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MANAGERIAL EMOTIONAL
    INTELLIGENCE




 ADETOUN OMOLE (ACIPM)
INTRODUCTION
• Emotional Intelligence (EQ) is the foundation of
  leadership.
• Academic training and technical knowledge cannot
  take the place of emotional intelligence in our
  personal and professional success.
• At the highest organizational levels, technical skills
  or academic credentials alone cannot offer the
  distinct advantage.
• Emotional Intelligence is the ability to perceive,
  understand, manage and act upon emotional
  information - both for ourselves and for others.
LEARNING OBJECTIVES
At the end of the lessons, participants will be able
  to:
 explain the concept of emotional intelligence;
 discuss the five pillars of emotional intelligence;
 highlight the essence of emotional intelligence;
 mention the inherent benefits of emotional
  intelligence; and
 state the dangers of lack of emotional
  intelligence.
In the beginning...
• The term "emotional intelligence" debuted in several scientific
  articles written by John D. Mayer and Peter Salovey during the
  early 1990s.
• The researchers defined emotional intelligence as the compilation
  of four kinds of skills: perceiving and expressing emotions,
  understanding emotions, using emotions, and managing emotions.
• These insightful publications helped pave the way for the 1995
  best-seller Emotional Intelligence: Why It Can Matter More Than
  IQ and Working With Emotional Intelligence by New York Times
  behavioral science columnist Daniel Goleman, which brought
  emotional intelligence into the mainstream of business.
• According to Peter Salovey, chairman of the Department of
  Psychology at Yale University, "Prior to 1995, only other
  psychologists had heard of emotional intelligence. Goleman’s first
  book made the term a household word."
EMOTIONS...
Emotionally Intelligent?
The Five Pillars of Emotional
                     Intelligence
  According to Daniel Goleman, these are the five broad categories of
  emotional intelligence

• Self-Awareness
  People with a healthy sense of self-awareness are "comfortable in their
  own skin." They understand their strengths, weaknesses, emotions, and
  impact on others. One of the most telling signs of self-awareness is how
  well a person responds to constructive criticism.


• Self-Regulation
  Not only do the emotionally intelligent understand their emotions, but also
  they can demonstrate maturity and restraint when revealing them. They do
  not squelch (suppress) their feelings, instead expressing them in a manner
  that shows a high level of judgment and control.
• Motivation
  Managers generally are ambitious. However, emotionally intelligent leaders
  are motivated by a strong inner drive, not simply money or titles. They are
  resilient and optimistic in the disappointments. It takes a lot to break their
  spirit or thwart their confidence.


• Empathy
  Managers with empathy are not necessarily easy on their staffs. They do,
  however, possess the compassion and understanding of human nature that
  enables them to connect emotionally with others. Empathy allows them to
  provide stellar customer service and respond genuinely to an employee’s
  frustration or concern.


• People Skills
  Emotionally intelligent managers are widely respected by their bosses,
  peers, and employees. They value people and are savvy enough to know
  what makes them tick. Their ability to quickly build rapport and trust with
  those they relate with seems almost second nature. Power wars,
  backbiting, and duplicity are not their style.
Emotional intelligence
skills will guide:
 the relationship
aspects of sales, and
 the internal focus
and drive of top sales
performance.
 Therefore, emotional
skills of people in your
organization have a
profound effect on the
relationship between
the organization and its
customers.”
Do you agree ?
?    “Strong emotional
     intelligence in the
     leadership of an
     organization directly
     affects retention of
     high-quality employees
     and overall
     productivity”.
     Let’s rub minds
     together , shall we?...
Managers are
now aware that:
 emotional intelligence is
not just a new label for feel
- good aphorism
 emotional intelligence
is a core skill-set, grounded
in science, that underlies
performance, and
 they should commit to
bringing these assets on
board.”
Is Emotional Intelligence a "Girl Thing"?
 Emotional intelligence is no respecter of gender. Contrary to
  popular belief, women are not more emotionally intelligent
  then men. They are, however, emotionally intelligent in
  different ways. An analysis of emotional intelligence in
  thousands of men and women found that women, on
  average, are more aware of their emotions, show more
  empathy, and are more adept interpersonally. Men, on the
  other hand, are more self-confident, optimistic, and
  adaptable, and they handle stress better.
 In general, however, far more similarities exist than
  differences. Some men are as empathetic as the most
  interpersonally sensible women are, while some women are
  just as able to withstand stress as the most emotionally
  resilient men. In total, taking into account overall ratings for
  men and women, the strengths and weaknesses average out,
  so it’s an even competition between both sexes.
Essence of Emotional Intelligence

 As Paul* discovered from his dismal results,
  emotional intelligence is crucial for those in
  leadership positions. While emotional intelligence
  deficiencies are career limiting for any employee,
  they can be suicidal for managers.
 Likewise, from the medical perspective, we
  understand there is a connect between emotional
  Intelligence and your desirable state of health.
* The central character in our case study
Class Activity


 Break into syndicate
groups

 analyze the Case Study

 attempt the Case Study
questions.
Benefits of Emotional Intelligence

• Emotionally astute managers are able to deal with
  contentious employees, a tyrannical boss, rapid
  changes in the workplace, and unexpected
  disappointments and triumphs while keeping a level
  head and strong sense of self.
• They do not let their circumstances or situation
  define who they are or what they stand for.
• Their employees and peers depend on them for
  consistency, good judgment, and the ability to do
  the right thing at the right time.
Conclusion
 Success in the workplace takes a lot
 more than book knowledge or even
 hands-on experience.
 Emotional intelligence is our key to
 effectiveness and excellence as
 Managers
 The gifted Manager needs a high rate
 of "emotional intelligence."
Reference
• Goleman, D. (1995). Emotional Intelligence. Bantam
  Books.
 www.danielgoleman.info
• Goleman, D. (2004). What Makes a Leader?
  [Article]. Harvard Business Review, 82(1), 82-91.
• Templar, R. (2003). The Rules of Work. Pearson
  Education Limited. Edinburgh Gate.
• Ziglar, Z. (2006). Better Than Good. Thomas Nelson.
  Nashville, Tenn.
• Maxwell, J.C. ( 2007). Talent Is Never Enough. Thomas
  Nelson, inc.
THE END
Thank You & Good-Bye.

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Managerial Emotional Intelligence by Adetoun Omole

  • 1. MANAGERIAL EMOTIONAL INTELLIGENCE ADETOUN OMOLE (ACIPM)
  • 2. INTRODUCTION • Emotional Intelligence (EQ) is the foundation of leadership. • Academic training and technical knowledge cannot take the place of emotional intelligence in our personal and professional success. • At the highest organizational levels, technical skills or academic credentials alone cannot offer the distinct advantage. • Emotional Intelligence is the ability to perceive, understand, manage and act upon emotional information - both for ourselves and for others.
  • 3. LEARNING OBJECTIVES At the end of the lessons, participants will be able to:  explain the concept of emotional intelligence;  discuss the five pillars of emotional intelligence;  highlight the essence of emotional intelligence;  mention the inherent benefits of emotional intelligence; and  state the dangers of lack of emotional intelligence.
  • 4. In the beginning... • The term "emotional intelligence" debuted in several scientific articles written by John D. Mayer and Peter Salovey during the early 1990s. • The researchers defined emotional intelligence as the compilation of four kinds of skills: perceiving and expressing emotions, understanding emotions, using emotions, and managing emotions. • These insightful publications helped pave the way for the 1995 best-seller Emotional Intelligence: Why It Can Matter More Than IQ and Working With Emotional Intelligence by New York Times behavioral science columnist Daniel Goleman, which brought emotional intelligence into the mainstream of business. • According to Peter Salovey, chairman of the Department of Psychology at Yale University, "Prior to 1995, only other psychologists had heard of emotional intelligence. Goleman’s first book made the term a household word."
  • 7. The Five Pillars of Emotional Intelligence According to Daniel Goleman, these are the five broad categories of emotional intelligence • Self-Awareness People with a healthy sense of self-awareness are "comfortable in their own skin." They understand their strengths, weaknesses, emotions, and impact on others. One of the most telling signs of self-awareness is how well a person responds to constructive criticism. • Self-Regulation Not only do the emotionally intelligent understand their emotions, but also they can demonstrate maturity and restraint when revealing them. They do not squelch (suppress) their feelings, instead expressing them in a manner that shows a high level of judgment and control.
  • 8. • Motivation Managers generally are ambitious. However, emotionally intelligent leaders are motivated by a strong inner drive, not simply money or titles. They are resilient and optimistic in the disappointments. It takes a lot to break their spirit or thwart their confidence. • Empathy Managers with empathy are not necessarily easy on their staffs. They do, however, possess the compassion and understanding of human nature that enables them to connect emotionally with others. Empathy allows them to provide stellar customer service and respond genuinely to an employee’s frustration or concern. • People Skills Emotionally intelligent managers are widely respected by their bosses, peers, and employees. They value people and are savvy enough to know what makes them tick. Their ability to quickly build rapport and trust with those they relate with seems almost second nature. Power wars, backbiting, and duplicity are not their style.
  • 9. Emotional intelligence skills will guide:  the relationship aspects of sales, and  the internal focus and drive of top sales performance. Therefore, emotional skills of people in your organization have a profound effect on the relationship between the organization and its customers.”
  • 10. Do you agree ? ?  “Strong emotional intelligence in the leadership of an organization directly affects retention of high-quality employees and overall productivity”.  Let’s rub minds together , shall we?...
  • 11. Managers are now aware that:  emotional intelligence is not just a new label for feel - good aphorism  emotional intelligence is a core skill-set, grounded in science, that underlies performance, and  they should commit to bringing these assets on board.”
  • 12. Is Emotional Intelligence a "Girl Thing"?  Emotional intelligence is no respecter of gender. Contrary to popular belief, women are not more emotionally intelligent then men. They are, however, emotionally intelligent in different ways. An analysis of emotional intelligence in thousands of men and women found that women, on average, are more aware of their emotions, show more empathy, and are more adept interpersonally. Men, on the other hand, are more self-confident, optimistic, and adaptable, and they handle stress better.  In general, however, far more similarities exist than differences. Some men are as empathetic as the most interpersonally sensible women are, while some women are just as able to withstand stress as the most emotionally resilient men. In total, taking into account overall ratings for men and women, the strengths and weaknesses average out, so it’s an even competition between both sexes.
  • 13. Essence of Emotional Intelligence  As Paul* discovered from his dismal results, emotional intelligence is crucial for those in leadership positions. While emotional intelligence deficiencies are career limiting for any employee, they can be suicidal for managers.  Likewise, from the medical perspective, we understand there is a connect between emotional Intelligence and your desirable state of health. * The central character in our case study
  • 14. Class Activity  Break into syndicate groups  analyze the Case Study  attempt the Case Study questions.
  • 15. Benefits of Emotional Intelligence • Emotionally astute managers are able to deal with contentious employees, a tyrannical boss, rapid changes in the workplace, and unexpected disappointments and triumphs while keeping a level head and strong sense of self. • They do not let their circumstances or situation define who they are or what they stand for. • Their employees and peers depend on them for consistency, good judgment, and the ability to do the right thing at the right time.
  • 16. Conclusion  Success in the workplace takes a lot more than book knowledge or even hands-on experience.  Emotional intelligence is our key to effectiveness and excellence as Managers  The gifted Manager needs a high rate of "emotional intelligence."
  • 17. Reference • Goleman, D. (1995). Emotional Intelligence. Bantam Books. www.danielgoleman.info • Goleman, D. (2004). What Makes a Leader? [Article]. Harvard Business Review, 82(1), 82-91. • Templar, R. (2003). The Rules of Work. Pearson Education Limited. Edinburgh Gate. • Ziglar, Z. (2006). Better Than Good. Thomas Nelson. Nashville, Tenn. • Maxwell, J.C. ( 2007). Talent Is Never Enough. Thomas Nelson, inc.
  • 18. THE END Thank You & Good-Bye.