The document describes an emotional intelligence workshop that covered key topics: - The four components of the EI model (self-awareness, self-management, social awareness, relationship management) and related competencies. - Identifying individual strengths and areas for development in emotional intelligence. - Making the connection between emotional intelligence and change management, engagement, and leadership. - Practicing emotional intelligence behaviors through self-assessment and discussion.

1. EMOTIONAL INTELLIGENCE - ONS

2. 3
Workshop Outcomes:
 Describe Emotional Intelligence as it relates to achieving business results
and personal success.
 Identify the core principles of Emotional Intelligence and the important role
emotions play in achieving high performance.
 Describe the four components of the EI Model and related competencies as
they relate to change management & engagement
 Identify your strengths, development opportunities and strategies for
increasing EI competencies.
 Make the connection between EI and other behavior initiatives.
 Successfully model EI behaviors through active discussion and individual
reflection during the workshop.

3. 4
Let’s start with finding out about
ourselves…
EI Self Assessment

4. 5
What makes a leader….
Cognitive Ability (Unique Genetic Endowment) ,
Technical Skill (Life Learned Behavior & Brain Development),
Emotional Intelligence (5 Elements of Learned Behavior).

5. 6
“We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with
Emotional Intelligence
EI Business Case

6. 7
Emotional competence is particularly central to leadership, a role
whose essence is getting others to do their job more effectively.
Interpersonal ineptitude in leaders lowers everyone’s performance. It
wastes time, corrodes motivation, commitment and engagement. A
leader’s strength or weakness in emotional competence can be
measured in the gain or loss to the organization of the fullest talents
of those they lead.
Daniel Goleman, “Working with Emotional Intelligence.”
The Leadership Edge

7. EI Business Case Cont.
8
We find that most of the characteristics that
differentiate the outstanding performers are these
things that we call emotional and social competencies.
Richard Boyatzis, 2010

8. Emotional Intelligence Defined
9
Emotional Intelligence:
“The ability to monitor one’s own and others’ feelings and
emotions, to discriminate among them and to use this
information to guide one’s thinking and action.”

9. 10
Emotional
Intelligence
Model
A Simple Model That Captures It All

10. 11
Social
Awareness
Self-
Awareness
Self-
Management
• Emotional
Self-Awareness
• Empathy
• Organizational
awareness
• Emotional
Self-Control
• Achievement
oriented
• Positive Outlook
• Adaptability
• Coach & Mentor
• Inspire People
• Influence
• Conflict Mgmt.
• Teamwork
Emotional Social
AwarenessActions
Relationship
Management
EI Competencies

11. 12
When we are at our best here we have emotional insight and:
• are aware of own feelings and ‘triggers’!
• have insights into their impact on our performance
• honestly see our positive and negative biases and
acknowledge our strengths and weaknesses
• know our inner resources, abilities, and limits
• are aware of embedded desire to achieve for the pure sake of
achieving.
I. Self-Awareness
The Core of Emotional Intelligence

12. 13
Self-Awareness (or lack of)

13. 14
Self-Awareness
Dave Christian, Chairman of the National Nuclear Accrediting Board
has said:
“There is an insidious corollary to the maxim that proficiency
is perishable and that is that competence fades faster than
confidence.
In other words, we are prone to misjudge our ability as time
passes from our last training or retraining.”

14. 15
• Emotional Self-Control: keeping disruptive
emotions and impulses in check
• Achievement Oriented: strive to meet or exceed a
standard of excellence the right way
• Positive Outlook: see the positive in people ,
situations, events: persistence in pursuing goals
despite obstacles and setbacks
• Adaptability: flexibility in handling change, juggling
demands, adapting our ideas and approaches.
II. Self-Management
The Fire and the Brakes

15. 16
The Amygdala – The Body at Work

16. 18
Trigger :
An event is perceived as a threat.
Instant Reaction:
Sudden, abrupt. Response is seemingly illogical or out of proportion.
Often has a negative impact on another person.
Results in:
Strong emotions, usually coupled with physiological change.
Subsequent feelings of regret: guilt, shame or embarrassment.
Amygdala Hijack Discussion

17. 19
“ Anyone can be 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
– this is not easy.”
Aristotle’s Challenge

18. Defensive Behaviors Exercise
 Identify your top three defensive behaviors
 In your table groups each person share their top
three defensive behaviors
20

19. 21
• Empathy: Sense others’ feelings and
perspective, taking an active interest in their
concerns, being able to observe verbal and
non-verbal cues.
• Organizational Awareness: ability to read a
group’s emotional currents and power
relationships, identifying influencers, networks
and dynamics (Build Trust).
III. Social Awareness
Tuning - In

20. 22
Influence: having positive impact on others, persuading or
convincing to gain support.
Coach and Mentor: taking an active interest in others’
development needs and bolstering their abilities.
Conflict Management: negotiating and resolving conflict to
achieve positive results.
Inspire People: inspiring and guiding individuals and groups
to get the job done and bring out the best.
Teamwork: working with others toward shared goals,
actively participating, sharing responsibility & rewards.
IV. Relationship Management
Making a Difference

21. Some Good News!
23
You can develop Emotional Intelligence! “Rewire” your
responses to emotions.
Change how you think about this… alter your behavior
for higher levels of performance excellence!
Emotions Thoughts Behavior Performance

22. 24
Committed to fundamentals and standards | Own our actions | Risk management | Engaged workforce

23. 25
…what did we find out about ourselves?
Review EI Self Assessment

24. Based on my behaviors, am I going to be a
for the organization in achieving results? 26
Final Thought

25. Based on my behaviors, am I going to be a
bridge…
for the organization in achieving results? 27
Final Thought

26. or a barrier
for the organization in achieving results? 28
Final Thought

27. can we be both?
for the organization in achieving results?29
Final Thought

28. What are your thoughts and questions?
30

29. Additional Resources on EI
• Emotional Intelligence: 10th Anniversary Edition; Why It Can Matter More Than
IQ by Daniel Goleman
• Primal Leadership : Realizing the Power of Emotional Intelligence by Daniel
Goleman, Annie McKee, and Richard Boyatzis
• The Emotionally Intelligent Manager by David Caruso and Peter Salovey
• Raising Your Emotional Intelligence: A Practical Guide by Jeanne S. Segal
• Executive EQ, R. Cooper and A. Sawaf, Berkley Publishing, 1997
• Crucial Conversations: Tools for Talking When the Stakes are High, K.
Patterson, J. Grenny, R. McMillan, and A. Switzler, McGraw-Hill, 2002.
• www.danielgoleman.info
• www.eiconsortium.org
• www.sixseconds.com 31