What is Emotional Intelligence? How can one improve their E.I. and what does that mean for their lives?

1. Applying Emotional Intelligence:
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Why Successful Leaders
Need This Critical Skill
Smart Skills™
Webinar Series
September 13, 2011

2. What is Emotional Intelligence?
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 Intelligence Iceberg
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 Multiple Intelligences
IQ TQ Technical Skills
Emotional
Intelligence

6. EI Sweet Spot
Emotional Intelligence
High Level Communication
Stress & Change Leadership
Influence with Integrity
Interest Based Negotiation
Appreciative Inquiry
Sweet
Spot

7. The Role of Emotions
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 crucial is 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 Done With 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 Leads To …
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 study of 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 All Levels 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
Every group – 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 a team 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 EQ Make 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
EQ Questions 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.

17. High EI Culture

18. Two Pathways
+ Actions
Self
Talk
Emotional
Reaction
Acting with thinking
Acting without thinking - Actions
Trigger
Event
+ Impact
Relationships
Teamwork
Business Results
- Impact
Relationships
Teamwork
Business Results

19. The EQ Model
3 4
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
3 4
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 benefits of 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 Tipping Point
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
Situation Dynamics 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
_____________________________________________________________________________
_____________________________________________________________________________

28. Thank You!
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Info@glowan.com
626/914-1545