The document discusses the importance of emotional intelligence (EQ) in leadership and business success, emphasizing that high EQ is crucial for effective management and interpersonal relationships. It features insights from various business leaders who illustrate the significant role EQ plays in their leadership styles and organizational outcomes. The document also provides definitions of EQ, its measurement, and its impact on individual and organizational effectiveness.

1. Emotional Intelligence
Presented by Sandra Van Den Ordel
May 2014

2. Setting the Scene

3. Setting the Scene

4. WHAT IS EQ?

5. Optimising Personal Effectiveness
SELF
AWARENESS
“Success in the knowledge economy comes to those who know themselves –
their strengths, their values, and how they best perform.”
Peter Drucker, 1999

6. Business Leaders With High EQ
Jack Welch, Chairman of GE: “A
leader’s intelligence has to have a
strong emotional component. He has
to have high levels of self-awareness,
maturity and self-control. No doubt
emotional intelligence is more rare
than book smarts, but my experience
says it is actually more important in
the making of a leader. You just can’t
ignore it.”
http://ncra.info/docs/WinningTeams/The%20Case%20for%2
0EQ%20Jack%20Welch.pdf

7. A talent for dealing with people tops
the list of important business skills,
according to Jamie Dimon, CEO
of JPMorgan Chase. “It’s not IQ that
leads to success,” he said. “EQ is
more important: emotional
intelligence, social skills, how you
relate, can you get things done.
That’s what makes a difference,
especially in management.”
http://www.chicagobooth.edu/news/2007-03-
16_dimon_fireside.aspx
Business Leaders With High EQ

8. Richard Branson: Developing
staff through praise and
recognition and having fun are
also important ingredients of
Branson’s philosophy on
leadership. Branson’s high level
of heart centred emotional
intelligence is evident in all the
amazing inspiring things that he
has done and continues to do.
http://www.the-coaching-
academy.com/blog/coaching-articles/leading-with-
heart-centred-emotional-intelligence---dee-
harding.html
Business Leaders With High EQ

9. Indra Nooyi, CEO of PepsiCo has
not only led her company to
record financial results but is
making strides to move PepsiCo in
a healthier direction... She is
deeply caring and committed as a
senior executive.
http://www.forbes.com/sites/davidkwilliams/2012/07/24/t
op-10-list-the-greatest-living-business-leaders-today/
Business Leaders With High EQ

10. Brand Pretorius Ex-CEO McCarthy
Limited South Africa:
“If you cannot manage yourself it is
impossible to lead others effectively.
It is vital that leaders must have
sufficient Emotional Intelligence
(EQ) in that leaders need to be able
to both understand and manage
their own emotions and cultivate
good relationships with others.”
http://durbanchamber.com/profiles/blogs/a-leader-
among-men-brand-pretorius
Business Leaders With High EQ

11. • Throughout life we need to continue to work
on our leadership and self-awareness around
the following framework:
• Our ‘heads’ - emotional
intelligence, compassion, insight
and knowledge.
• Our ‘hearts’ - principles and values.
• Our ‘hands’ - how we conduct ourselves
and how we behave and interact with others
• Leadership magic happens when our ‘heads’
and ‘hands’ meet, but we need to know that
the fountain to leadership is our hearts.
Business Leaders With High EQ

12. Sheryl Sandberg: COO of Facebook:
Combined with her efficiency is her EQ,
an uncanny grasp of how people feel.
As Zuckerberg puts it, “She’s unique in
that she has an extremely high IQ and
EQ, and it’s just really rare to get that in
any single person.”
http://ideas.time.com/2013/03/07/confidence-woman/3/
Business Leaders With High EQ

13. Emotional Intelligence is a way of recognizing,
understanding, and choosing how we think, feel, and act.
It shapes our interactions with others and our
understanding of ourselves.
It defines how and what we learn; it allows us to set
priorities; it determines the majority of our daily actions.
Research suggests it is responsible for as much as 80% of
the "success" in our lives."
Handle With Care: Emotional Intelligence Activity Book by Freedman et al
A Definition of EQ

14. Emotional-social intelligence is a cross-section of
interrelated emotional and social competencies
and skills that determine how effectively
we understand and express ourselves, understand
others and relate with them, and cope with daily
demands.
Dr Reuven Bar-On, 2005
A Definition of EQ

15. Why Measure EQ?
The measurement of emotional intelligence in the
workplace is the first step toward improving it.
By understanding the strengths and weaknesses of
[yourself, your] teams and employees, you can
systematically work toward increasing
the skills that count.
Dr Reuven Bar-On

16. The ROI on EQ Development
EQ Advantage (2004)
• Organisational ROI: increased innovation, productivity,
customer service and happy employees
• Team ROI: exceptional communications, positive dynamics,
team flexibility, accountability, synergy
• Individual ROI: self-aware individuals who maintain
integrity while managing emotions and impulses; an
understanding of others as well as an ability to positively
influence

17. WHY DOES EQ MATTER IN
THE WORKPLACE?

18. “75% of careers are derailed for reasons related to
emotional competencies, including inability to
handle interpersonal problems; unsatisfactory team
leadership during times of difficulty or conflict; or
inability to adapt to change or elicit trust.”
— The Center for Creative Leadership
EQ in the Workplace

19. EQ and Sales
And we’re all in the business of selling something …
• Human connections make or break a sale
• You can be prepared, with a smooth pitch, and an
impressive presentation, but if a personal connection is
missing, the window of opportunity will close
• Effectiveness in sales requires the use of various EQ
dimensions: self-awareness, self-regulation, empathy
and social skills
• Research has determined that EQ is a key predictor for
overall success in business
Richard Boyatzis

20. UNDERSTANDING
THE EQ MODEL

21. The EQ-I 2.0® Model

22. Important to Remember:
• Process of self development starts with raising
self awareness and determining actions to
improve your level of effectiveness
• Areas of higher skill celebrated and used to
make the most of them
• Areas of lower skill are opportunities for
enrichment
• An assessment is only one source of
information

23. Self-Perception
 Self-Regard
 Self-Actualization
 Emotional Self-Awareness
Interpersonal
 Interpersonal Relationships
 Empathy
 Social Responsibility
Self-Expression
 Emotional Expression
 Assertiveness
 Independence
Decision Making
 Problem Solving
 Reality Testing
 Impulse Control
Stress Management
 Flexibility
 Stress Tolerance
 Optimism
The EQ-i 2.0 Subscales

24. Self-Perception
 Self-Regard
 Self-Actualization
 Emotional Self-Awareness
Interpersonal
 Interpersonal Relationships
 Empathy
 Social Responsibility
Self-Expression
 Emotional Expression
 Assertiveness
 Independence
Decision Making
 Problem Solving
 Reality Testing
 Impulse Control
Stress Management
 Flexibility
 Stress Tolerance
 Optimism
Critical EQ-i 2.0 Subscales for
Business Owners

25. Self-Regard
• Respecting oneself
while understanding
and accepting one’s
strengths and
weaknesses
• Often associated with
feelings of inner
strength and self-
confidence

26. LOW HIGH
Unsure of self Self-assured
Lack of self-respect Accepting of self
Low self-esteem High self-esteem
Unhappy with
physical appearance
Good sense of self
Not confident Confident
Inner strength
Fulfilled
Self-Regard

27. Possible risks of very high scores
Arrogant
Complacent
Takes information in, but does nothing with it
Egotistical
May ignore feedback
Sees no need for further growth

28. Interpersonal Relationship
• Ability to develop and
maintain mutually
satisfying relationships
that are characterized by
trust and compassion

29. Interpersonal Relationships
LOW HIGH
Is not comfortable with getting
close to others
Ability to establish mutually
satisfying relationships
Not giving Ability to give and take affection
and intimacy
Not interested in relationships Maintains relationships over time
Not able to share feelings Looks positively at social change
Loner Feels at ease in social situations
Standoffish

30. Possible risks of very high scores
Struggles when working alone
Socialising impedes work

31. Problem Solving
• Ability to find solutions to
problems in situations
where emotions are
involved
• Includes the ability to
understand how
emotions impact decision
making

32. Problem Solving
LOW HIGH
Jumps into solution Gathers information first, weighs
pros and cons where permitted
Flies by seat of pants Can identify and solve problems
Uses unstructured
strategy
Uses a systematic approach
Can apply emotional information
to help
Can draw on past experiences

33. Possible risks of very high scores
Disconnect from others
May not pay enough attention to emotions
Over-controlled emotions
May lack an emotional driving force

34. Reality Testing
• Capacity to remain
objective by seeing things
as they really are
• Involves recognizing when
emotions or personal bias
can cause one to be less
objective

35. Reality Testing
LOW HIGH
Tuned out Tuned into environment
Unrealistic Can assess life situations fairly
accurately
Disconnected Grounded
Easily Swayed Objective

36. Possible risks of very high scores
Pessimist
Lack of vision
Deflates enthusiasm of team
Too black and white
Kills good ideas
Over-analytical
Cynical

37. Impulse Control
• Ability to resist or delay an
impulse, drive or temptation
to act
• Involves avoiding rash
behaviors and decision
making

38. Impulse Control
LOW HIGH
Explosive Composed
Unpredictable Patient
Reactive Ability to delay or resist an
impulse
Easily frustrated High tolerance for frustration
Aggressive

39. Possible risks of very high scores
Lack of spontaneity
Hard to be “in the moment”
Over-controlled
Slow reaction time
May be a “pressure cooker”

40. Stress Tolerance
• Coping with stressful
or difficult situations
and believing that
one can manage or
influence situations in
a positive manner

41. Stress Tolerance
LOW HIGH
Lacking or ineffective coping
mechanisms
Effective coping mechanisms
Reactive Calm and maintaining control
Fearful Optimistic towards change
High anxiety levels Stable and relaxed
Maintains influence

42. Possible risks of very high scores
Does not react
Not aware of overload
Too calm and relaxed
Lack of urgency
Never reaches decisions
Not moving forward
Struggle to understand others who stress easily

43. Optimism
• Indicator of one’s
positive attitude and
outlook on life
• Involves remaining
hopeful and resilient,
despite occasional
setbacks

44. Optimism
LOW HIGH
Fear worst will happen Positive attitude in face of adversity
Pessimistic Hopeful approach to life
Uncertain about the future Confident about the future
Difficulty seeing the good Sees possibilities

45. Possible risks of very high scores
Unrealistic
Does not take things seriously

46. Are You Up for the Challenge
of Developing EQ?
Anyone can become angry –
that is easy. But to be angry
with the right person, to the
right degree, at the right
time, for the right purpose,
and in the right way – that is
not easy.
Aristotle

47. • Don’t wait to find the ‘perfect’ opportunity to practice
emotional intelligence.
• Each moment offers an opportunity to practice
– Your next phone call, team meeting, interaction with a
client
– You will think, feel, decide and act in each of these
situations
– So chose to try an emotionally intelligent approach
Becoming an Emotionally
Intelligent Individual

48. Ask yourself:
• How am I feeling?
• Why am I feeling this way?
• How are these feelings guiding my thinking?
• How might my feelings change?
• Harness the wisdom of these feelings as you
decide and act
Becoming an Emotionally
Intelligent Individual

49. DEVELOPING EQ BY CREATING
A DESIRED FUTURE STATE

50. Creating a Desired Future State
“Be the change that you want to see in
the world”
Mahatma Ghandi
• Reflect on the above quote and describe the ideal
future state for yourself
• What do you need to start doing differently?

51. Memorable Quotes…
If you always do what you have always done, you always get
what you’ve always got. So if you want something different,
do something different.
Anonymous
He who knows others is wise. He who knows himself is
enlightened.
Lao Tzu
Begin challenging your own assumptions. Your assumptions
are your windows on the world. Scrub them off every once in
a while, or the light won't come in.
Alan Alda

52. Contact Info
Sandra van den Ordel
Lead Consultant ǀ Industrial Psychologist
sandrav@jvrafrica.co.za