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- 4. Emotional Intelligence /əˈmōSH(ə)n(ə)l inˈteləjəns/ : your ability to recognize and understand emotions in yourself and others, and your ability to use this awareness to manage your behavior and relationships. Drs. Travis Bradberry and Jean Greaves Emotional Intelligence 2.0
- 7. Why? • EI is the strongest predictor of workplace performance. • 90% of top performers have high emotional intelligence. • People with average IQs outperform those with the highest IQs 70% of the time. • Decades of research now point to EI as being the critical factor that sets star performers apart from the rest of the pack.
- 13. Is it possible to make a decision without emotion?
- 14. Reason without emotion is neurologically impossible. Dr. Antonio Damasio
- 17. Good News
- 19. Drs. Travis Bradberry and Jean Greaves Emotional Intelligence 2.0
- 21. Self Awareness - Introspective
- 24. Self-Awareness Strategy • Observe the ripple effect from your emotions • Visit your values • Check yourself • Know who and what pushes your buttons • Stop and ask yourself why you do the things you do • Seek feedback
- 28. Self-Management Strategies • Take control of your self-talk • Count to ten • Smile and laugh more • Learn a valuable lesson from everyone you encounter
- 29. Social Awareness - Introspective
- 32. Social Awareness Strategies • Greet people by name • Watch body language • Live in the moment • Practice the art of listening • Step into their shoes
- 33. Relationship Management - Proactive
- 36. Relationship Management Strategies • Be open and curious • Take feedback well • Build trust • Acknowledge the other person’s feelings • Tackle a tough conversation • Remember the little things that pack a punch
- 37. Increase your EI Research shows that people improve their EI most when the following conditions are present: • They have a strong motivation to learn or change • They practice new behaviors consistently • They seek feedback on their own behavior
- 40. Emotional Intelligence and Job Title 74 76 77 75 72 71 70 66 68 70 72 74 76 78 Individual Contributor Supervisor Manager Director Executive/VP Senior Executive CEO EI SCORE
- 41. Action Plan 1. Pick an EI skill to work on. 2. Pick 3 strategies to begin using for your chosen skill. 3. Choose an EI mentor. 4. Keep the following in mind as you apply: – Expect success, not perfection – Practice, practice, practice – Be patient 5. Measure your progress
- 44. Resources • Emotional Intelligence 2.0 – Travis Bradberry & Jean Greaves • www.talentsmart.com • https://www.talentsmart.com/blog/
Editor's Notes
- A TIME magazine cover back in 1995 and hours of television coverage introduced millions to EQ – your emotional quotient. Once people were exposed to it, they wanted to know more. They wanted to know how EQ worked and WHO HAD IT. Most importantly, people wanted to know if THEY HAD IT. Referred to as EQ (Emotional Intelligence Quotient) or EI (Emotional Intelligence). 1990 - Psychologists Peter Salovey and John Mayer publish their landmark article, "Emotional Intelligence," in the journal Imagination, Cognition, and Personality. 1995 - The concept of emotional intelligence is popularized after publication of psychologist and New York Times science writer Daniel Goleman's book Emotional Intelligence: Why It Can Matter More Than IQ. (About.com). Daniel Goleman is the one that really introduced EI/EQ to the world.
- EQ – what differentiates our expertise and personality.
- TALENTSMART DATA – Authors of Emotional Intelligence 2.0. When emotional intelligence (EQ) first appeared to the masses in 1995, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70% of the time. This anomaly threw a massive wrench into the broadly held assumption that IQ was the sole source of success.
- There are 3 critical skills that contribute to a leader’s ability to lead effectively. Effective leaders have: 1. Technical Skills – these include knowing the business, market, and competition as well as computer skills.
- The 2nd component of leadership is: Cognitive Skills – these include the ability to reason analytically and to think strategically.
- The final component of leadership is: Emotional Intelligence (the soft skills, the HUMAN skills) EI is at least 2 times more important than technical and cognitive skills for jobs at all levels. Of the people in leadership positions whose careers get derailed, 3 out of 4 are derailed for reasons related to EI. Up to 90% of your success as a leader is NOT determined by academic standing stature or IQ, but is based on EI.
- Dr Damasio’s answer to this questions is that Reason without emotion is neurologically impossible. Damasio is currently a the David Dornsife Chair in Neuroscience as well as professor of Psychology, Philosophy, and Neurology at the University of Southern California – in his research on practical decision making, Dr. Damasio draws an intimate connection between emotion and cognition.
- What really separates us from animals is that we can lengthen the space between stimulus and response. Animals receive a stimulus and automatically generate a response. This is why many species can survive on their own immediately after birth – acting on instinct. Humans can lengthen the space between the stimulus and the response and CHOOSE their response – an Emotionally Intelligent person can use the space between the stimulus and response to make more effective choices.
- EI is the foundation for a host of critical skills. A little effort spent on increasing your EI tends to have a wide-ranging, positive impact on your life.
- This illustrates the EI competency framework – including the 4 quadrants of EI. Self-awareness = understanding yourself Self-management = knowing how to manage your emotions and behaviors Social awareness = ability to understand others Relationship Management = how you manage relationships with others
- Self-awareness is a foundational skill; when you have it, self-awareness makes the other EI skills much easier to use. As your self-awareness increases so does your satisfaction with life. An important part of being self-aware is knowing your strengths – research shows that successful people know their own strengths, use them to their fullest extent, and know how they impact other people.
- How often do you recognize when others influence your emotional state? How often do you understand your emotions as they happen? Never? Rarely? Sometimes? Usually? Almost Always? Always?
- Self-management is what happens when you act – or do not act. Success comes to those who can put their needs on hold and continually manage their tendencies. Self-management = self-control, trustworthiness, conscientiousness, adaptability, achievement orientation, initiative. Why is self-management important?
- This is a good example of low self-management. Questions to ask yourself regarding Self-Management. How often do you do things you regret when you are upset? How often do you resist the desire to act or speak when it will not help the situation? Never? Rarely? Sometimes? Usually? Almost Always? Always?
- As the first component of social competence – social awareness is a foundational skill. Your ability to recognize and understand others’ opinions—and the emotions that come with them—is critical to the quality of your relationships. Putting yourself in the other person’s shoes—taking the time to really understand his or her point of view, whether you agree with it or not—is what social awareness is all about. Social awareness ensures you stay focused and absorb critical information. Listening & observing are the most important elements.
- How often do you accurately pick up on the mood of the room? How often are you open to feedback? Never? Rarely? Sometimes? Usually? Almost Always? Always?
- Also known as SOCIAL SKILLS. Building relationships includes various skills – such as influence, leadership, developing others, communication, change catalyst, conflict management, building bonds, teamwork, and collaboration. It often taps into your abilities in the first 2 EI skills – self-awareness, self-management, and social awareness. It’s the bond you build with others over time.
- How often do you handle conflict effectively? How often do you directly address people in difficult situations? Never? Rarely? Sometimes? Usually? Almost Always? Always?
- People who manage relationships well are able to see the benefit of connecting with many different people, even those they are not fond of. Solid relationships are something that should be sought and cherished. They are the result of how you understand people, how you treat them, and the history you share. RM poses the greatest challenge during times of stress. Some of the most challenging and stressful situations people face are at work.
- EQ ACTION PLANS – HANDOUTS 1 and 2
- Most people score a 75 out of 100. Not about good or bad EI – it’s about high or low levels. It’s not just about the numbers it’s about the awareness of the behaviors the numbers indicate. It’s about the function of high or low. Data about your development. All about the development and where you can improve and develop.