Emotional Intelligence and Work Engagement
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This presentation provides an overview of research in which over 5,000 U.S. ASQ members contributed. The research centered on the relationship between emotional intelligence and work engagement in process improvement experts. Conclusions from the research suggest individuals who can manage their emotions are more likely to be engaged in their work.
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Emotional Intelligence and Work Engagement
- 1. Using Emotional Intelligence to Increase Work Engagement in Process Improvement Experts Dr. Scott Thor
- 2. Speaker Bio: Scott Thor • Associate with Variance Reduction International, Inc. • UC Irvine Lean and Six Sigma Instructor • Certified MBB, ASQ certified BB, quality engineer, and manager of quality / OE • 20 yrs. experience working within multiple industries (IT, mfg., energy, automotive, and construction) • Doctorate in management, MBA, BS Industrial Technology • Bakersfield, CA
- 3. You have a choice… I Ilove love Mondays! Mondays! Is it Is it Friday Friday yet? yet?
- 4. Outline • Lean and Six Sigma success and failure • The problem of engagement • Defining the constructs • Research • Discussion
- 5. Question? • How many of you have been involved with a process improvement project that didn’t achieve the desired results? – Was the failure because of technical issue? – Was the failure due to a human issue?
- 6. Lean and Six Sigma Success 0% 100% Process & Tools 50% People 100% 0%
- 7. Lean and Six Sigma “Human” Failure Modes + Senior and middle management support + Lack of execution + Ineffective mentoring + Time + Teamwork = Lack of engagement
- 8. The Effects of Low Engagement • $340B loss / year1 • ~30% disengaged2 • Increased absenteeism, turnover, theft, and accidents3 • Personal impact • Societal impact Source 1: Rivera, A., & Flinck, J. (2011). Employee-led, employee engagement in the federal government: SAMHSA peoplefirst. Advances in Developing Human Resources, 13(4), 479-493. Source 2: Towers Perrin/Towers Watson (2003). Working today: Understanding what drive employee engagement. Retrieved from http://www.towerswatson.com Source 3: Wagner, R., & Harter, J. K. (2006). 12: The elements of great managing. New York, NY: Gallup Press.
- 9. Why is engagement so low? • External factors – lots of research! – Manager – Job resources – Recognition – Opportunities to learn • Internal factors – very little research! – Emotional intelligence
- 10. The History of Emotional Intelligence • 1920 Thorndike “social intelligence” • 1950s Wechsler IQ testing • 1983 Gardner multiple intelligences • 1988 Bar-On coins term “EQ” • 1990 Mayer and Salovey use “emotional intelligence” in journal article • 1995 Goleman writes Emotional Intelligence
- 11. Defining Emotional Intelligence • The ability to identify, use, understand and manage emotions in ourselves and others
- 12. Identifying Emotions Skillful Not Skillful Will talk about feelings Doesn’t talk about feelings Can show how they feel Never shows how they feel Reads people accurately Fails to identify how others feel Good at recognizing own Misunderstands own feelings feelings Source: Caruso, D. R. & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership. San Francisco, CA: Jossey-Bass.
- 13. Can you identify emotions? • I find it hard to understand the non‑ verbal messages of other people • By looking at their facial expressions, I recognize the emotions people are experiencing • I can tell how people are feeling by listening to the tone of their voice
- 14. Using Emotions Skillful Not Skillful Creative thinker Practical and concrete Inspires people Doesn’t motivate others Beliefs and opinions are Emotions improve thinking unchanged by emotions Source: Caruso, D. R. & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership. San Francisco, CA: Jossey-Bass.
- 15. How well do you use emotions? • When I am in a positive mood: – Solving problems is easy for me – I am able to come up with new ideas • When I feel a change in emotions, I tend to come up with new ideas
- 16. Understanding Emotions Skillful Not Skillful Makes correct assumptions Misunderstands people about people Knows the right thing to say Gets on people’s nerves Source: Caruso, D. R. & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership. San Francisco, CA: Jossey-Bass.
- 17. Do you understand emotions? • Other people find it easy to confide in me • I help other people feel better when they are down • When another person tells me about an important event in his or her life, I almost feel as though I experienced this event myself
- 18. Managing Emotions Skillful Not Skillful Can “psych up”, calm down, or Is a slave to passions, let their maintain a mood, as desirable emotions manage them Has no intentional impact on Can cheer others up, calm others’ feelings; has others down, or manage others’ unintentional impact on others’ feelings appropriately feelings Cannot connect with other Inspires other people people Source: Caruso, D. R. & Salovey, P. (2004). The emotionally intelligent manager: How to develop and use the four key emotional skills of leadership. San Francisco, CA: Jossey-Bass.
- 19. How well do you manage emotions? • When I am faced with obstacles, I remember times I faced similar obstacles and overcame them • When I experience a positive emotion, I know how to make it last • I use good moods to help myself keep trying in the face of obstacles
- 20. The History of Engagement • 1940s – Hawthorne experiments – Maslow Hierarchy of Needs • 1950s McGregor “Theory X and Y” • 1990 Kahn first “engagement” study • 2000s – Towers Watson and Gallup “employee engagement” – Schaufeli & Bakker “work engagement”
- 21. Defining Work Engagement • “a positive, fulfilling, affective−motivational state of work−related well being that is characterized by vigor, dedication, and absorption” Source: Bakker, A. B., Schaufeli, W. B., Leiter, M. P., & Taris, T. W. (2008). Work engagement: An emerging concept in occupational health and psychology. Work & Stress, 22(3), 187-200.
- 22. Vigor • High energy level • Willingness to invest in work • Resilience and not easily fatigued • Ability to deal persistently with difficult situations
- 23. What level of vigor do you have? • At my work, I feel bursting with energy • When I get up in the morning, I feel like going to work • I can continue working for very long periods at a time • At my work, I always persevere, even when things do not go well
- 24. Dedication • Meaningful work • Sense of significance in work • Proud of and enthusiastic to pursue • Find work challenging and inspiring
- 25. How dedicated are you? • I find the work that I do full of meaning and purpose • My job inspires me • I am proud of the work that I do • To me, my job is challenging
- 26. Absorption • Characterized by how immersed an individual is in their work • Time seems to pass by quickly • Everything outside of work is absent from thoughts
- 27. How absorbed in your work are you? • Time flies when I am working • When I am working, I forget everything else around me • I am immersed in my work • It is difficult to detach myself from my job
- 28. Research Hypotheses H1: A positive relationship exists between emotional intelligence (EI) and work engagement (WE) H2: There is no significant difference in EI and age, education, org level H3: There is no significant difference in WE and age, education, org level, years in current position, Six Sigma or ASQ certification
- 29. Study Methodology • 50,000 US and Canadian ASQ members solicited • 5,187 participated • November – December 2011 • Assessing Emotions Scale (EI) • Utrecht Work Engagement Scale (WE)
- 30. Study Demographics • 61% male – 39% female • 46-55 years old (39% female, 37% male) • 49% manufacturing sector • 61% management – 33% employee • 50% >15 years PI experience • 80% Bachelor degree or higher • 51% Six Sigma certification • 53% no ASQ certification
- 31. H1 Results • Moderate statistically significant correlation between EI and WE1 • EI predicted a statistically significant portion of WE2 • Managing emotions predicted the largest amount of variability in WE3 1. r = 0.416, p <0.001 2. R2 = 17.3%, p <0.001 3. R2 = 22.6%, p <0.001
- 32. H2 Results – Emotional Intelligence Effect No Effect Gender X Age X Education X Org Level X
- 33. H3 Results – Work Engagement Effect No Effect Gender X Age X Education X Tenure X Org Level X Six Sigma Cert X ASQ Cert X
- 34. Research Conclusions • High emotional intelligence may lead to greater work engagement – Ability to manage emotions has greatest impact on work engagement • Engaged individuals don’t leave • Higher education has an effect on EI and WE • Senior managers have the highest EI and WE
- 35. And now for the “touchy-feely” stuff…
- 36. Increasing Emotional Intelligence • Pay attention to: – Facial expressions – Body language – Speech • Keep an emotional journal • Seek feedback • Ask, “How are you feeling?” • Confirm, “I sense you’re feeling…”
- 37. Increasing Emotional Intelligence • Emotion vs. reason list • Count to ten • Schedule a routine “clarity break” • Do something active • Know who and what pushes your buttons
- 38. What else drives work engagement? • Clarity – knowing what is expected • Focus on strengths • Growth opportunities • Socially supportive environment • Routine performance feedback
- 39. Holistic View of Work Engagement Lean and Work Six Sigma Engagement Process
- 40. Healthy Lean and Six Sigma Lean and Lean and Healthy Six Sigma IQ Six Sigma HQ Lean and Six Sigma Intelligence Factors Human Factors Tools People (right people, right seats) Process (DMAIC) Teams (trust, conflict, Training (belts, committed, accountable, champs, exec’s) results focused) Organizational Behaviors (behavior Knowledge analysis, performance management) IQ (individuals, teams, organization) Emotional intelligence Work engagement Experience “Brains” of Lean “Life-Blood” of Lean and Six Sigma and Six Sigma Lean and Six Sigma Probability of Success
- 41. Summary • Emotions are data about people • Human emotions are a powerful source of energy for action1 • You have a choice to be engaged or disengaged • Work without meaning is a life without meaning “Why are we here? We are here to come alive, to have fun, “Why are we here? We are here to come alive, to have fun, to have joy in work.”22 – W. Edwards Deming to have joy in work.” – W. Edwards Deming Source 1: Deci, E.L., & Flaste, R. (1995). Why we do what we do: Understanding self-motivation. Penguin Books: New York, NY. Source 2: Neave, H. R. (1990). The Deming dimension. SPC Press, Inc.: Knoxville, TN.
- 42. Appendix Using Emotional Intelligence to Increase Work Engagement in Process Improvement Experts
- 43. What about money? • Higher pay doesn’t guarantee increased engagement1 • Important to attraction and retention 2 • Money only works in combination with other engagement factors2 • Pay a “fair” wage and money becomes less of an engagement issue • Use ASQ salary survey to determine wages Source 1: Wagner, R., & Harter, J. K. (2006). 12: The elements of great managing. New York, NY: Gallup Press. Source 2: Towers Watson (2012). Global workforce study. Retrieved from http://www.towerswatson.com
- 44. How can I measure my EI and WE? • Emotional Intelligence http://www.eiconsortium.org/measures/measures.htm • Engagement –Utrecht Work Engagement Scale • http://www.wilmarschaufeli.nl/downloads/test-manuals/ –Gallup Q12 (employee engagement) • http://www.gallup.com/strategicconsulting/employeeeng
- 45. Where can I learn more about EI and WE?
- 46. Taking a DMAIC Approach to Improve EI and WE
Editor's Notes
- I believe we all have a choice… To feel pessimistic To feel management is trying to take advantage of us To feel no matter what we do we just won’t get ahead In other words, to be disengaged in our work I also believe we have a choice… To feel optimistic To feel we are in control of our destiny To feel we have to ability to succeed To be engaged in our work Like many of you I’m sure, I’ve been on both ends of this spectrum, which led to the research study I’m going to share with you today. It began with the question of what role, if any, does emotional intelligence play in work engagement?
- Explain how emotional intelligence, despite being around since the early 1990s, is still in its infancy from a research standpoint.
- Kahn-meaningfulness, safety, and availability.
- Explain, similar to emotional intelligence, the concept of engagement has been in existence since the early 1990s, and academic research is still in its infancy.
- Ask the audience if any of them participated in the study. Thank those who did!
- Explain education and org level groups. Education 3 groups 1) Tech cert of lower, 2) associate and BS, 3) graduate degree Org level 1) employee, 2) mid mgr, 3) senior mgr
- 20:00 start
- Focus strategies to Lean and Six Sigma activities (i.e. team meetings) Our facial expressions are a pathway to understanding emotions in others and ourselves. They cross cultures, sexes, abilities (i.e. blind vs. sighted). Reference Dr. David Matsumoto’s Olympian research-blind and sighted athletes had the same facial expressions when winning and losing. Write about your emotions in your journal. Use positive words, moderate the use of negative words, use causal words such as “led me” or “caused me to”, and insightful words such as “realize” and “understand”. You can write about anything you want that helps you explore your deepest thoughts and emotions. Seek feedback from others. How you see yourself may not be the way others perceive you. When seeking feedback ask for specific example and look for patterns. This can be similar to a “360 degree emotional assessment”. Try this occasionally at team meetings with one another. Ask and confirm is a strategy that can be used during brainstorming sessions, especially when you are selecting solutions. Think of it as an “emotional GPS”. Ask when you don’t know!
- Emotion vs. reason list-when faced with a decision create a list with “emotion” one one side and “reason” on the other. List what your emotions are telling you to do and what reason is telling you to do. Ask questions: where are your emotions clouding your view, and where is reason ignoring important emotional cues? Count to ten can literally be counting, but can also include taking a drink, standing up during a meeting, etc. Just take a few seconds to let your emotions settle when in a difficult situation. Clarity breaks can include writing in your emotional journal or doing something active. The idea is to “get away from it all” for a brief period of time. Make sure to schedule these into your calendar instead of just randomly taking a break. Use the analogy of athletes and periodization (train hard, recover, achieve a new level of performance). Knowing who pushes your buttons allows you to avoid “emotional surprises”. Develop strategies for people you work with who push your buttons. Remember they are managing your emotions NOT you! Take control of managing your emotions!
- Clarity starts with the project champion and contract/charter. Belts can also create clarity by keeping teams focused on expectations. When building a Lean and/or Six Sigma team identify each member’s strengths and determine how their strengths will add to the value of the team. If you don’t know their strengths ask them what they think they are and confirm with their peers and supervisor. Identify growth opportunities for team members. Example: team member collecting data to create VSM. Make sure your teams include people who genuinely like one another. You don’t necessarily have to build relationships outside of work, but liking one another may lead to a more positive atmosphere where you are more likely to be engaged. Ask for feedback! As a belt routinely ask your champion, how am I doing? Where can I improve? Team members can also routinely ask for feedback. Think about incorporating this into your phase gate reviews as a project progresses to capitalize on opportunities to improve and the strengths of team members.
- If we take a step back and look at work engagement in Lean and Six Sigma process there are 3 areas of input that feed into the process that leads to higher output/work engagement. Belts Teams and the working environment Leadership
- 90% of our current efforts are focused on Lean and Six Sigma IQ when I would argue it yields only 20-30% of the results! People often ask me what’s next? We’ve had TQM, ISO, Lean, Six Sigma, and now Lean Six Sigma. What I think is next is a greater focus on the “human” side of process improvement. We have the technology (i.e. IQ), but what seems to be lacking in so many organizations is the HQ!