This document discusses various aspects of emotional intelligence. It provides examples of how CEOs and leaders demonstrate emotional intelligence skills like self-awareness, self-management, social awareness, and relationship management. Specific leaders highlighted include Elon Musk, Indra Nooyi, Jeff Bezos, and Richard Branson. The document also outlines the four main components of emotional intelligence and discusses how developing these abilities can increase leadership effectiveness.

1. EMOTIONAL INTELLIGENCE

2. Be the Fog (Regulate Your Emotions)
• For example, if someone tells you something
like:
• “You just don’t understand.”
• “You are lazy.”
• “You are always late.”
• “You don’t feel responsible.”

3. Be the Fog (Regulate Your Emotions)
Respond with:
• “Yes, I just don’t understand.”
• “Yes, I am lazy sometimes.”
• “Yes, I was late.”
• “Yes, I just don’t take responsibility.”

4. Be the Fog (Regulate Your Emotions)
When you accept the criticism that is thrown
your way (without actually taking it to heart),
you will find that you disarm the person
criticizing you.

5. Name Game
• For example, if your name is Jane Doe, you
might write:
• J – Joyful
A – Assertive
N – Nice
E – Energetic
D – Delightful
O – Optimistic
E – Even-tempered

6. NAME GAME
• Completing this worksheet will help the user
to start thinking about themselves, their
personality, and the traits and characteristics
of others. This will help them stay open-
minded and attentive to emotions – both their
own emotions and the emotions of others.

7. six key abilities that will increase your
emotional intelligence:
• The ability to reduce negative emotions.
• The ability to stay cool and manage stress.
• The ability to be assertive and express difficult
emotions when necessary.
• The ability to stay proactive, not reactive in the
face of a difficult person.
• The ability to bounce back from adversity.
• The ability to express intimate emotions in close,
personal relationships.

8. What is an emotion
An emotion is defined as a short, intense
feeling resulting from some event.
Not everyone reacts to the same situation in
the same way.
For example, a manager’s way of speaking can
cause one person to feel motivated, another
to feel angry, and a third to feel sad.

9. EMOTIONAL INTELLIGENCE
The term was first coined in 1990 by researchers John
Mayer and Peter Salovey, but was later popularized
by psychologist Daniel Goleman
• Emotional intelligence is defined as the
ability to understand and manage your
own emotions, as well as recognize and
influence the emotions of those around
you.

10. EMOTIONAL INTELLIGENCE
• According to Goleman Effective leaders have
a high degree of emotional intelligence
• It’s not that IQ and technical skills are
irrelevant. They do matter, but...they are the
entry-level requirements for executive
positions.”

11. THE FOUR COMPONENTS OF
EMOTIONAL INTELLIGENCE
• Self-awareness
• Self-management
• Social awareness
• Relationship management/social skills
• Empathy

12. THE FOUR COMPONENTS OF
EMOTIONAL INTELLIGENCE
• Self Awareness: recognition of one’s own
emotions
• Social Awareness: recognition of others’
emotions
• Self Management: ability to manage one’s
emotions
• Social Skills: an ability to influence and
manage others’ emotions

13. Self-Awareness
Self-awareness is at the core of everything. It
describes your ability to not only understand
your strengths and weaknesses, but to
recognize your emotions and the effect they
have on you and your team’s performance.
It checks
Self-confidence
Self assessment
Self deprecating sense of humour

14. Self-Management
Self-management refers to the ability to manage
your emotions, particularly in stressful
situations, and maintain a positive outlook
despite setbacks.
Leaders who lack self-management tend to
react and have a harder time keeping their
impulses in check.

15. Self management
• Trustworthiness
• Integrity
• Comfort with ambiguity
• Openness to change

16. Social Awareness
While it’s important to understand and manage
your own emotions, you also need to know
how to read a room. Social awareness
describes your ability to recognize others’
emotions and the dynamics in play within
your organization.

17. Relationship Management
Relationship management refers to your ability
to influence, coach, and mentor others, and
resolve conflict effectively.

18. Leadership styles which uses
components and correlates of EI/EQ.
• Style Underlying EI Competency
Coercive/Commanding
Achievement, drive, initiative, emotional self-control
Authoritative/Visionary
Self-confidence, empathy, change catalyst, visionary
leadership
Affiliative
Empathy, building bonds, conflict management
Democratic
Teamwork, collaboration, communication
Coaching
Developing others, empathy, emotional self-awareness

19. Basic emotional intelligence abilities (use of feedback in social
identification, self-awareness, and self-regulation) in leaders
translate to leader characteristics and behaviors, including:
• Personal efficacy
• Personality
• Emotional control
• Conflict management
• Use of emotion through symbolic
management techniques
• Charismatic authority
• Transformational influence

20. • The Inc. article goes on to point out why this
email is so significant, stating that “Emotional
Intelligence, the ability to make emotions
work for you instead of against you, is an
essential quality of effective leaders.
While Musk’s opening words will prove
touching to some, it’s his promise to take
action that is most powerful.”

21. • There’s a reason why the best leaders have higher
levels of emotional intelligence—the people they
lead are emotional beings! In public speaking,
emotion is one of the greatest tools an individual
can use to captivate his or her audience. In fact, it
could be argued that without emotion, a message
will likely fail. Why would that not extend to
effective leadership? We make decisions based
on emotion, we are inspired due to emotion, we
act because of emotion; yes, we want facts, but
ultimately, our thoughts and choices are driven
by emotion.

22. • Not to be confused with being overly emotional, the ability to
respect, empathize, connect, and listen to others is part of that
“soft” skillset that too often gets overlooked in the corporate world.
Musk statedin response to the question, “What has been your biggest
mistake?”
“The biggest mistake, in general, I’ve made, is to put too much of a
weighting on someone’s talent and not enough on their personality.
And I've made that mistake several times. I think it actually matters
whether somebody has a good heart; it really does. I’ve made the
mistake of thinking that it's sometimes just about the brain.”
• His biggest mistake? Not looking beyond “hard” credentials sooner,
not valuing someone’s level of emotional intelligence as much as
perceived “skill.” This is the CEO for two of the most tech-savvy
businesses that are built on cutting-edge inventions, requiring the
scientific intelligence of so many to execute those ideas

23. INDRA NOOYI
• That’s exactly what PepsiCo CEO Indra Nooyi did after visiting India to see
her mother when she took on the company’s top job. Sitting in her mom’s
living room, an endless stream of visitors and random people started
showing up, telling her mom what a good job she had done raising her
daughter. Other than saying hello, the visitors hardly spoke a word to
Nooyi at all.
• As Nooyi explains on The David Rubenstein Show, she realized her parents
were responsible for much of her success and they deserved the praise. “It
occurred to me that I had never thanked the parents of my executives for
the gift of their child to PepsiCo,” she says.
• When she returned home, Nooyi wrote a letter to the parents of each of
the members of her executive team. “I wrote a paragraph about what
their child was doing at PepsiCo,” she says. “I said, ‘Thank you for the gift
of your child to our company.’”
• Parents wrote back to her, saying they were honored. Some of the
executives even told her it was the best thing that had ever happened to
their parents.

24. Essential elements of emotional
intelligence that contribute to a
leader’s effectiveness:
• Development of collective goals and objectives
• Instilling in others an appreciation of the
importance of work activities
• Generating and maintaining enthusiasm,
confidence, optimism, cooperation, and trust
• Encouraging flexibility in decision-making and
change
• Establishing and maintaining a meaningful identity
for an organization

25. INDRA NOYI
• Talking to The Boston Consulting Group, Nooyi says the way
to hold on to employees is by “hooking them emotionally
to the job, through the company’s business model and
what it stands for.”
• “You need to look at the employee and say, ‘I value you as a
person. I know that you have a life beyond PepsiCo, and I’m
going to respect you for your entire life, not just treat you
as employee number 4,567,’” she says.
• Key takeaways: Through her unique and unusual display of
gratitude, Nooyi bonded with her executive team in a
heartfelt and deeply personal way that helped her build
loyalty and morale. No wonder she has a 75% in-house
approval rating.

26. • in his mid-twenties, Welch was the manufacturing head of a pilot
plant producing a new plastic. After only working a short time at GE
after earning his Ph.D., he was sitting in his office across from the
plant when he heard a huge explosion. When he looked out his
window he saw all the smoke, the roof destroyed and shattered
glass everywhere. Incredibly, no one was hurt.
• He was called to New York to explain what had happened to the
higher ups and says the drive was the longest ride of his career.
• Mentally prepared for the worst, he thought he was going to get
fired. But instead of being raked over the coals, Welch says the
executive — a chemical engineer and former MIT professor —
calmly asked him what had happened and if he knew how to fix it.

27. • He took the Socratic Method with me and did an incredible
job of engaging me in learning about what I did wrong in
the process. And I learned never kick anybody when they’re
down. No one would ever say that I was soft by any means.
But they would never say that I beat on anybody when they
were down.”
• Welch would eventually become chairman and CEO of
General Electric between 1981 and 2001.
• Key takeaways: Instead of firing Welch, the executive was
empathetic, turning an expensive mistake into both a
lesson for Welch and an opportunity to innovate. In the
end, the failed project resulted in a better product than
GE’s risk-averse competitors.

28. Satya Nadella, CEO of Microsoft
• Satya Nadella was a relative nobody — a low-profile computer
scientist who had been with Microsoft for decades — when he took
over as CEO in 2014. And he had a couple of big acts to follow —
Steve Ballmer and Bill Gates. But he’s proven himself, leading the
software giant to more than $85 million in annual revenue while
also investing in emerging technologies, including artificial
intelligence, augmented reality and quantum computing.
• One embarrassing fail under his watch was the launch of a Twitter
bot named Tay that was designed to advance artificial intelligence
communication. The public experiment went horribly wrong in less
than 16 hours when people started taking advantage of the bot and
Tay started tweeting racist and profane comments, prompting
Microsoft to shut the project down and later apologize.

29. • The engineers who worked on Tay must have felt mortified by the
whole experience. So you imagine their surprise when Nadella sent
them an email, which included the following:
• “Keep pushing, and know that I am with you… (The) key is to keep
learning and improving.”
• He also urged the staffers to take the criticism in the right spirit
while exercising “deep empathy for anyone hurt by Tay.”
• In an interview with USA Today, Nadella says it’s critical for leaders
“not to freak people out, but to give them air cover to solve the real
problem.”
• “If people are doing things out of fear, it’s hard or impossible to
actually drive any innovation,” says Nadella.
• The team went on to create Zo, a new AI chatbot that was launched
last year and so far, so good.

30. • Key takeaways: We’re only human and
everyone makes mistakes. Nadella’s email
showed his employees that he has their back.
By encouraging them to learn from the
experience, rather than scold them over a
public failure, he motivated them to continue
giving the project their all.

31. • After claims of a higher than average injury rate at Tesla’s Fremont factory,
CEO Elon Musk urged workers to report all injuries, adding he would
personally visit the factory floor and perform the same tasks as injured
Tesla staff.
• In an email to workers, Musk wrote:
• “No words can express how much I care about your safety and wellbeing. It
breaks my heart when someone is injured building cars and trying their
best to make Tesla successful.
• Going forward, I’ve asked that every injury be reported directly to me,
without exception. I’m meeting with the safety team every week and would
like to meet every injured person as soon as they are well so that I can
understand from them exactly what we need to do to make it better. I will
then go down to the production line and perform the same task that they
perform.
• This is what all managers at Tesla should do as a matter of course. At Tesla,
we lead from the front line, not from some safe and comfortable ivory
tower. Managers must always put their team’s safety above their own.”

32. • Musk uses some strong phrases in his email, such as “how
much I care” and “it breaks my heart.” As leadership and
management expert Justin Bariso writes in an article for
Inc., Musk’s opening words are touching, but it’s his
promise to take action that is truly powerful. “To personally
meet every injured employee and actually learn how to
perform the task that caused that person’s injury is
remarkable for the CEO of any company.”
• Key takeaways: Actions speak louder than words. Musk’s
offer to work alongside factory workers with a goal to
better understanding their perspective shows that he
genuinely cares. Although time-consuming for a CEO known
for working 80-90 hours a week, this exercise builds
empathy and can be motivating for disgruntled employees.

33. Sir Richard Branson
Sir Richard Branson, a world-famous entrepreneur,
adventurer, activist and business icon has launched a
dozen billion-dollar businesses and hundreds of other
companies. All this despite the fact he was a dyslexic
school drop-out.
• Branson is open about the fact that he struggled with
dyslexia in his youth. He advocates for better support
for young people to help them understand dyslexia as a
“different and brilliant way of thinking.”
• He’s a big supporter of Made By Dyslexia, a charity
dedicated to changing the stigma around it.

34. Sir Richard Branson
• Branson published a letter to his younger dyslexic self on his blog:
• Dear Ricky, I know you’re struggling at school and I wanted to give
you some advice on how to become the best you can be, even when
it’s difficult and you feel like the world is against you… I know you
have problems with reading, writing, and spelling and sometimes
find it tricky to keep up in class. This does not mean you are lazy or
dumb. You just think in a more creative way and struggle to find the
relevance in school. Just make sure you turn your frustration with
education into something positive. Find things that interest you and
pursue them doggedly. This passion is what will keep you going
when things get tough — and life is always full of challenges. Your
alternative ways of thinking will help you see these challenges as
opportunities…
• The blog post has been shared more than 26,000 times.

35. Key takeaways
Branson’s post taps into all five components of
emotional intelligence —
he’s self-aware and admits dyslexia has been a
weakness (and a strength), he writes about coping with
a condition outside of his control,
he shows that dyslexia was a motivation for his success,
he displays empathy for young people who also have the
condition,
and he puts his point across — his sincere letter to
himself and, you could say, other dyslexics — in a
caring and meaningful way.