Communication is one of the greatest reasons for staying alive. Being a leader and a manager in business can fail without proper communication and understanding of the emotions behind it.
The Case for Emotional Intelligence – A Pinnacle Management Group, Inc. White...Pinnacle Management Group
This informative white paper outlines emotional intelligence and addresses some common myths. Additionally, it explores the results of the extensive research that has been performed in this field with specific focus on how EI impacts performance as compared to IQ, and specific competencies that are differentiators in performance.
PM 201: Emotional Intelligence for Project ManagersNERUG
One of our key learning objectives is to help project managers understand the importance and balance of SMART with HEART. Both are major components of Emotional Intelligence (EQ). We will discuss where Emotional Intelligence is required in order to manage change effectively, lead others to the vision, and produce the desired results. We will review the history of EQ theory, the evolution of EQ models, measurement techniques to assess your EQ, and how to form a cohesive team using the five basic behaviors. Recognizing and facing the different types/maturity levels in EQ can and will lead to a smoother project.
The Case for Emotional Intelligence – A Pinnacle Management Group, Inc. White...Pinnacle Management Group
This informative white paper outlines emotional intelligence and addresses some common myths. Additionally, it explores the results of the extensive research that has been performed in this field with specific focus on how EI impacts performance as compared to IQ, and specific competencies that are differentiators in performance.
PM 201: Emotional Intelligence for Project ManagersNERUG
One of our key learning objectives is to help project managers understand the importance and balance of SMART with HEART. Both are major components of Emotional Intelligence (EQ). We will discuss where Emotional Intelligence is required in order to manage change effectively, lead others to the vision, and produce the desired results. We will review the history of EQ theory, the evolution of EQ models, measurement techniques to assess your EQ, and how to form a cohesive team using the five basic behaviors. Recognizing and facing the different types/maturity levels in EQ can and will lead to a smoother project.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
Managerial effectiveness, qualities of effective managers,decision making an...Devika A K
managerial effectiveness,quality of effective managers, traits and behavior set of effective managers,productivity,decision making, steps in decision making,effective communication,how to communicate effectively in conflicts,ways for workplace communication effectiveness can increase productivity.
The importantance of emotional intelligenceGreg Kontusz
70% of the success of an executive depends on his/her emotional intelligence. But the good news is unlike Cognitive Capability it is something that acquired. This presentation gives you the history and definitions application of EQ.
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
Emotional intelligence is the foundation of sound decision making which is at the core of consistently high performance. Studies on the impact of emotional intelligence in the workplace emphasize that organizations with higher levels of emotional intelligence reap benefits on productivity and success; therefore forward thinkers continue to mine it for business tools that lead to superior performance. Business leaders who use Emotional Quotient expertise to build an emotionally intelligent culture do gain a competitive edge for their organization in the marketplace.
Managerial effectiveness, qualities of effective managers,decision making an...Devika A K
managerial effectiveness,quality of effective managers, traits and behavior set of effective managers,productivity,decision making, steps in decision making,effective communication,how to communicate effectively in conflicts,ways for workplace communication effectiveness can increase productivity.
The importantance of emotional intelligenceGreg Kontusz
70% of the success of an executive depends on his/her emotional intelligence. But the good news is unlike Cognitive Capability it is something that acquired. This presentation gives you the history and definitions application of EQ.
An increasing amount of studies have demonstrated that emotional intelligence is essential for workplace success. Understand its relationship within the workplace and get tips on how to implement emotionally intelligent practices in your company with this PowerPoint. Emotional Intelligence PowerPoint Presentation Content slides include topics such as: 6 points on the importance of Emotional Intelligence in the workplace, 6 points on the difference between Emotional Intelligence and IQ, 5 Major categories of EI, 9 tips to improve your emotional intelligence, 13 points on the relationship between EI, Leadership, & Retention, 12 points on EI and Hiring Decisions, 5 slides on the Sales Implications of EI, 5 points on EI and Negotiation, 8 points on EI and Organizational change, 7 points on EI and Decision making, 7 points on EI and mentorships, 11 points on group emotional intelligence, 4 points on the future of EI, 5 slides for final action steps, and much more. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
Discover the importance of emotional intelligence and unlock your potential for success. Learn how empathy can improve your relationships and communication skills.
Please reword these paragraphs in your own words DO NOT use the sa.docxLeilaniPoolsy
Please reword these paragraphs in your own words DO NOT use the same words as in these paragraphs. Thank you!
1- Core self-evaluation influences employee behavior by allowing that person to understand what personality traits they possess. According to Chapter 3, Core self-evaluations (CSEs) represent a broad personality trait comprised of four narrower and positive individual traits: (1) generalized self-efficacy, (2) self-esteem, (3) locus of control, and (4) emotional stability. CSEs help identify traits that will remain consistent and can predict positive work outcomes such as job performance and satisfaction. This can help managers and employees understand which jobs they will be better suited for.
I have found that my attitude and emotions has an impact on how my day goes. If I come into work with a negative attitude, I will typically have a rotten day. I focus on all the negatives and don't allow myself to see past them. If I brush off the negative things and continue to focus on things that I can control or change and work toward a positive end goal, I tend to have a better day and my projects turn out much better. When keeping a positive attitude and sharing enthusiasm, I also get more involvement from others.
2- In chapter 3, individual differences are defined as "a broad category used to collectively describe the vast number of attributes (for example, traits and behaviors) that describe you as a person". Intelligence is the measure of a person's abilities for problem solving, critical thinking, and reasoning. Personality is a person's unique characteristics such as physical, mental, and behavioral. Individual characteristics are either fixed or flexible. Intelligence and mental abilities remain mostly fixed and are difficult to change. Emotions and attitudes are flexible and high more likelihood of changing. Effective managers will want to know how to keep their employee's engaged and happy to have a successful group with good performance.
In my workplace, they continually ask for employee feedback to know and understand what things they can impact to keep employee's happy. We also make it a point to include all levels of employee's when deciding process changes to make sure the "experts" in the process are involved. This seems to have more of a positive impact when implementing new processes or procedures and tends to be accepted better.
3- A strategy that organizations can use to utilize diversity is to manage diversity. By enabling people to perform to their maximum potential, the organization is utilizing the educational, enforcement, and exposure components. This creates an organization with the highest possibly productivity.
My organization prides itself on being a diverse company. They believe in "equal opportunity" regardless of age, race, sex, etc. All employees are given the same opportunities.
As a manager, to ensure that work teams are diverse, managers should build teams based on mixed backgrounds. Often ti.
Is Understanding Employee Psychology the Secret to Boosting Engagement?Kashish Trivedi
Employee psychology is focused on why an employee behaves the way they do while performing their role.
This practice categorizes employee behaviors into predictable patterns. By studying those patterns, managers can effectively deal with both individual employees and entire teams.
Understanding employee psychology is incredibly beneficial to companies as it provides insight into an organization’s greatest asset (their employees). This empowers managers to effectively deal with different employee personality types.
Employee behaviors have been classified and put into predictable patterns understood as employee psychology. In better understanding employee psychology, managers can identify the most effective way to deal with both individual employees and teams of workers.
Empathy in leadership : how will it serve the leaders and the team?
Much has been talked about the need for leaders to have empathy. At the same time, the conversation of how to develop empathy and on whether empathy can be learned or not has surfaced too.
Before we go into how empathy can be developed, let's take a look at how empathy helps leaders to be more effective with their team and what to be cautious on ie on how empathy can go wrong.
Yes, you read that right. It CAN go wrong, if it's not exercised with other EQ competencies and it can lead to burnout.
I believe this has been one of the major reasons why some leaders are very cautious or even reluctant about exercising empathy with their team.
Let me know what do you think.
SAP Sapphire 2024 - ASUG301 building better apps with SAP Fiori.pdfPeter Spielvogel
Building better applications for business users with SAP Fiori.
• What is SAP Fiori and why it matters to you
• How a better user experience drives measurable business benefits
• How to get started with SAP Fiori today
• How SAP Fiori elements accelerates application development
• How SAP Build Code includes SAP Fiori tools and other generative artificial intelligence capabilities
• How SAP Fiori paves the way for using AI in SAP apps
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
LF Energy Webinar: Electrical Grid Modelling and Simulation Through PowSyBl -...DanBrown980551
Do you want to learn how to model and simulate an electrical network from scratch in under an hour?
Then welcome to this PowSyBl workshop, hosted by Rte, the French Transmission System Operator (TSO)!
During the webinar, you will discover the PowSyBl ecosystem as well as handle and study an electrical network through an interactive Python notebook.
PowSyBl is an open source project hosted by LF Energy, which offers a comprehensive set of features for electrical grid modelling and simulation. Among other advanced features, PowSyBl provides:
- A fully editable and extendable library for grid component modelling;
- Visualization tools to display your network;
- Grid simulation tools, such as power flows, security analyses (with or without remedial actions) and sensitivity analyses;
The framework is mostly written in Java, with a Python binding so that Python developers can access PowSyBl functionalities as well.
What you will learn during the webinar:
- For beginners: discover PowSyBl's functionalities through a quick general presentation and the notebook, without needing any expert coding skills;
- For advanced developers: master the skills to efficiently apply PowSyBl functionalities to your real-world scenarios.
Threats to mobile devices are more prevalent and increasing in scope and complexity. Users of mobile devices desire to take full advantage of the features
available on those devices, but many of the features provide convenience and capability but sacrifice security. This best practices guide outlines steps the users can take to better protect personal devices and information.
Essentials of Automations: The Art of Triggers and Actions in FMESafe Software
In this second installment of our Essentials of Automations webinar series, we’ll explore the landscape of triggers and actions, guiding you through the nuances of authoring and adapting workspaces for seamless automations. Gain an understanding of the full spectrum of triggers and actions available in FME, empowering you to enhance your workspaces for efficient automation.
We’ll kick things off by showcasing the most commonly used event-based triggers, introducing you to various automation workflows like manual triggers, schedules, directory watchers, and more. Plus, see how these elements play out in real scenarios.
Whether you’re tweaking your current setup or building from the ground up, this session will arm you with the tools and insights needed to transform your FME usage into a powerhouse of productivity. Join us to discover effective strategies that simplify complex processes, enhancing your productivity and transforming your data management practices with FME. Let’s turn complexity into clarity and make your workspaces work wonders!
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Observability Concepts EVERY Developer Should Know -- DeveloperWeek Europe.pdfPaige Cruz
Monitoring and observability aren’t traditionally found in software curriculums and many of us cobble this knowledge together from whatever vendor or ecosystem we were first introduced to and whatever is a part of your current company’s observability stack.
While the dev and ops silo continues to crumble….many organizations still relegate monitoring & observability as the purview of ops, infra and SRE teams. This is a mistake - achieving a highly observable system requires collaboration up and down the stack.
I, a former op, would like to extend an invitation to all application developers to join the observability party will share these foundational concepts to build on:
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
GraphSummit Singapore | The Art of the Possible with Graph - Q2 2024Neo4j
Neha Bajwa, Vice President of Product Marketing, Neo4j
Join us as we explore breakthrough innovations enabled by interconnected data and AI. Discover firsthand how organizations use relationships in data to uncover contextual insights and solve our most pressing challenges – from optimizing supply chains, detecting fraud, and improving customer experiences to accelerating drug discoveries.
FIDO Alliance Osaka Seminar: Passkeys and the Road Ahead.pdf
Management Communication Paper
1. Emotions In Management Communication i
Effective Use of Emotions
In Management Communications
Rhapsodie McClintick
TMGT. 5001
Doctor Back
October 18, 2012
2. Emotions In Management Communication ii
Table of Contents
EFFECTIVE USE OF EMOTIONS ..................................................................................................I
IN MANAGEMENT COMMUNICATIONS.....................................................................................I
FIGURES AND TABLES..............................................................................................................A
TABLE 12.2. DON’T USE THAT TONE WITH ME!................................................................................A
FIGURE 12.15. INFORMATION RICHNESS..........................................................................................C
INTRODUCTION.......................................................................................................................1
AN EXAMINATION OF EMOTIONS............................................................................................1
WHAT IS EMOTION? ....................................................................................................................2
MANAGEMENT COMMUNICATION REQUIREMENTS................................................................3
COMMUNICATION PRINCIPLES TIED TO EMOTIONS.................................................................3
SETTING COMMUNICATION GOALS...................................................................................................3
AUDIENCE ANALYSIS.....................................................................................................................4
LISTENING..................................................................................................................................5
POINT OF VIEW...........................................................................................................................6
CONTENT & ARGUMENT................................................................................................................7
STRUCTURE.................................................................................................................................8
CHOOSING MEDIA........................................................................................................................8
STYLE AND TONE..........................................................................................................................9
GIVING AND RECEIVING FEEDBACK...................................................................................................9
EFFECTIVE MANAGEMENT COMMUNICATION RESULTS...........................................................9
CONCLUSION.........................................................................................................................10
REFERENCES................................................................................................................................A
THE TORTOISE AND THE HARE.................................................................................................D
4. Emotions In Management Communication A
Figures and Tables
The Vicious Cycle of Emotions and Reactions Table 12.1
Table 12.2. Don’t Use That Tone with Me!
Placement of the emphasis
What it means
I did not tell John you were late.
Someone else told John you were late.
I did not tell John you were late.
This did not happen.
I did not tell John you were late.
I may have implied it.
I did not tell John you were late.
But maybe I told Sharon and José.
I did not tell John you were late.
I was talking about someone else.
I did not tell John you were late.
I told him you still are late.
I did not tell John you were late.
I told him you were attending another meeting.
( 12.2. Communication )
5. Emotions In Management Communication B
Business Communication - Mind Map
http://www.bized.co.uk/sites/bized/files/images/buscommmap.gif
Guide for When to Use Written Versus Verbal Communication
6. Emotions In Management Communication C
Figure 12.15. Information Richness
Effective Communication
The Art, Science, and Practice
7. Emotions In Management Communication D
The Four Main Goals of Communication
1. To inform - you are providing information for use in decision
making, but aren't necessarily advocating a course of action
2. To request for a specific action by the receiver
3. To persuade - to reinforce or change a receiver's belief about a
topic and, possibly, act on the belief
4. To build relationships - some messages you send may have
the simple goal of building good-will between you and the
receiver
Benefits of Effective Communication
•
Achieves shared understanding
•
Directs the flow of information
•
Helps people overcome barriers to open discussion
•
Stimulates others to take action to active goals
•
Channels information to encourage people to think in new ways
and to act more effectively
KFC - the Three Aspects of Successful Communication 7
•
Know what you want
•
Find out what you are getting
•
Change what you do until you get what you want
The 10 Essentials of Effective Communication
1. Know your audience and match your message to the audience.
2. Respect your audience and suspend judgments.
3. Know exactly what you want to achieve.
8. Emotions In Management Communication E
4. Think and organize before you proceed.
5. Think from your audience point of view.
6. Be mindful of what you face and body are conveying
nonverbally.
7. Listen carefully to all responses.
8. Be willing to share what you know and hear what you don't
know.
9. Stay focused on what you want to achieve and don't get
distracted.
10. Find a way to get your audience to explain what they think you
said. Discuss differences until you hear a satisfactory version of
the message you wanted to convey.
http://www.icsti.su/rus_ten3/1000ventures_e/business_guide/crosscuttings/communication_
main.html
9. Emotions In Management Communications 1
Introduction
While communicating is a transfer of thoughts, often through speech, management
communication requires an understanding of man’s heart. “. . . For out of the overflow of his
heart his mouth speaks.” (Luke 6:45, NIV) There is proof that shows the affects of emotions
upon the hearts of men, but a true leader needs to understand how their heart and their personal
emotions will affect and alter the outcome of their communication.
Managers, who are good leaders, also need to understand how another’s heart will alter the
interpretation and affects of communication. So the effective use of emotions can; actually will,
alter the outcome of management communication. An individual first needs to understand that
emotions are part of being human. Self examination is the start of understanding emotional
communication as a manager.
This emotional perspective will eventually result in more success with practice of understanding.
“Effective communication is an important process in everyday life.” (Baron) And a manger
needs to examine the affects of communication in regards to emotion because it is vital for
success. Daniel Goleman has described the reason for this concisely:
For employees, how a leader makes them feel plays a large role in their level of
motivation, commitment, and even drives their brain in (or out of) the best zone for
marshaling whatever cognitive abilities and skills they bring to the job.”
The reader, of this material, needs to take the time to consider while reading in order to
gain understanding. An examination of emotions leads into management communication
and the emotionally effective use of communication principles. This knowledge provides
success for effective communication with audiences great and small. The social success of a
manager then can result. An understanding of what emotions really are is beneficial for an
understanding of how to use emotions effectively in management communications.
An examination of emotions
A reason for each manager to review the effective use of emotions is because success follows
knowledge. This is described as EI or emotional intelligence. “For leadership positions
emotional intelligence competencies account for up to 85% of what sets outstanding managers
apart from the average.” (Goldman, D) “New business realities mean managers are being
assessed not so much by length of service and academic intelligence, but rather by their
operational actions, results achieved and levels of emotional intelligence.” (Business
Consultancy, p.2634)
A manager desiring success should really try to gain emotional intelligence. The review of the
emotional quotients is pertinent. Of the 10 listed by Mr. Goleman, five are repeatedly accented
in different articles and training seminar advertisements. The five are listed and illustrated
below:
10. Emotions In Management Communication 2
1. Self-Awareness- The ability to recognize your moods, emotions, and drives,
as well as their effect on others.
2. Self-Regulation- The ability to control or redirect disruptive impulses and
moods, and the propensity to suspend judgment and think before acting.
3. Motivation- A passion to work for reasons that go beyond money or status
and a propensity to pursue goals with energy and persistence.
4. Empathy- The ability to understand the emotional makeup of other people.
5. Social Skills- A proficiency in managing relationships and building networks.
(2634)
These descriptions of emotion add value for managers trying to be effective communicators.
(Business Consultancy, p.2634) “With these factors an understanding of the value is also
illustrated below.”
An examination of some of the factors of emotional intelligence is highlighted throughout this
document, but there are multiple factors to emotional intelligence that will not be examined.
Knowledge is required in order to discern emotion. So understanding of emotion starts with
knowledge, then perception of self in accord with knowledge, and finally with an application of
perception to others emotions.
What is emotion?
Webster’s collegiate dictionary defines emotion as “the affective aspect of consciousness.”
(Webster’s, 10th, 1999) The influence of emotions upon our consciousness adds force, depth, and
texture to whatever we are saying. “Emotions help us communicate.” Emotions have the
potential to be used constructively, when they are understood and used for the intended creative
purposes.
And the heart of each individual is conveyed through the body language. “To be effective
communicators, we need to align our body language, appearance, and tone with the words we’re
trying to convey. Research shows that when individuals are lying, they are more likely to blink
more frequently, shift their weight, and shrug.” (12.2. Communication) So managers, need to
remember that “paying attention to [] nonverbal communication and attempting to keep it
consistent with our verbal message is important for delivering messages that communicate what
we want them to.” (Objectives)
11. Emotions In Management Communication 3
Research also proves that emotions are essential for making choices. “In fact, emotions drive
80% of decision-making, and logic only 20%.” (Addis) This makes a reasonable person assume
that if the heart is touched first, then managers need to determine the degree which emotions are
stimulated in order to communicate and stimulate positive emotions for effective actions.
MANAGEMENT COMMUNICATION REQUIREMENTS
“The ability to effectively communicate is a necessary condition for successfully planning,
organizing, leading, and controlling.” (Jones) Communication is vital to organizations—it’s how
we coordinate actions and achieve goals. It is defined in the Merriam-Webster’s dictionary as “a
process by which information is exchanged between individuals through a common system of
symbols, signs, or behavior.”
Effective use of emotions is a definite need in comparison to emotions and management
communication requirements. Further information is shared with these two respects when
reviewing effective use of emotion in comparison to the principles of communication.
COMMUNICATION PRINCIPLES TIED TO EMOTIONS
The principles of communication are necessary for good management communication outcomes.
An examination of the basic principles of management communication follows with a discussion
of the effective use of emotion for each.
Setting communication goals
The reason one speaks is because the desire to express one’s self understandably is great. A
manager can speak and is trained but, “[b]efore communication happens, the manager must
define priorities.” The communication of goals requires considering what goals are emotionally.
Goals emotionally equal desires, wants, necessities, excitement, anticipation, and fears.
(Hattersley, p.17)
Time and circumstances can diminish the value of the goals emotional impact unless the heart
continues to be reminded of the value of the goal. While considering this point a person can see
that the emotions of defined value are based on worth, import, and being good or bad in accord
with judgment. This necessitates a review of the previously mentioned emotions.
Fear of a goal is often related to a fear of change, which will be discussed later in this paper.
But the fear of a goal can also be related to a fear of the unknown, “what am I getting into, what
should I expect?”
Anticipation of gaining the goal often offers a wait and see attitude. “We will get there, but I
am still excited,” type of feeling.
Excitement about a goal is often found when there is purpose, a reason, and a way to see the
goal fulfilled. Examples, stories, and desires will affect the excitement for the goal.
12. Emotions In Management Communication 4
Necessity often requires getting a goal fulfilled, but along with necessity comes fear. If the goal
is accomplished the fear is removed.
Goals and wants are often the same thing, but a want can set a goal, or a goal can set a want. A
want is a desire for what is available, but not gained yet.
Desires and wants are tied closely together. But often desires are defined by the feeling of hope,
self satisfaction, and anticipation. For a goal to be desirable an individual needs to feel
personally affected by the consequences of reaching the goal.
For communication a manager needs to feel the goal, and then he or she needs to share this
feeling with others, in order to effectively succeed in accomplishing the goal. But to share this
feeling with others requires an understanding of who is being communicated with. An audience
analysis is required in all situations, but this is even more important for effective management.
AUDIENCE ANALYSIS
“Audience analysis means understanding the interests, values, and goals of those people who you
want to influence to do something.” Take a step up to the mirror; this is the first person you as
an individual affect each day. But comprehension of others means that each individual needs to
understand the reasons for their own perceptions relating to interests, values, and goals. This
understanding of the relation of perceptions to actions for an individual can be used to
understand how others “think; how they perceive their interests; what will move them to support
you, or stay out of your way.” (Hattersley, p.39)
Perceptions
How do you as an individual think, perceive your interests, and why do you support actions or
stay away from them? If an individual examines their thought patterns tied to their heart,
answers to individual understanding grows. Understanding about interests, how values are
altered by perceptions, and the emotions behind goals can open up an understanding of others
emotional actions and reactions to communication. A good thing to do is to review the past.
This can open up an individual’s heart to understanding of their reasons for perceptions, actions,
and reactions.
But perceptions that are carried from childhood into life need to be examined for accuracy. How
is this done? Ask yourself the following questions and take the time to consider the true answer.
•
•
•
•
•
As a child who were the key individuals in your life?
What key characteristics did each of these individuals have?
What emotions do you now have in accord with those individuals?
Do the emotions gained from your childhood perspectives still affect you?
If yes, and yes is normally the common answer, you now can work on altering those
perceptions in accord with more mature understanding?
13. Emotions In Management Communication 5
The reasons for this examination is important, if you as an individual are still emotively tying
characteristics of individuals to pre-perceptions then you may be hindering your understanding.
A manager needs to go beyond the basic understanding. While understanding is a mental grasp,
there is more required to gain true understanding. Merriman Webster’s Dictionary continues to
define understand as “A: Friendly or harmonious relationship B: An agreement of opinion or
feeling: adjustment of differences.” Audience analysis for a manager requires reviewing the
emotions behind perceptions.
As a person ages their perceptions change. And choices in how we see people are perceptions
about people. Research proves that emotions are essential for making choices. “In fact, emotions
drive 80% of decision-making, and logic only 20%.” (Addis) If a manager’s perceptions are
based on emotions, then their perceptions are tied to their own emotional history. And an
emotive understanding of this is necessary for managers. Understanding others requires having
insight into their emotional reasons for perceptions.
So questions that are included in a book by Michael Hattersley and Linda McJannet should be
considered. “Who are my audiences?; what is my relationship to my audiences?; what are
their likely attitudes toward my proposal?; How much do they already know?, and is my
proposal to their interests?” (Hattersley, p.39) By considering relationships, attitudes,
knowledge, and interests of individuals the manager is considering the emotions that affect
these people’s perceptions. But this is just the perceived reason for understanding, real
understanding comes from listening.
LISTENING
“Mangers are constantly required to listen” in order to have true understanding. (Brownwell, J.)
The emotions involved in listening require that an individual values, cares, appreciates, and
desires to gain more, draw closer, and/or grow with the listening. And this requires listening
actively.
“Active listening [is defined as] giving full attention to what other people are saying, taking time
to understand the points being made, asking questions as appropriate, and not interrupting at
inappropriate times.’(O’net) “Carl Rogers, founder of the “person-centered” approach to
psychology, formulated five rules for active listening:
1. Listen for message content
2. Listen for feelings
3. Respond to feelings
4. Note all cues
5. Paraphrase and restate
“The good news is that listening is a skill that can be learned. (Brownwell) “The first step is to
decide that we want to listen. Casting aside distractions, such as by reducing background or
14. Emotions In Management Communication 6
internal noise, is critical. The Receiver takes in the Sender’s Message silently, without
speaking.” (12.2. Communication) Internal distractions are caused by noise based upon
emotions. And this noise can emotionally cause ruin or lead into success. One type of noise
discussed by Ronald D. Gordon, shares the effects of the emotional reaction to internal noise.
“Defense-arousal would seem to be a serious disruptive noise source in human communication
systems.” (Gordon) Mr. Gordon continues with an explanation of the action based upon the
reaction to that type of noise:
When people feel defensive, they want to strike out; when they feel understood, they
want to reach out. When people feel defensive, they want to do something to the other
person; when they feel understood, they want to do something for the other person, and
for people in general.
Attention adds to the emotional connection between individuals. Individual’s can recollect how
as a youngster they repeatedly asked for a certain gift for Christmas. The adult’s body language
can tell a youngster there is hope or no hope for getting a desired gift. These reactions show how
much attention the listener was giving to the words of that child. The attention paid to the
listener is often just perceived, but clues are shared by body language as to how attentive you are
being. Speakers emotionally react to the attention that their words are given. (12.2.
Communication) highlights some of these emotional reactions:
It appears, then, that while individuals perceived as exceptionally good listeners
recognize their ability, those who listen less effectively (as judged by their subordinates)
are unaware that others are experiencing some degree of dissatisfaction with their
listening behaviors.
Managers need to take these words into account in communication. If you are analyzing your
audience, but you are actively listening to them, they could become dissatisfied with your
behavior and eventually with you as a manager if you are not. Questions for confirmation and
understanding are necessary. In this manner you can be given the other’s point of view also, but
there is much more involved.
POINT OF VIEW
“By point of view, we mean the perspective from which you assess a situation and present your
findings and recommendations to your audience.” Point of view is based upon “those facts,
values, and opinions that matter most to you.” (Hattersley, p.49) The point of view that
you have is different than the point of view that the manager in the office across the hall
has. An internal and/or external consideration of other points of view is necessary.
Facts will be viewed in the manner that they are cared about or are important to an individual.
Facts, for each individual, are tied to the information that has been valuable enough to be taken
as a fact:
“Secondary Data- Facts include financial statements, . . . reports, files, customer letters, . . .and
customer lists. Internal Data (Inside the Firm) . . .External Data (outside the firm). Primary
15. Emotions In Management Communication 7
Data- Facts and figures newly collected for the project. Two ways are used to collect this
information Observation and interviews.” (12.2. Communication) But, “[f]acts are stubborn, but
statistics are more pliable.” (Mark Twain, humorist) So we can play with emotions but the view
of facts remains stubborn. Values can be altered though.
Values are based on “A fair return or equivalent in goods, services, or money for some price.”
But a review of values shares the emotional connection. Under value Merriam-Websters
Collegiate dictionary continues with the definition of values as “the relative worth, utility, or
importance.” And the definition for value judgment is “a judgment assigning a value (as good or
bad to something).” (Merriam-Websters Collegiate).
First recognize that “many things can stand in the way [and alter the value] of effective
communication.” (12.2. Communication) These disconnects often are emotional in nature:
These include filtering, selective perception; information overload, emotional
disconnects lack of source familiarity or credibility, workplace gossip, semantics,
gender differences, differences in meaning between Sender and Receiver, and
biased language.
A review of those disconnects ties to emotions in listening, point of view, facts and arguments,
media for communication, perceptions, and feedback.
Opinion is a personal idea and feeling tied to point of view. And then for a good way to share
their material with others they need to consider others points of view. “. . . [T]here are also
many times in our professional lives when we have crucial conversations—discussions were not
only the stakes are high but also where opinions vary and emotions run strong.” (Patterson)
This is often the case with content and argument.
CONTENT & ARGUMENT
“Successful message design depends on content (what you have to say) and argument (how you
build your persuasive case).” (Hattersley, p.59) A consideration of content and argument results
in many emotional factors. Because “[e]ffective communication is clear, factual, and goaloriented.” (12.2. Communication)
For the content to be acceptable it must be “respectful.” (12.2. Communication) References
that do not recognize individuality among similarities can “reduce[a] person to [ ] one
characteristic. Language that belittles or stereotypes a person poisons the communication
process.” A good leader needs to be aware of what is acceptable to use content and argument
properly.
Also a manager is under obligation to understand the legal aspects of their communication. This
is very valuable when a manager considers that, “[e]mployees who perceive unjust treatment
usually respond by engaging in activities that ultimately harm a company’s competitive
advantage.” (Kleiman, 329) So managers need to take time in consideration before trying to
16. Emotions In Management Communication 8
persuade through content and argument. Along with the persuasion in content and argument a
leader needs to consider how to structure their communication to be emotionally effective.
STRUCTURE
Structure is a compilation of the previous communication principles and new emotional
communication considerations. First, “structure requires making your goal and point of view
clear,” while communicating. Second, a structure “demonstrate[s ] your understanding of
conflicting viewpoints” along with “citing reasonable opposing proposals” or thoughts. Next,
structure needs an individual to “show, why [their] solution is best.” Fourth, structure demands
that a communicator, “Acknowledges and neutralizes reasonable alternatives.” And finally an
outline of the following steps along with emphasis on “the long-term benefits [of] adopting your
proposal.” (Hattersley, p.71)
But there is more to structure that can be outlined with emotions used and affected. One that we
will discuss is storytelling.
Storytelling is one of the most effective forms of instruction and persuasive communication.
“Stories can help clarify key values and help demonstrate how things are done within an
organization, and story frequency, strength, and tone are related to higher organizational
commitment.” (12.2. Communication) The pictures from stories attach to the heart. At the
present time the majority of individuals can still you stories related during their childhood. And
if you request the information you will be told how those stories still influence their emotions,
thoughts, and actions to this day.
One example is the story of the tortoise and the hare. “Slow and steady wins the race, versus fast
and irregular.” (Aesop) The author of this paper is still working on the steady part of slow and
steady. But stories can also be used in communication “to reinforce and perpetuate an
organization’s culture.” (12.2. Communication)
CHOOSING MEDIA
Media choice is tied to the direction of communication and the results desired from your
communication. As “disconnects [are] tie[d] to emotions in listening, point of view, facts and
arguments, media for communication, perceptions, and feedback.” Then the style of media
choice should be carefully considered in comparison to the emotional effectiveness of
communicating with certain media.
“Information-rich channels convey more nonverbal information . . . verbal communications are
richer than written ones.” (12.2. Communication)Research shows that “effective managers tend
to use more information-rich communication channels than less effective managers.” (Allen;
Yates) The information is displayed in figure 12.15 in the appendices it compares the values of
media to information richness. In fact according to Barry and Fulmer, “The key to effective
17. Emotions In Management Communication 9
communication is to match the communication channel with the goal of the communication.
(Barry)
While communication strategy requires knowledge of the facts, the emotional effectiveness of
the channel used will determine the effectiveness of that communication. But success often rest
on the style and tone of delivery.
STYLE AND TONE
Tone and style are conveyed through the force of persuasion used with your words. Emotions
drive the effectiveness when a person is talking. The angry person will say, “shut the door”
differently than the excited person. This effect of communication is aptly demonstrated in Table
12.2.
An understanding of these effects is necessary in determining how your style and tone are
conveyed. Even though what you say is important “what you don’t say can be even more
important.” A review of what you have said; could say in comparison to how you should have
spoken what you may have to say will affect you use of style and tone. This will also cause
others to draw close to you or cringe when you as a manager have spoken. And part of all
communication is taking the time to give and receive feedback.
GIVING AND RECEIVING FEEDBACK
Feedback has the power to rearrange all communication. Ineffective feedback can diminish the
value of communication, but effective use of feedback is essential for success. The differences
between a sender and a receiver’s perception of the message will alter the effectiveness of the
communication:
When the ‘[s]ender . . .originates the’ message, but the presentation media, style
and tone, structure, and point of view are relayed from one emotional perspective,
and ‘[t]he Receiver decodes the Message by assigning meaning to the words.’
Meaning often based upon factors such as time, value, position in accord to the
sender, and the feelings about the message received.” (12.2. Communication )
A Good manager will prepare for communication that does not always go the way that they
planned. This preparation involves using communication tools that are not published in the
world because the ties to effectiveness are totally based upon emotion. The tools for the best
communication effectiveness are highlighted with the following information.
EFFECTIVE MANAGEMENT COMMUNICATION RESULTS
“When you foster ongoing communications internally, you will have more satisfied employees
who will be better equipped to effectively communicate with your customers,” says Susan
Meisinger, President/CEO of the Society for Human Resource Management. (12.2.
Communication) But how do you foster ongoing communications internally? There are only
18. Emotions In Management Communication 10
three guiding principles, but the information is often disguised amidst all the other
communication guides:
1. Praise should be done in public, and it is often helpful to praise an individual to one of
their workmates or associates while the individual being praised is present. (Gleason)
a. Praise causes feelings of appreciation, respect, valuedness, and motivates.
b. Praise increases the desire for group participation and competition.
c. Those hearing of praiseworthy actions will work to imitate the praiseworthy
individual.
d. This also increases the respect of individuals for the manager.
2. Discipline should be done in private. (Gleason)
a. Take the time to consider the discipline, the manner of delivery, and then show the
individual respect by not advertising the mistake.
b. For the future this respect for a person’s privacy may result in further confidences.
From individuals and from the company itself.
3. All people make mistakes, managers included. “When a mistake is made that affects a
small group, call them together and apologize for making that mistake. When a large
mistake is made, that you take fault for, apologize.” (Gleason)
a. Emotions will cause a manager to feel fear of humiliation, but “fear is the mind
killer.” (Herbert)
b. An apology will give others a reason to feel trusted, respected, and valued.
c. It is easier to trust a man who apologizes than it is to trust a man who is never wrong.
This is a system that uses emotions effectively. And imitation of this effective use of emotions
in management communications will result in great management outcomes.
CONCLUSION
“Lee Iacocca, past president and CEO of Chrysler until his retirement in 1992, said, “You can
have brilliant ideas, but if you can’t get them across, your ideas won’t get you anywhere.” (12.2.
Communication)
The interchange from communication leads to an “organization’s ability to function.”
Coordination requires self knowledge that can be used to promote growth. “Sharing emotions
and feelings[,] bonds teams and unites people in times of celebration and crisis.” (12.2.
Communication)This is a great challenge because it will take time effort and energy to
understand the changes that take place individually. Courage and shelf sacrifice is a must.
Communication is not easy, the effective use of emotions make communication easier. There are
different things to consider for communication in order to have a successful communication
outcome. Each person needs to remember these four key learning’s. (1) That emotions are 4/5ths
of the means for effective communication. (2) Understanding personal emotions opens up access
to understanding others emotions and emotional reactions to communication. (3) Patterns for
success follow the emotional aspects shared with the communication principles, and (4) the
19. Emotions In Management Communication 11
guidelines for success are based upon the heart, when the heart is forgotten the mind ceases to
care.
20. Emotions In Management Communications a
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The Tortoise and The Hare
A Hare was making fun of the Tortoise one day for being so slow.
"Do you ever get anywhere?" he asked with a mocking laugh.
"Yes," replied the Tortoise, "and I get there sooner than you think. I'll run
you a race and prove it."
The Hare was much amused at the idea of running a race with the
Tortoise, but for the fun of it he agreed.
So the Fox, who had consented to act as judge, marked the distance and
started the runners off.
The Hare was soon far out of sight, and to make the Tortoise feel very deeply how ridiculous it
was for him to try a race with a Hare, he lay down beside the course to take a nap until the
Tortoise should catch up.
The Tortoise meanwhile kept going slowly but steadily, and, after a time, passed the place where
the Hare was sleeping.
But the Hare slept on very peacefully; and when at last he did wake up, the Tortoise was near the
goal.
The Hare now ran his swiftest, but he could not overtake the Tortoise in time.
The Moral Is: The winner is not always the fastest.