The document elaborates on the significance of emotional intelligence (EQ) in leadership and organizational success, highlighting that high EQ leaders can add significantly more value to their organizations compared to average leaders. It outlines the business case for EQ, presents various EQ skills and leadership styles, and describes methods for developing emotional intelligence through structured programs. Furthermore, it emphasizes the impact of EQ on team dynamics, conflict resolution, and overall performance outcomes.

1. Emotional Intelligence Next Piece for Success

2. Section 1 Introduction

3. Business Case for EQ Star leaders add 127% more value to bottom line than average leaders Let’s help you be star leaders High EQ CEO’s create more profit than low EQ CEO’s (Stein, 2002) Let’s help you create financial health for your organization

4. Today’s Agenda What is EQ? (The conceptual framework) Business case for EQ: Why would you or your organization care about EQ? EQ Toolkits 4 steps of a high EQ event 15 EQ skills 6 EQ based leadership styles Exercise: use EQ to solve your leadership and organizational problems Next step: an EQ Leader Program - systematic program to build EQ skills

5. Introductions Basics Name Time with organization Current job What led you to participate in our EQ program? One of your work/career dreams

6. Motere (Latin) : “ to move” root word for emotion & motivation

7. Section 2 The Business Case

8. Companies Use EQ Merrill Lynch American Express Financial Services McDonnell Douglas CIBA Canada Life Metropolitan Life Commercial Financial Services Canadian Imperial Bank of Commerce Wrigley

9. 121 Fortune 500 Companies Competency Models 33% of items relate to technical skills 67% of items relate to EQ skills

10. Star Vs. Average Leaders Stars superior in . . . One intellectual skill – big picture Six emotional skills

11. Bottom Line Best Vs. Average Leaders Top performers add 127% to the bottom line

12. The Air Force Recruiter Project Recruiter turnover = 50% per year. It cost $ 30 000 to replace each recruiter who left.

13. Recruiter Competency Model Star Performer Analysis Successful recruiters were strong in five skills: Emotional Self-Awareness, Assertiveness, Empathy, Problem Solving, and Happiness

14. What the Air Force did Screened new recruiters for the 5 skills Trained incumbents in the 5 skills

15. In one year… Retention rate went from 50% to 96% Saved $2.7 million

16. Star Dentist EQ Skills Emotional Self-Awareness Assertiveness Self-Actualization Reality Testing

17. Productivity Computer Programmers: +300 % Manufacturing Superintendents Lost time accidents down 50% Formal grievances down from 15 to 3 per year All production goals surpassed

18. Derailed Executive Careers Inadequate team skills Poor interpersonal relationships Inflexible – handles change poorly

19. Super Star CEO’s Empathy Self-Regard Assertiveness

20. EQ and Income

21. Senior Managers Self-Regard Happiness Interpersonal relationships Reality Testing Self-Actualization

22. Production Planning Managers Flexibility Problem Solving Independence Impulse Control Self-Actualization

23. Business Managers (general) Interpersonal Relationships Assertiveness Happiness Self-Regard Emotional Self-Awareness

24. Public Servants Interpersonal Relationships Assertiveness Happiness Self-Regard Emotional Self-Awareness

25. Section 3 What is Emotional Intelligence?

26. Behavior Thoughts Emotions Building Blocks of Behavior Behavior Thoughts Emotions

27. Our Culture Worships Intellect DesCartes: “I think; therefore I am.” Stoics Today’s schools Today’s employers

28. Peter Salovey, Ph.D . Chair of Psychology, Yale University Major EQ Researcher and Theorist I view emotions as organizing processes that enable individuals to think and behave adaptively. This perspective can be contrasted with a more traditional one that sees affect as a disorganized interruption of mental activity that must be minimized and controlled.” “

29. Einstein We should take care not to make the intellect our god. It has, of course, powerful muscles, but no personality. It cannot lead, it can only serve.” “

30. Our Three Brains Amygdala –reptile brain (emotion) Cortex (logic center) Pre-frontal cortex (integrates logic and emotion into judgment)

31. Reptile Brain: Error patterns Sacrifices accuracy for speed Can’t tell the difference between rattlesnakes and shame

32. Fire Alarm Fear Event Feeling

33. Event Interpretation Feeling Fire Alarm Fire! Fear Danger!

34. Event Interpretation Feeling Fire Alarm Test Relief

35. Irrational Thought Patterns: We all have them Childhood Our general culture Our workplace culture

36. Our Three Brains Amygdala –reptile brain (emotion) Cortex (logic center) Pre-frontal cortex (integrates logic and emotion into judgment)

37. Misperception of Success SUCCESS

38. TOP SUCCESS! The secret ladder to success is EQ! EQ

39. EQ: A Collection of Skills Recognize what others want and need Sense what you want and need Dovetail our wants/needs with others’ Stay calm under pressure Act so others like to be around us

40. EQ = Logic + Emotion Pure emotion disorganizes Pure logic has no heart

41. Our EQ can grow at any age Because it can be learned

42. Learning EQ Starts Early

43. Example of Emotional Intelligence Aristotle : “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.”

44. Section 4 EQ Tool Kits for Leaders

45. Four Steps of EQ Notice/identify emotion

46. Four Steps of EQ Notice/identify emotion Impact: emotion prioritizes thought

47. Four Steps of EQ Notice/identify emotion Impact: emotion prioritizes thought Understanding source

48. Four Steps of EQ Notice/identify emotion Impact: emotion prioritizes thought Understanding source Management

49. The Four Steps of EQ Notice what we or someone else is feeling Identify thoughts that accompany that feeling Where is this feeling coming from? (Insight question) What do I want to feel (or what do I want someone else to feel) and how can I make that happen?

50. Bar-On EQ-i: 15 Skills Self-Regard Empathy Problem Solving Emotional Self-Awareness Social Responsibility Stress Tolerance Assertiveness Interpersonal Relationship Impulse Control Independence Reality Testing Optimism Self-Actualization Flexibility Happiness

51. Intrapersonal Self-Regard: Ability to respect and accept yourself just the way that you are

52. Intrapersonal Emotional Self-Awareness: Ability to recognize that we are responding with an emotion and accurately label that emotion

53. Intrapersonal Assertiveness: Ability to express our thoughts and feelings without threat while taking care of our own needs

54. Three Choices Aggressive: “I’m going to hurt you.” Passive: “I’m going to let you hurt me.” Assertive: “We both are safe here.”

55. Intrapersonal Independence: Ability to make decisions for yourself; to avoid emotional dependence on others

56. Intrapersonal Self-Actualization: Ability to develop ourselves through learning, growth, development. Drive

57. Interpersonal Empathy: Ability to read others well and care about their feelings

58. Empathy Vs. Sympathy Sympathy Pity Agreement Empathy Accurately read another’s feelings Those feelings are important to us

59. Define Win/Win Not compromise Creative solution in which both parties get all of what they want and often more

60. Map courtesy of University of Texas

61. One Key to Win/Win Negotiations Positions Egypt: we want the Sinai Israel: we want the Sinai Interests Egypt: we want self-respect Israel: we want safety

62. Empathy: The situation Your spouse gets home at 5:30, turns to you and sighs, “I didn’t get the promotion; Ralph got it. I just got a speeding ticket on the way home, and I’ve got a four-alarm headache.” From: The EQ Edge – Steve Stein, Ph.D. and Howard Book, M.D.

63. Empathic ? Didn’t get the promotion! We’ve been banking on it. We’ve been counting on the increased income. What went wrong?” “

64. Empathic ? Don’t worry; you’re smart. I’ve got confidence in you. Another opportunity will show.” “

65. Empathic ? You should have seen this coming. Ralph is a fine guy; he’s a hotshot, a glad-hander and he does have more experience.” “

66. Empathic ? Oh, what a day you’ve had. You must wonder if it can get any worse.” “

67. Empathic ? Geez . . . You must feel like nothing’s going your way.” “

68. Empathic ? Boy, you must feel like crap. Come here and I’ll give you a back rub.” “

69. Empathic ? Oh, dear, it sounds awful, but others have it worse. Remember Philly? He lost his job last month, and his wife walked out four days later.” “

70. Interpersonal Social Responsibility: Ability to put someone else’s well being ahead of our own

71. Interpersonal Interpersonal Relationship: Ability to form positive interpersonal relationships, ones that feel good to both parties.

72. Stress Managemanet Stress Tolerance: Ability to withstand stress without experiencing disruptive anxiety

73. Stress Managemanet Impulse Control: Ability to withstand temptation – when appropriate

74. Adaptability Problem Solving: Ability to be methodical and careful in solving problems Recognize problem exists Carefully define Develop possible solutions Select best available Observe results and modify

75. Judgment is . . . the process of recalling our past experiences to guide current decision making. . . .

76. Richard Fairbank “ Finding a visionary strategy . . . as a leader is a very intuitive thing. There are many things a leader can’t predict using data. How do you know what you will need to have in three years? Yet you’ve got to start development now or you won’t have it when you need it. Our company hires brilliant data analysts; we have one of the biggest Oracle databases in the world. But at the end of the day, I find that all the data does is push us farther on the frontier where it’s uncertain all over again.” ( Primal Leadership , p. 42)

77. Adaptability Reality Testing: Ability to keep our emotions from overly influencing interpretations of events Testing the stories (theories) we make up about others

78. Adaptability Flexibility: Ability to adapt to change, to “roll with the punches” and handle unanticipated events

79. General Mood Optimism: Ability to see a bright future; resilience

80. General Mood Happiness: Ability to feel satisfied with our current life; to have fun

81. Exercise Goals Deepen knowledge of specific EQ skills Identify how EQ development may help you in your job

82. Leadership

83. Leadership Success = Profitability Leader’s style controls 50 – 70% of Climate Climate controls 20 - 30% of profitability

84. Climate is… Flexibility Responsibility Standards Feedback/rewards Clarity Commitment

85. The Six Leadership Styles Characteristic behaviors How it impacts followers and climate The EQ skills required When it works Well Poorly

86. Visionary Style Creates a vision “ Come with me!” Contagious enthusiasm

87. Correlation with Climate = +.54 + Clarity – “I know where we’re going and why” + Feedback – “I’m told what I do that helps reach the goal.” + Commitment – “I know how I matter.” + Flexibility – “I get to solve problems”

88. EQ Skills Needed by Visionary Leaders Emotional Self-Awareness Self-Regard Empathy Problem Solving

89. Coaching Style Focused on building future skills “ Try this.” Teaching opportunities

90. Correlation with Climate = +.42 + Flexibility – “I’m told I can think” + Clarity – “I know how to fit into the vision.” + Commitment – “My boss cares about me; I care about the company”

91. EQ Skills Needed by Coach Leaders Emotional Self-Awareness Empathy Social Responsibility

92. Affiliative Style Builds relationships “ People come first.” Intense loyalty

93. Correlation with Climate = +.46 + Flexibility - “ I’m trusted to think.” + Rewards - “ My boss notices when I succeed.” + Commitment - “I match my boss’ commitment to me.”

94. EQ Skills Needed by Affiliative Leaders Empathy Interpersonal Relationships Communication skills Emotional Self-Awareness Assertiveness Empathy Self-Regard

95. Democratic Style Seek acceptable solutions “ What do you think?” Collective decision making

96. Correlation with Climate = +.43 + Responsibility & Commitment - “I participate in decisions” + Standards - “I reach high.” + Reward - “I value being heard.”

97. EQ Skills Needed by Democratic Leaders Interpersonal Relationships Social Responsibility Conflict management/negotiation skills Emotional Self-Awareness Assertiveness Empathy Flexibility

98. Coercive/Commanding Style Rules by force Demand immediate compliance “ Do what I tell you!” “ My way or the highway.” Fear

99. Correlation with Climate = -.26 ⇓ Flexibility – “My way or else” ⇓ Responsibility – “Just doing my job ” ⇓ Rewards – No personal reward ⇓ Clarity – “I only know what not to do.” ⇓ Commitment – “I’m just looking out for myself.” ⇓ Standards – “Whatever I can get away with.”

100. EQ Skills needed by Coercive Leaders Emotional Self-Awareness Impulse Control Self-Actualization Self-Regard

101. Pacesetter Style Demonstrates High Standards “ Do as I do!” Identified poor performers

102. Correlation with Climate = -.25 ⇓ Flexibility – “He does all the thinking” ⇓ Feedback – “All I get is criticism ” ⇓ Commitment – “I’m not cared about.” ⇓ Responsibility – “He’will do it if I don’t”

103. EQ Skills Needed by Pacesetters Self-Regard Self-Actualization Notice - all about self, nothing about others

104. Positive Leader Messages Visionary: “ You are valuable. I want you with me.” Coach: “I believe that you have a future.” Affiliative: “I like you.” Democratic: “I believe you can think.”

105. EQ Tools Four steps of an emotionally intelligent event 15 EQ skills measured by EQ-i Six leadership styles

106. Outcomes of Traditional Design Will you change any emotional habits today? Binder on the shelf Half life of behavior change = 3 – 6 weeks Waste $5.6-16.8 billion

107. EQ Leader Program Steps Conceptual overview (today) EQ Assessment EQ-i interview Feedback Computer report Custom report Feedback interview Ten step planning process for skill development Review with supervisor You and coach execute plan

108. Section 5 Team building and EQ

109. High Performance Teams Trust

110. Behaviors of High Performance Teams Trust “ I am not perfect” Confidence in my own value Accept others’ mistakes

111. Trust: Key EQ skills Self-Regard Empathy

112. High Performance Teams Trust Conflict

113. Behaviors of High Performance Teams Conflict About ideas, procedures, strategies, etc. No triangles Requires trust

114. Conflict: Key EQ skills Assertiveness Independence Empathy Stress tolerance Problem solving

115. High Performance Teams Trust Conflict Commitment

116. Behaviors of High Performance Teams Commitment Shared mission, vision, strategies and tactics Requires conflict Maturity = not always having to get our own way

117. Commitment: Key EQ Skills Social Responsibility Optimism Interpersonal Relationship Flexibility

118. High Performance Teams Trust Conflict Commitment Accountability

119. Behaviors of High Performance Teams Accountability Not just to leader but to all on team Acceptance of criticism as not personal Required commitment

120. Accountability: Key EQ Skills Assertiveness Self-Regard Stress Tolerance Impulse Control

121. High Performance Teams Trust Conflict Commitment Accountability Attention to Results

122. Behaviors of High Performance Teams Attention to Results Team results, not individual Create measurable goals and ways to measure Requires accountability

123. Attention to Results: Key EQ Skills Problem Solving Stress Tolerance Reality Testing

124. Question Period

125. Thank You! Please contact me at olivier@infuseEQ.com www.infuseeq.com