2. Emotional Intelligence (EI) skills by four quadrants of
Daniel Goleman (1995)
Self-awareness
1.Emotional self-awareness
2. Accurate self-assessment
3. Self-confidence
Self-management
1.Emotional self-control
2.Transparency
3.Adaptability
4.Achievement orientation
5.Initiative
6.Optimism
Social Awareness
1.Empathy
2.Organizational awareness
3.Service Orientation
Relationship management
1.Developing others
2.Inspirational leadership
3.Change catalyst
4.Influence
5.Conflict management
6.Teamwork & collaboration
3. 1) Emotional Awareness
a.Know which emotions they are feeling & why
b.Realize the links between their feelings & what they think, do &
say
c.Recognise how their feelings affect their performance
d.Have a guiding awareness of their values & goals
2) Accurate Self-Assessment
a.Aware of their strengths & weaknesses
b.Learn from experience
c.Open to feedback, continuous learning & self development
d.Able to show a sense of humour & perspective about themselves
4. 3) Self- Confidence
a.Present themselves with self-assurance
b.Can voice unpopular views in order to do what is right
c.Are decisive & able to make sound decisions despite uncertainties & pressures
Strategies to increase the self-awareness
1.Quit treating your feelings as Good or Bad
2.Observe the ripple effect from your emotions
3.Lean into your discomfort
4.Feel your emotions physically
5.Know who and what pushes your buttons
6.Keep a journal about your emotions
7.Don’t be fooled by a bad mood or a good mood either.
8.Stop and ask yourself why you do the things you do
9.Check yourself
10.Spot your emotions in books, movies, and music
11.Seek feedback
12.Get to know yourself under stress
5. Self-Management
1) Emotional Self-Control
a.Manage their impulsive & distressing feelings well
b.Stay calm & positive in a crisis
c.Think clearly & stay focus under pressure
2) Transparency
a.Act ethically at all times
b.Build trust through their reliability & authenticity
c.Admit their own mistakes & confront un-ethical behavior in others
d.Take tough decisions even if they are unpopular
6. 3) Adaptability
a.Smoothly handle multiple demands, shifting priorities & rapid
change
b.Adapt their responses & tactics to meet fluid circumstances
c.Are flexible in how they see & respond to events
4) Achievement Orientation
a.Are results orientated with a high drive to meet their objectives
& standards
b.Set challenging goals & take calculated risks
c.Pursue data & information to reduce uncertainty & find ways to
do better
d.Learn how to improve their performance
7. 5) Initiative
a.Are ready to seize opportunities
b.Pursue goals beyond what is expected or required of them
c.Cut through ‘red tape’ in order to get the job done
d.Mobilize others through unusual, enterprising efforts
6) Optimism
a.Persist in attaining goals despite obstacles & setbacks
b.Operate from ‘hope of success’, rather than ‘fear of failure’
c.See setbacks as manageable circumstances – not personal
flaw
8. 1) Empathy
a.Are attentive to emotional cues & listen well
b.Show sensitivity & understand other people’s perspectives
c.Help out based on other peoples needs & feelings
2) Organizational Awareness
a.Ability to recognize both the social and political dynamics
that occur on teams, in businesses and even communities.
b.Read key power relationships, and then make effective use
of these relationships to achieve desired results.
3) Service Orientation
a.Anticipating, recognizing, and meeting customers' needs
9. Relationship Management
1) Developing Others
a.Acknowledge & reward other peoples strengths, achievements
& development
b.Offer useful feed back & identify peoples needs for
development
c.Mentor, give timely coaching & offer assignments that
challenge & grow a person’s skills
2) Inspirational Leadership
a.Ability to create a clear and compelling vision that maps their
company’s future direction.
b.providing a vision that motivates others.
10. 3) Change Catalyst
a.Recognizing the need for change and supporting the process
4)Influence
a.Persuading others
5)Conflict Management
a.Settling disputes, differences of opinion and misunderstanding
6)Teamwork & Collaboration
a.Building effective teams
14. Communication
Communication is the exchange and flow of information and ideas from one person to
another; It involves a sender transmitting an idea, information, or feeling to a receiver
Studying the communication process is important because you coach, coordinate,
counsel, evaluate, and supervise throughout this process. It is the chain of
understanding that integrates the members of an organization from top to bottom,
bottom to top, and side to side.
Active Listening
Hearing and listening are not the same thing. Hearing is the act of perceiving
sound. It is involuntary and simply refers to the reception of aural stimuli.
Listening is a selective activity which involves the reception and the
interpretation of aural stimuli. It involves decoding the sound into meaning.
Listening is divided into two main categories: passive and active. Passive
listening is little more that hearing. It occurs when the receiver of the message
has little motivation to listen carefully, such as when listening to music, story
telling, television, or when being polite.
15. Active Listening requires the receiver to hear the various messages, understand the
meaning, and then verify the meaning by offering feedback.
The following are a few traits of active listeners:
Spend more time listening than talking.
Do not finish the sentences of others.
Do not answer questions with questions.
Are aware of biases. We all have them. We need to control them.
Never daydreams or become preoccupied with their own thoughts when others
talk.
Let the other speakers talk. Do not dominate the conversations.
Plan responses after the others have finished speaking, NOT while they are
speaking.
Provide feedback, but do not interrupt incessantly.
Analyze by looking at all the relevant factors and asking open-ended questions.
Walk others through by summarizing.
Keep conversations on what others say, NOT on what interests them.
Take brief notes. This forces them to concentrate on what is being said.
16. Feedback
The purpose of feedback is to alter messages so the intention of the original
communicator is understood by the second communicator. It includes verbal and
nonverbal responses to another person's message.
Providing feedback is accomplished by paraphrasing the words of the sender.
Restate the sender's feelings or ideas in your own words, rather than repeating
their words.
Your words should be saying, “This is what I understand your feelings to be, am
I correct?
We make judgments more often than we try to understand:
Evaluative: Making a judgment about the worth, goodness, or appropriateness of
the other person's statement.
Interpretive: Paraphrasing — attempting to explain what the other person's
statement means.
Supportive: Attempting to assist or bolster the other communicator.
Probing: Attempting to gain additional information, continue the discussion, or
clarify a point.
Understanding: Attempting to discover completely what the other communicator
means by her statements.
17. Nonverbal Behaviors of Communication
Eye contact: helps to regulate the flow of communication. It signals interest in
others and increases the speaker's credibility.
Gestures: If you fail to gesture while speaking you may be perceived as boring and
stiff. A lively speaking style captures the listener's attention.
Posture and body orientation: You communicate numerous messages by the way
you talk and move. Standing erect and leaning forward communicates to listeners
that you are approachable, receptive and friendly.
Proximity: Cultural norms dictate a comfortable distance for interaction with others.
You should look for signals of discomfort caused by invading the other person's
space. Some of these are: rocking, leg swinging, tapping, and gaze aversion.
Vocal: Speaking can signal nonverbal communication when you include such vocal
elements as: tone, pitch, rhythm, timbre, loudness, and inflection.
For maximum teaching effectiveness, learn to vary these six elements of your
voice. One of the major criticisms of many speakers is that they speak in a
monotone voice. Listeners perceive this type of speaker as boring and dull.
18. Speaking Hints
When speaking or trying to explain something, ask the listeners if
they are following you.
Ensure the receiver has a chance to comment or ask questions.
Try to put yourself in the other person's shoes — consider the
feelings of the receiver.
Be clear about what you say.
Look at the receiver.
Make sure your words match your tone and body language
(nonverbal behaviors).
Vary your tone and pace.
Do not be vague, but on the other hand, do not complicate what you
are saying with too much detail.
Do not ignore signs of confusion.
