personal influencing skills and natural talents Get “buy in” in your negotiations. Understanding the needs and wants and values of your stakeholders Service Orientation: recognizing and meeting customer needs Influence With Integrity and Interest Based Negotiation 4 Relationship Management •Stakeholder Relationships •Developing Others •Truth Telling •Partnering / Collaboration •Influence and Negotiating
- 24. Awareness & Action 34 1 2 Sustaining Skills Foundational Skills Awareness Action Social Awareness •How can I transcend my perspective so that I can understand and value others? Relationship Management •How do I build teams, productive partnerships and collaboration? Self Management •How can I manage my emotions for more effective leadership? Self Awareness •What are my potential areas of development? Self Leadership
- 25. Actions Forward The benefitsof EQ are realized in each work situation through the achievement of a specific purpose, and effect or desired change. Keys to achievement … 1.Accurately assessing ‘Situational Dynamics’ 2.Designing an appropriate ‘Action Plan’ 3.Managing emotions and behavior, and influencing the emotions and behaviors of others in a positive manner; thereby 4.Achieving a desired purpose, effect or change
- 26. The EI TippingPoint Master 6-7 competencies across all four clusters … 80% are in top third of achievers in salary and bonuses Key Competencies Initiative, achievement drive, adaptability, influence, team leadership, political awareness, empathy, self confidence, developing others
- 27. EQ Application Worksheet SituationDynamics Defined Over demanding Customer: describe the situation with as much detail as possible _____________________________________________________________________________ _____________________________________________________________________________ Draft Action Plan Brainstorm EQ and non-EQ actions forward to reach desired outcome _____________________________________________________________________________ _____________________________________________________________________________ Self Management Actions What do you need to do personally to support desired outcomes? _____________________________________________________________________________ _____________________________________________________________________________ Desired Results Describe positive outcomes _____________________________________________________________________________ _____________________________________________________________________________
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