The document explores the concept of emotional intelligence (EQ) in the workplace, emphasizing its critical role in enhancing performance and productivity through self-awareness and effective interpersonal skills. It distinguishes EQ from IQ and highlights competencies that can be developed, such as initiative, teamwork, flexibility, and communication. Additionally, it provides strategies for applying EQ to address workplace challenges and support effective change management.

1. EQ at the Workplace
What is Intelligence?
Multiple Intelligence
IQ vs EQ
and
How can you develop
your EQ skills to
perform better at
your workplace
position?

2. EQ at the Workplace
Emotional Intelligence refers to a
set of emotional and social skills
and competencies that influence
the way we perceive and
express ourselves; develop and
maintain social relationships;
cope with challenges; and use
the information in emotions in
effective and meaningful ways.
This program explores how you can leverage EQ
competencies to enhance performance and productivity in
your organization.

3. Content
Self Awareness and Self-
Management Competencies
Strategic Leadership
- Applying EQ to Address your
Workplace Challenges
Moving Forward
- Setting Clear Action Plans for Ongoing EQ
Engagement
Emotional Intelligence (EQ) at the Workplace
- Understanding EQ in Yourself and the Workplace

4. 1. Define the critical role of your
emotional intelligence in today's
increasingly complex and
changing working relationships
Objectives
2. Assess why emotional competencies are “essential
capabilities” for anyone who manages departments or leads
teams
3. Learn how to engage EQ skill and competency practices
throughout your department to achieve dramatic improvements
in employee attitude and performance levels

5. EQ at the Workplace
What is Intelligence? Multiple Intelligence?
IQ vs EQ

6. Is There Multiple Intelligence?Is There Multiple Intelligence?
IQ vs EQIQ vs EQ

7. Definition of IntelligenceDefinition of Intelligence
The ability to learn or understand or to deal
with new or trying situations: the skilled
use of reason
The cognitive abilities
of an individual to
learn from experience,
to reason well, and
to cope effectively
with the demands of
daily living.

8. "Intelligence, is the aggregate or global
capacity of the individual to act
purposefully, to think rationally, and to
deal effectively with his environment”
- David Wechsler

9. Although experts differ on an exact definition ofAlthough experts differ on an exact definition of
intelligence, most agree that intelligent behaviorintelligence, most agree that intelligent behavior
has at least two components:has at least two components:
IntelligenceIntelligence
1.The ability to learn
from experience.
2.The ability to adapt
to the surrounding
environment.

10. What do we know about IQ?What do we know about IQ?
Predicts school grades relatively well
Does not predict success in life
Predicts 6% of job success
Peaks in late teens
Culture-bound, Gender Bias, SES
Racial controversies
Gets you in the door
– Professional schools (medicine, dentistry, law)
– Can help you get hired (Harvard MBA)
Static

11. Factors of General Intelligence TestsFactors of General Intelligence Tests
1. Verbal Comprehension - vocabulary,
verbal analogies
2. Number - mathematical operations
3. Space - visual-spatial and mental
transformation
4. Associative Memory - rote memory
5. Perceptual Speed - quickness in
noticing similarities and differences
6. Reasoning - skill in inductive,
deductive, and math problems, and math problems

12. Is There MultipleIs There Multiple
Intelligence?Intelligence?

13. Gardner first theory on Multiple Intelligence
(1983)
Since 1999, Gardner has
identified eight intelligences:
1.logic-mathematical,
2.linguistic,
3.musical,
4.spatial,
5.bodily/kinesthetic,
6.interpersonal,
7.intrapersonal, and
8.naturalistic.
“humans have several different ways of processing information
and these ways are relatively independent of one another”.

14. Intelligence Core Components End-States
Logical-
mathematical
Linguistic
Musical
Spatial
Sensitivity to, and capacity to discern, logical
or numerical patterns; ability to handle long
chains of reasoning.
Sensitivity to the sounds, rhythms, and
meanings of words; sensitivity to the
different functions of language.
Abilities to produce and appreciate rhythm,
pitch, and timbre; appreciation of the forms
of musical expressiveness.
Capacities to perceive the visual-spatial
world accurately and to perform
transformations on ones initial perceptions.
Scientist
Mathematician
Poet
Journalist
Violinist
Composer
Sculptor
Navigator
Gardner’s Seven Intelligences

15. Intelligence Core Components End-States
Bodily-
Kinesthetic
Interpersonal
Intrapersonal
Abilities to control ones body
movements and to handle objects
skillfully.
Capacities to discern and respond
appropriately to the moods,
temperaments, motivations, and desires
of other people.
Access to ones own feelings and the
ability to discriminate among them and
draw upon them to guide behavior;
knowledge of one’s own strengths,
weaknesses, desires, and intelligences.
Dancer
Athlete
Therapist
Salesman
Person with
detailed
accurate self-
knowledge
Gardner’s Seven Intelligences

16. Multiple IntelligenceMultiple Intelligence
Naturalistic is the most recent addition to Gardner’s
theory and has been met with more resistance than
his original seven intelligences.
According to Gardner, individuals who
are high in this type of intelligence are
more in tune with nature and are often
interested in nurturing, exploring the
environment and learning about other
species.
These individuals are said to be highly aware of even subtle
changes to their environments.

17. What is Emotional Intelligence ? (EQ)
Wikipedia
Emotional intelligence
or (EQ) is the ability to
identify, assess, and
control the emotions of
oneself, of others, and
of groups.
Generally, it’s being able to correctly perceive
and respond appropriately to the underlying
emotions of the people you come in contact to.

18. Where did the concept of EmotionalWhere did the concept of Emotional
Intelligence come from?Intelligence come from?
In 1983, after Gardner theory, from extensive brain
research on Multiple Intelligence,
Reuven Bar-On (1988),
Peter Salovey & John Mayer (1990) and
Goleman (1995-2003)
all proposed, defined and popularized their
individual theory and concept of emotional
intelligence (EI)

19. Emotional intelligence is
“an array of non-cognitive
capabilities,
competencies, and skills
that influence one’s ability
to succeed in coping with
environmental demands
and pressures”
Reuven Bar-On (1988) has placed EI in the context of
personality theory, specifically a model of well-being

20. Emotional intelligence is
“an array of non-cognitive
capabilities, competencies,
and skills that influence
one’s ability to succeed in
coping with environmental
demands and pressures”
Peter Salovey and John Mayer first proposed their theory
of emotional intelligence (EI) in 1990 and defined it
John D. Mayer

21. “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 our
relationships.”
Goleman (1995-2003) has popularized the concept
of emotional intelligence and formulated EI in terms
of a theory of job and work performance

22. Emotionally Intelligent Behavior
“I look upon intelligence as
an effect rather than a cause,
that is, as a resultant of
interacting abilities – non
intellective included.
Intelligence Does Not = Behavior
The problem confronting psychologists today is how
these abilities interact to give the resultant effect we
call intelligence.“
- Wechsler

23. EQ at the Workplace
How can you develop your EQ skills to
perform better at your workplace position?

24. How can you develop your EQ skills to
perform better at your workplace position?
1.Take initiative
2. Act as a team player
3. Be flexible
4. Communicate
effectively

25. How can you develop your EQ skills to
perform better at your workplace position?
1. Take Initiative: Demonstrate responsibility and
enthusiasm for your job by striving to go the extra mile.
Do tasks without being
asked by someone else.
Look around, This starts by
finishing work without
constant reminders from
your supervisor.
And if you are already in a leadership role, this means setting
the example what needs to be done, and do it. Be the owner

26. Be the owner .This rarely goes unnoticed.
If a co-worker has a large project and you have
some time on your hands, volunteer to help.
How can you develop your EQ skills to
perform better at your workplace position?
Further, you could seek
more challenging work
and strive to develop
your technical skills
and do it.

27. How can you develop your EQ skills to
perform better at your workplace position?
Practice leading in small
group discussions by
asking your teammates
questions and bringing
quieter members into the
conversation.
2. Act as a team player: This means not only
being cooperative, but also displaying strong
leadership skills when necessary.

28. How can you develop your EQ skills to
perform better at your workplace position?
Be open and agreeable to
other people’s suggestions,
respect difference of
opinions, accept your
mistakes, and show empathy
to others.
3. Be flexible: Employees who can adapt to any situation
are dependable no matter what is thrown at them.
Understand constraints and reasons why someone is unable to
stick to a plan and then work to create a new plan if necessary.
You do not want to be called a “stuck up” as a manager. Adopt
agile methods. Be prepared for any breakdowns.

29. How can you develop your EQ skills to
perform better at your workplace position?
Get to a discussion, write down the key points and send
them all over Email, so that people can sign off to what
was being said, and everyone is on the same page.
4. Communicate effectively: Communicate clearly through
written, oral, and nonverbal communication. Be concise
instead of going in loops. Articulate well, be a good
listener, and use
appropriate body
language at all times.

30. People with High EQ Know:
• Who they are
• What they need to do to
take care of themselves
• Who others are within
their own context
How they need to manage their impact on
others.

31. EQ is not…
• Letting your feelings run rampant
• Being nice regardless of what
happens to you
• Specific to gender or genetically fixed
• IQ, knowledge or education based
• About anger management
EQ is being able to come into a relationship with
your full self. Do you swallow your truth? Be able
to speak your truth.

32. Emotional Intelligence is not just about managing
emotions:
Understanding EQ in Yourself and the Workplace
It involves engaging a distinct
combination of emotional,
personal and interpersonal
skills and competencies that
are essential to your leadership
and management success.

33. And the way we can
choose effective
leadership behaviors to
benefit individuals we
work with and the
organization as a whole.
Self Awareness and Self-Management
Competencies
How well we understand ourselves is the basis of
successful self management.

34. The Impact of Self-
Awareness
Research supports that
Self-Awareness
is a
necessary underpinning
of both
Self-Management and
Social Awareness

35. With Self-Awareness, a person has 50/50 chance of
demonstrating Self-Management
49%49%
4%4%
51%51%
Yes No
Yes
No
N = 427, p < .001 (Burckle and Boyatzis, 1999)
Self-Management
Self-
Awareness
Without Self-Awareness, a person has virtually no chance of
demonstrating Self-Management.
Self Awareness & Self Management
96%96%

36. 83%83%
38%38%
Self Awareness & Social Awareness
With Self-Awareness, a person has a 38% chance of
having Social Awareness
83%83%
38%38%
17%17%
62%62%
Yes No
Yes
No
Social Awareness
Self-
Awareness
N = 427, p < .001 (Burckle and Boyatzis, 1999)

37. • why some people with
moderate IQ do well in life
while others with high IQ
fail
• distinct from IQ (cognitive
intelligence)
• components resemble
personality factors, but can
change and can be altered
Dr. Reuven Bar-On in 1980 began to explore
factors that were related to success in life:
Self Awareness and Self-Management
Competencies

39. BarOn/EQ-iBarOn/EQ-i®®
FactorsFactors
Intra-Personal
– Emotional Self-Awareness
– Assertiveness
– Self-Regard
– Self-Actualization
– Independence
Stress Management
– Stress Tolerance
– Impulse Control
Inter-Personal
– Interpersonal
Relationship
– Empathy
– Social Responsibility
Adaptability
– Problem Solving
– Flexibility
– Reality Testing
General Mood
-- Optimism
-- Happiness

40. Why was the BarOn EQ-i Developed?Why was the BarOn EQ-i Developed?
To help answer a basic question:
Why do some peopleWhy do some people
with high IQ fail inwith high IQ fail in
life, while others withlife, while others with
moderate IQmoderate IQ
succeed?succeed?

41. How Does the EQ-i Work?How Does the EQ-i Work?
• 133 brief items answered on a 5-point scale from “Not
True of Me” to “True of Me”
• 30 minutes to complete
• Standard scores based on “100” as the average, Standard
Deviation of 15
• Includes the following scales:
–Total EQ
–5 EQ Composite Scales
–15 EQ Content Scales
–4 Validity Scales

42. Sample Test Items:
I have good relations with others
I’m fun to be with
I like helping people
Rating Scale:
1 = Very Seldom or Not True of me
5 = Very Often True of Me or True of Me
WorkshopWorkshop
Bar On /EQ-iBar On /EQ-i

43. EQ-I ScoringEQ-I Scoring
Standard Score Guideline
130+ Markedly High
Atypically well developed emotional capacity
120-129 Very High
Extremely well developed emotional capacity
110-119 High
Well developed emotional capacity
90-109 Average
Adequate emotional capacity
80-89 Low
Under-developed emotional capacity
70-79 Very Low
Extremely under-developed emotional capacity
Under 70 Markedly Low
Atypically impaired emotional capacity

44. There’s No Crying in Baseball
How do you think the coach would score on his
EQ Assessment?
http://www.youtube.com/watch?v=gKCHvOvlHL0

45. •Critical thinking skills
•Influencing even when you do
not have authority
•Supporting the effectiveness
and success of your change
initiatives
•Responding to the intense
emotions that accompany
transition and change
Strategic Leadership – Applying EQ to Address
Your Workplace Challenges
An organization that collectively exhibits effective EQ
builds capacity for sustainable organizational change
and performance.

46. Critical thinking skills
The word “critical” often misleads us to think that critical thinking
is only based on soul-less data, information and evidences.
According to Rudd, Baker and
Hoover (2000), critical thinking is a
“reasoned, purposive and
introspective approach to solving
problems or addressing questions”.
Applying EQ to Address Your Workplace Challenges
Introspection when solving problems as a team includes acknowledging
the thoughts of others, one of the key elements of emotional intelligence.

47. Influencing even when you do not have authority
Applying EQ to Address Your Workplace Challenges
With authority, you can simply “order” to do what you want. That may
not be the most effective leadership strategy; you’ll get what you ask for.
But, how to influence someone over
whom we have no control, power or
authority?.
First, respect other people’s opinions
or thoughts.
Don't tell people they are wrong.
Be more inclusive, less divisive.
Be conversational, not argumentative.
 Listen more, talk less.

48. Influencing even when you do not have authority
Applying EQ to Address Your Workplace Challenges
True influence can be seen in great leaders.
They represent a segment of the population who depends that he or she
will stand up for their rights, their beliefs and their needs.
I like how Rick Warren used a
biblical example to explain
influence:
"The purpose of influence is to
'speak up for those who have no
influence.' It's not about you."
(proverbs 31:18)

49. Supporting the effectiveness and success of your
change initiatives
Change management focuses
on people, and is about
ensuring change is thoroughly,
smoothly and lastingly
implemented
Applying EQ to Address Your Workplace Challenges
When initiating a change, the first step is to dig down further to
define your specific objectives.

50. Supporting the effectiveness and success of your
change initiatives
Typically, these will cover :
Sponsorship, - senior level directly or
indirectly
Buy-in, -from those involved and
affected
Involvement, -people from design
and implementation
Impact, how the changes will affect
people.
Applying EQ to Address Your Workplace Challenges
Communication, -Telling everyone who's affected about the changes
Readiness, - to adapt, ensuring they have the right information, training
and help

51. Applying EQ to Address Your Workplace Challenges
In addition, keeping an open mind and being curious about the
possibilities that change promises, being flexible, staying motivated,
and having a sense of humor will buoy your resiliency and help you
persevere.
Keep things in perspective and practice the 5 P‘s
-Patience,
-Persistence,
-Practical,
-Positive , and have a
-Purpose.
Responding to the intense emotions that accompany
transition and change.

52. Responding to the intense emotions that accompany
transition and change.
Applying EQ to Address Your Workplace Challenges
Going through transitions that
accompany change can be thriving and
also difficult. Mastering the art of change
over the course of a lifetime provides a
great advantage to alter your responses
to change in order to create a more
satisfying experience.
These are basic 5P’s of things to consider that can help you
negotiate and navigate your course to the intense emotion that
accompany transition & change.

53. Your EQ learning and development does not end here
and now. We must set clear intentions and action plans
in maintaining and moving forward.
Moving Forward – Setting Clear Action Plans for
Ongoing EQ Engagement
•Integrating your new ways of thinking
and acting to enhance your leadership
effectiveness back at the office
•Building on your strengths and
identifying strategic areas for
development
•Clarifying your vision of success and
developing a customized development
action plan

54. Setting Clear Action Plans for Ongoing EQ Engagement
•Empathy
•Self Control
•Self Confidence
------------------------------------
•Developing Others
•Holding People Accountable
•Team Leadership
-------------------------------------
•Results Orientation
•Initiative
•Problem Solving
-------------------------------------
•Influencing Others
•Fostering Teamwork
Manager Model

55. EQ in Action
What positive and/or negative examples do you see of emotional intelligence?
http://youtu.be/CiXTwfipyqk

56. He passed $2.5 million forged checks across
26 countries over five years, beginning 16
years old. He became one of the most famous
impostors ever, assumed no less than eight
separate identities as an airline pilot, a doctor,
a US Bureau of Prisons agent, and a lawyer.
Catch Me if You Can – scene demonstrates prime example of a person
with a very high EQ and social awareness and excellent ability to manage
his emotions. Movie is a true story based on the life of Frank Abignale
(played by Leonardo Di Caprio) who became notorious in the 1960s
He escaped from police custody twice (once from a taxiing airliner and
once from a US Federal Penitentiary before he was 21 years old.
He served fewer than five years in prison before starting to work for the
FBI with He is a consultant and lecturer at the academy and field offices
for the FBI – with Agent Carl Hanratty (Tom Hanks character)

57. EmotionsEmotionsEmotionsEmotions ThoughtsThoughtsThoughtsThoughts BehaviorBehaviorBehaviorBehavior Performance
Developing EQ Involves
• Revising responses to feelings
• Changing thinking patterns
• Altering behavior and trying new things
• Coaching can be instrumental in the process

58. Self-
Awareness
Social
Awareness
Self-
Management
Relationship
Management
• Emotional
Self-Awareness
• Accurate
Self-Assessment
• Self-Confidence
• Empathy
• Organizational
Awareness
• Service Orientation
• Emotional Self-Control
• Transparency
• Optimism
• Adaptability
• Achievement
Orientation
• Initiative
• Developing Others
• Inspirational
Leadership
• Influence
• Change Catalyst
• Conflict Management
• Teamwork &
Collaboration
The Twenty EQ Competencies

59. The Stake Prime
When you’re up to something big that requires enrolling a large group,
there will be a mix of all three types of people. You must address each
of their unique ways of listening.
When the STAKE is stated powerfully, of it’s impact on the Heart,
the Head and the Wallet, CHANGE and TRANSFORMATION become
possible. A weakly stated STAKE keeps groups entrenched in the status
quo.
Three basic ways that people
listen:
Analytical people listen with
their Heads.
Emotional people listen with
their Hearts.
Financially motivated people
listen with their Wallets.

60. The Stake Prime
We start by closely examining our
powerful STAKE conversation,
dissecting the patterns it reveals,
and from those revelations we
make the case for change.
Before any CHANGE or TRANSFORMATION can occur, people must
be convinced; therefore, the STAKE must operate on an
organizational, community, and personal level.
The STAKE illustration shows three basic ways that people listen:
Analytical people listen with their Heads.
Emotional people listen with their Hearts.
Financially motivated people listen with their Wallets.
Powerful STAKE conversat
ions must have negative
aspects (what to avoid or
PUSH away from) and
positive aspects (what
people desire and want to
PULL toward them).

61. The Path Between Feeling and Reason
The secret is to manage
the way we explain
situations to ourselves.
You have
to SHIFT YOUR
PERSPECTIVE
The mind needs
conditioning as much
as our muscles.
Changing our thinking patterns.

62. Some Applications of theSome Applications of the EQ-iEQ-i®®
• Recruiting high
performers
• Retaining high
performers
• Teambuilding
• Managing diversity
• Leadership
development
• Coaching
• Performance
management
• Risk management
• Self development
• Change management
• Merger integration &
re-shaping culture
• Restructuring &
realignment
• Stress management
• Career planning

63. Effects of IntelligenceEffects of Intelligence (EI)(EI) on Career Successon Career Success
High IQ & EI
CAREER
ADVANCEMENT
High IQ low EI
CAREER
DERAILMENT

64. Be Blessed!

65. Principal Consultant for Lean Management.
Certified Kaizen Specialist & TPM with 30 over
years working experience.
Provides Technical Consulting Services on
TPM, Kaizen, Cellular system & Moonshine set
up.
An Innovator with Mechanical background that
adopts Green Living. Innovates by Recycling
and Reusing Idle resources to eliminate waste
to add Value to promote Green.
Founder of Tim’s Waterfuel, an alternative
Hydroxy fuel supplement using Water that adds
power and reduce Co2 emission on
automobiles.
An NGO Community worker for Prison, Drug
Rehabilitation and CREST North (Crisis Relieve
& Training) Malaysia, an organization that
respond to Crisis & Flood.
Timothy Wooi
Add: 20C, Taman Bahagia, 06000,
Jitra, Kedah
Email: timothywooi2@gmail.com
H/p: 019 4514007 (Malaysia)