LYLEQ half day workshop

Brought to you by
Practical emotional intelligence
workshop
Sydney CBD: 15 September 2016
Parramatta: 28 September 2016

Meet your presenter
Christopher Golis MBA MA FAICD FAIM
Author, Coach & Workshop Leader
Graduate of Cambridge, LBS, SIA
Started working in 1967
IT (general manager)
Financial Services (VC)
Director of some 30 companies
Neverfail, Scitec/VeCommerce
Nanyang Founder in 1994, raised $140m
Fellow of AICD and FAIM
Author of 3 books & 8 e-books

cgolisau@gmail.com 0418-222219
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Conventional,self-controlled, formal 
Entrepreneurial, shrewd, hard-headed,
materialistic
2
PSAQ instructions:
1. For each pair quickly select one group or the
other best describes your personal style.
Personal Style Assessment Questionnaire
2. Count the number of ‘1’s, ‘2’s, etc and then
plot the graph. (Total should = 21)

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Humm Profile Toby
0
1
2
3
4
5
6
7
1 2 3 4 5 6 7
Component
Level
Two peaks
Two troughs

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Agenda
 Define EQ
 The Humm-Wadsworth technology
 Empathy using TOPDOG
 Video: A visit to 7 Managers
 Social Skills
 Video: Productive Counselling
 Nicola Starr and Greg Flinders

What is Emotional Intelligence?
 The ability to
perceive, control, and
evaluate emotions
 1990 Peter Salovey
and John D. Mayer
proposed EQ is like
IQ
 Inborn talent vs
learned skill?
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Goleman publishes EQ in 1996
1. Self Awareness
2. Self Management
3. Social Awareness or
Empathy
4. Social Skills or Relationship
management
No model of core emotions!?

People drive performance,
emotions drive people,
temperament drives emotions
 Luck & memory very important
 Kings College, London study of 11,117
twins
 58% of exam success due to genes
 29% due to teachers & schools
 Nature 2x nurture
 Temperament = genetic emotional bias
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EQ is achieving self- and
social mastery by being
smart with core emotions.
 Self-Mastery = Awareness + Management
 Social Mastery = Empathy + Social Skills
 Temperament > Transient emotions
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The 7 core emotions
 1920 Rosanoff: What drives our core emotions?
 “We are all slightly mad”
 There are only 4 mental illnesses
 1935 Humm & Wadsworth 7 components
 1993 Empathy Selling The new names

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cgolisau@gmail.com
What is Emotional Intelligence?
Self
Understanding
Ψ test
Self
Influencing
Mindfulness
Others
Understanding
Empathy
Others
Influencing
Social Skills
Self
Others
Understanding Influencing

Social Awareness or Empathy
 Cognitive empathy (conscious)
 Emotional empathy (unconscious)
 Empathic concern
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Social Awareness -
TOPDOG
 Talk
 Organisation
 Position
 Dress
 Office (or Home or Car)
 Gambit

#1414
Mover
 Desire to communicate
 Extrovert
 Active and dynamic
 Cheerful and enthusiastic
 Either black or white
 Fluctuations in mood
 Multi-taskers
M = introverted, self-sufficient & independent

15
Mover
• Talk - Friendly, jokey
• Organisation - Retailers
• Position - Front counter
• Dress - Casual, bright colours
• Office - Messy
• Gambit - late but friendly

16
Doublechecker
 Desire for security
 Agreeable
 Cautious, double checkers
 Apprehensive and nervous
 Compassionate and
sympathetic
 Pessimistic and critical
 Low energy output but can
show D drive
D = High resilience, calm, composed, impulsive

17
Doublechecker
• Talk - hypochondriacs
• Organisation - Public service
• Position - Administrator
• Dress - Conservative, brown
cardigans
• Office - Magpies, photos of
family or company
• Gambit - Punctual and friendly

18
Artists
 Desire to create
 Sensitive & inquisitive
 Inarticulate, aloof and reserved
 Stubborn and single-minded
 Good visual imaginations
 Individualistic: beat to a
different drum
 A = down-to-earth, reliable, frank & outspoken

19
Artists
• Talk - Inarticulate
• Organisation - Creative
• Position - Design
• Dress - Oddball
• Office - Tasteful
• Gambit - Punctual but formal

20
Politicians
 Desire to win
 Drivers & strivers
 Competitive and
assertive
 Defend fixed ideas
skillfully
 Suspicious
 P = likable, relaxed, balanced

21
Politician
• Talk - I-I-I
• Organisation - Big
• Position - Manager
• Dress - Power
• Office - Big, degrees on wall
• Gambit - Late but formal

22
Engineer
 Desire to complete projects
 Conscientious
 Painstaking planners, read
everything
 Practical and objective
 Dedicated enthusiasm
 Hands-on operators
E = Jump in, erratic, slipshod

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Engineer
• Talk - Monotonic
• Organisation - Builders and
developers
• Position - Consultants
• Dress - Pens in pocket
• Office - Whiteboard, full
bookshelves
• Gambit - Punctual (?) and
friendly

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Hustler
 Desire for material success
 Empathetic & Charming
 Astute, good financial acumen
 Love of gambling and
excitement
 Winners and losers
 Opportunistic
 Self-interest: WIIFM
 Egocentric
H naive, gullible, suckers, victim, martyr

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Hustler
• Talk - Money, name dropper
• Organisation - Wholesalers
• Position - Brokers and agents
• Dress - Flashy
• Office – Showy and glitszy
• Gambit - Punctual and friendly

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Normal
 Desire for order
 Non-neurotic & Unemotional
(cold fish?)
 Co-operative and law abiding
 Mature and self-controlled
 Consistent and rational
(boring?)
 Self reliant and confident
N = Adaptable, rule breaker, carpe diem,
over-emotional, neurotic

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Normal
 Talk - Logical, rational
 Organisation - Professional
 Position - Accountant/CoSec
 Dress - Conservative pinstripes
 Office - Neat and tidy
 Gambit - Punctual and formal

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Normal
 Normal is comparable to
Freud’s superego:
conscience, rules & standards
 As your age increases, your
Normal increases
 The Normal is soluble;
In vino veritas

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Humm Distribution:
Not all factors are created =
40%
14%
56%
52%
44%
39%
57%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
N H M D A P E
%ofpopulationhavingdominantcomponent
Component
Dominant Humm Component Distribution
Sample size = 65,508 people

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Caveat 2:
67% of individuals cluster
around the average

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Caveat 3: The 7 components
are like a web with several
strong and several weak
strands
cgolisau@gmail.com

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The Big 5
 O = Openness to creativity
 C = Conscientiousness
 E = Extraversion
 A = Agreeableness
 N = Neuroticism (lack self-control)
Where is the dark triad? Corporate
psychopath
Where is the Type ‘A’? Corporate bully
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The Big 5 & The Humm
 O = Artist
 C = Engineer
 E = Mover
 A = Doublechecker
 N =  Normal
Corporate psychopath = Hustler & N
Corporate bully = Politician & N
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Caveat 4: You can’t change your personality
but you can change your behaviour
Source: Me, Myself, and Us: The Science of Personality
and the Art of Well-Being by Brian R. Little

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The 4 steps of EQ
 Self Awareness
 Self Management
 Social Awareness
 Social Skills

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Social Skills
People will forget what you said,
people will forget what you did,
but people will never forget how you
made them feel. (Maya Angelou)
We like those who are like ourselves.

Social Skills
Fundamental attribution error
Failures/triumphs of someone due to
fundamental personal trait instead of looking
at situation and context.
You forget something  you are lazy
We forget something ∵ we are overworked
Every person on a project will say he did 50%
of the work.
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Social Skills for an N
• Who else is doing this?
• Reference sales
• Observe formalities
• Agendas & action plans

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Social Skills for an H
 How much is my
discount?
 Talk, dress and act
like a winner
 Name drop, lunches
 Negotiate special
terms
 Signature on binding
contract

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Social Skills for an M
 Will the team like it?
 Energy & enthusiasm
 Meet other team
members
 Minimize the detail
 Keep in constant
contact

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Social Skills for an D
 What are the risks?
 Keep it simple
 Zero choices
 Make up their mind
 Meet on Monday
morning

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Social Skills for an A
 What if...?
 Lots of visuals
 Visual words: look, see
 Imagine ....
 Sincerity & sensitivity

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Social Skills for a P
 What do you think?
 Use flattery
 Minor point closes
 Auditory words: listen,
hear, sound
When two Ps meet, it's an I for an I

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Social Skills for an E
 Where’s the manual?
 Idealistic project
 Present new ideas in detail
 Touch words: hot, cold,
feel
 Let them work with a
prototype

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Video Productive Counselling:
Two case studies
 What are the dominant components in
the employee?
 What are the dominant components in
the supervisor?
 Will the proposed strategies work?

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Case Study 1
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Case Study 2
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Nicola Starr
 1. What significant components make
up Nicola Starr's temperament?
 2. How will you handle her performance
appraisal?
 3. Are there likely to be any problems
arising during the interview?
cgolis@emtionalintelligencecourse.com 0418-222219
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Nicola Starr
 ME N
 Staff most dislike inconsistency
 Sleep on decision
 Does this conflict with previous decisions
 Bring tissues to performance appraisal
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Greg Flinders
 1. What significant components make
up Greg's temperament?
 2. Is Greg tempermentally suited to be a
Team Leader?
 3. The heads of markeing and sales
departments have complained to you
that Greg is not sufficiently customer
centric. What steps will you take?
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cgolis@emotionalintelligencecourse.com 0418-222219
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DPE A Good Operations Manager
Not Introspective
New project = develop himself as a better
manager
What makes a successful manager?
People skills – use calendar of dates
-ve or +ve criticism?
Will need frequent encouragement
Greg Flinders

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One final warning
cgolisau@gmail.com

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Why I ♥ the Humm
 Easy to remember
 We have all 7 components
 Hot buttons
 Self control habits
 Improved empathy via TOPDOG
 We like those who are like ourselves
 Learn which components are anti-you

Q&A Forum
 Any ?
 Read the Humm Handbook
 Download white papers from
www.emotionalintelligencecourse.com
 Sign up for my monthly newsletter
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