QUESTION: Discuss how leaders can use emotional intelligence today in the workplace. Include subject headers that introduce the following topics and relate these concepts to at least one company: accountability, transformational communication, and values. You may use multiple corporate examples your choice. READINGS: Guy Millar explains the importance of developing emotional intelligence in creating true corporate values business decisions.\"Yur priority is to establishthe right culture andleadership, makingcitizenship core to ourvalues and day-to-day\"Committed to safety, respect, excellence, courageand one team.\"\"...our behaviour being open and honest ineverything we do\".\"...to act with the highest integrity in everythingwe do\".These are the stated values of some of theFTSE 100 companies that have been pilloried inthe press of late. However, our experience of theseorganisations has not tallied with these fine words.Users of these companies\' products and serviceshave felt let down, used or cheated. Trust has beenbroken, with little faith in it being restored. Forthe employees working in these organisations,there is also a feeling of being let down, and wherebefore they may have felt proud of their company,they now feel a certain amount of shame.The soul or heart of any organisation orbusiness is the quality of its relationships. It seem the people have been forgotten and that manyorganisations\' values have lost validity - losingtheir reputation and integrity along withtheir souls.The companies that do the best job of living upto their values and developing ethical employeesrecognise that the real cause of success - or failure- is always the people, not the words. Ultimatelyactions will say much more to employees aboutvalues and leadership than words ever can. Ifactions are wise, no one wiU care if the words arenot perfect. If actions are foolish or iU-considered,the words posted on the corporate website and inthe staff handbook will only look like propagandaand no one will believe it.The current wave of corporate disapprovalbegan in 2001 with the bursting of the dot- combubble, the ensuing bear market, and the financialscandals involving Enron, WorldCom, Tyco andothers. Ever since, the press has had a field daywith the top people in corporations and publiclife providing a constant source of entertainmentof the worst kind - ritual humiliation. In anutshell, the actions of these CEOs, politicians,celebrities and organisations have let them down.\"If people\'s state of being is not matched by theirstate of doing, they recklessly court disaster,\" saysMarianne Williamson, author and founder ofThe Peace Alliance\'.References1 WilliamsonM The Ageof Miracles:Embracing theNew MidiifeHay House(2008)2 http://www.towerswatson.com/research/7177Being congruent is really important rightnow and it goes to the heart of what businessleadership needs to be about.An organisation\'s values should be anexpression of its culture, of what it believes to bei.

1. QUESTION:
Discuss how leaders can use emotional intelligence today in the workplace. Include subject
headers that introduce the following topics and relate these concepts to at least one company:
accountability, transformational communication, and values. You may use multiple corporate
examples your choice.
READINGS:
Guy Millar explains the importance of developing emotional intelligence in creating true
corporate values business decisions."Yur priority is to establishthe right culture andleadership,
makingcitizenship core to ourvalues and day-to-day"Committed to safety, respect, excellence,
courageand one team.""...our behaviour being open and honest ineverything we do"."...to act
with the highest integrity in everythingwe do".These are the stated values of some of theFTSE
100 companies that have been pilloried inthe press of late. However, our experience of
theseorganisations has not tallied with these fine words.Users of these companies' products and
serviceshave felt let down, used or cheated. Trust has beenbroken, with little faith in it being
restored. Forthe employees working in these organisations,there is also a feeling of being let
down, and wherebefore they may have felt proud of their company,they now feel a certain
amount of shame.The soul or heart of any organisation orbusiness is the quality of its
relationships. It seem the people have been forgotten and that manyorganisations' values have
lost validity - losingtheir reputation and integrity along withtheir souls.The companies that do the
best job of living upto their values and developing ethical employeesrecognise that the real cause
of success - or failure- is always the people, not the words. Ultimatelyactions will say much more
to employees aboutvalues and leadership than words ever can. Ifactions are wise, no one wiU
care if the words arenot perfect. If actions are foolish or iU-considered,the words posted on the
corporate website and inthe staff handbook will only look like propagandaand no one will
believe it.The current wave of corporate disapprovalbegan in 2001 with the bursting of the dot-
combubble, the ensuing bear market, and the financialscandals involving Enron, WorldCom,
Tyco andothers. Ever since, the press has had a field daywith the top people in corporations and
publiclife providing a constant source of entertainmentof the worst kind - ritual humiliation. In
anutshell, the actions of these CEOs, politicians,celebrities and organisations have let them
down."If people's state of being is not matched by theirstate of doing, they recklessly court
disaster," saysMarianne Williamson, author and founder ofThe Peace Alliance'.References1
WilliamsonM The Ageof Miracles:Embracing theNew MidiifeHay House(2008)2
http://www.towerswatson.com/research/7177Being congruent is really important rightnow and it
goes to the heart of what businessleadership needs to be about.An organisation's values should
be anexpression of its culture, of what it believes to beimportant in the workplace and for

2. customers.Values are a statement of how leaders want theirstaff to feel and behave. They are an
extensionof the brand and determine how they wantcustomers and the public to experience
thecompany. Think about your own organisation'svalues: can you quote (or even just
paraphrase)its value statements? Questions to consider: if Istruggle to recall them, what does that
mean? Arethey easy to remember? Do I really believe them?How well does my organisation live
these values?What is the culture really like?Ultimately aetionswill say mueh more toemployees
about valuesand leadership thanwords ever eaThink for a moment about your own values.Note
the three most important that matter inyour life right now. This is more difficult thanit appears.
Questions to consider: Just whatare my values? Are my values aligned with theorganisation I am
working for? If not, how do Iresolve that? Does my behaviour align with myvalues? If not, what
do I need to do? Do I, infact, have any values?While more companies are going well
beyondsimply displaying value statements on websitesand in handbooks and are engaging in
values-driven management improvement efforts liketraining staff in values, or appraising
executivesand staff on their adherence to values, it will onlygo part of the way to addressing the
problem. AsTowers Watson states in its 2012 Global WorkforceStudf, "these are important but,
to sustainenergy, employers have to think beyond thesecore programmes and embrace the notion
ofworkplace energy on a far broader plane".While not all of business is broken, thereare enough
organisations reeling at this timeto justify some serious questioning and soulsearching about
business-wide ethicsand behaviour.Learning and development strategiesBut what can LôcD
functions do about it? Inmy opinion, there are two paths that L&JI) cantake and they are both
linked. The first is tosupport the brand, both internally and externally.Every organisation wants
its customers andemployees to believe in it and what it standsfor. It takes years to build brand
value and itcan be destroyed in an instant. Right now,the reputations of some of our biggestFTSE
100 companies are smarting.Therefore, understanding how tolive the corporation's values
mattersmore than ever. To do this thoroughlyan organisation needs to evolve itsemotional
intelligence, in the onlyway it can - through the people whowork at the heartof the businessand
demonstratethe organisation'sbehaviourJ and attitudeeveryday.Thesecondpath
isunderstandingwhat it willtake to inspire and motivate better performancein an increasingly
volatile environment in whichmore and more people are becoming disillusionedwith life. This
point picks up on Towers Watson'sstudy, which states: "Put starkly, organisations arerunning
21st century businesses vâth 20th centuryworkplace practices and programmes and thecracks
are starting to show."Both approaches centre on personalaccountability, self-awareness and
emotionalintelligence. At their core, both approachesrecognise that feelings and emotions are
apowerful and precious resource. Our conscious andskilful access to them enables us to engage
in lifewholeheartedly because we are in relationship withourselves and others more fully. It is
armed withthis agenda that LSdD can take the initiative topropel the organisation forward.In our

3. training workshops, my colleagues and Idefine self-awareness, emotional intelligence
andaccountability in the following way:self-aiaareness To have a strong sense aboutyourself and
the part you play in your worldincluding the effect you have on the people aroundyou. It is the
ability to respond in a powerful andeffective way to your environmentemotional intelligence The
ability to copewith the demands of life in a competent way. Itis to understand yourself, your
goals and yourbehaviour: understand others and their feelings,knowing that we act because of
how we feel. Itis through emotional intelligence that we learnto manage relationships, build
creative groupsand motivate ourselves and others. Learning toidentify and acknowledge
emotions and expressthem clearly are key bunding blocks to successfulgroup
dynamics.AccountabilityThe principle of accountability is one of the mostchallenging aspects of
life, and also one of themost empowering. Simply put, it is the abilityto understand cause-and-
effect and your partin it. When we become accountable and takeresponsibility, we have the
power to change ourworld and solve our problems.A change for the betterTraditionally,
managers have seen their primaryrole as ensuring that employees serve theorganisation's goals. I
believe this needs to change.Instead of asking how employees can better servethe organisations
they work for, managementneeds to ask 'how do we buud organisations thatdeserve the talents
that employees bring to workevery day?' Organisations need to inspire their people and the role
of the manager is to createa work environment that allows exceptionalcontribution: employees
can give their all andknow it is valued. . .There is an opportunity to change theapproach to
training and learning to make itmore about what is good for the people ratherthan just about what
is good for the financialgrowth of the company. The differenceis important:• training is what you
do to your employees, ieteaching them skills to do the job• learning needs to be a personal
developmentinitiative that communicatesa valuing of theindividual as well asa company
value.The focus forL&D now becomeson empowering theindividual to takecare of his own
growth,which is achieved hyfacilitating the provisionof meaningful and relevantpersonal
development. Thisrequires the organisation tobe progressive in its attitudeto people's learning.
Donewell, learning becomesabout helping people togrow in confidence, attitude,self-awareness,
tolerance,motivation, interpersonalskills and leadership: infact, everything the businesssays it
wants in its peopleincluding accountability,integrity, emotional intelligence, self-beliefand
courage. •• .^|^For L&D, this is where the real value can bedirected in the company as it will
drive cultureand values and links directly to improved '*--.,.productivity, quality, customer
satisfaction,employee engagement and financial performance.Practical stepsFor an organisation
to grow, it has to evolve.Whether you are a FTSE 100 corporation or asmall company employing
20 people, we all needto evolve and recognise that our performancelevels and capability are
ultimately dependenton our attitude and emotional maturity. Thisis as true in our work and career
as it is in ourpersonal Hfe.When we becomeaeeountable and takeresponsibility^ we havethe

4. power to ehangeour world and solveour problems fThe practical steps need to begin
withunderstanding basic emotional intelligence,for the simple reason that it is important
tounderstand how the mind works. Our psychologyaffects our business and our personal life.
This iswhere people have to start if they are to evolveand this is where the L&D agenda needs to
givemore focus and bring in more skills. Problematicbusiness situations reflect problematic ,
^relationships - with others and ourselves.This is a totally different way of viewingour business
and our lives. The following is anapproach I've used while working as a coach togive people
practical steps and tools they |could use:• take responsihility Albert Einstein said:"You cannot
solve a problem with the level ofthinking that created it."This is where manybusinesses are
caught today. Traditionallyproblems are tackledby putting in placemore controls, anew process
ora reorganisationwithout gettingto their heart.Accountability,simply put, meansrecognising that
youare either part ofthe problemor part of thesolution. Itcan take sometraining to workwith this
principleand to focus the minddifferently, but it createsa fast route tofinding solutions•
understand the power of the mind.
Thoughts, beliefs andvalues are often hiddenfrom our au^areness andyet drive behaviourGuy
Millaris the founderofThe MillarMethod.He can becontacted
atguy@themillarmethod.co.ukThere are many levels of awareness.Developing emotional
intelligenceallows the mind to become more openand creative. Thoughts, beliefs andvalues are
often hidden from ourawareness and yet drive behaviour.Most business environments aredriven
by fear-based thinking: notmeeting targets, tight deadlines, fearof losing your job. Learning
toharness success-based thinkingallows for more flow and easein our life. We naturally
becomemore positive, creative and effectivebecause we fully engage in life• become a master of
relationship-huilding Understanding both the nature ofrelationship and the cycle aU
relationshipsgo through, plus the dynamics andpatterns that will present themselves,is crucial to
effective leadership. Allrelationships go through stages -identifying them and the pitfalls within
them canresolve conflicts easily, diffuse power strugglesand build cohesive teams. Relationship-
building is a skül that has not beenafforded sufficient recognition andvalue in business to
datelearn the principlesof transformationalcommunication To be effectivein business, we need
tounderstand how to communicate.The principles of transformationalcommunication act as
guidanceand support in workingthrough misunderstandingsand challenging situations.They are
not a scriptbut a guide to creating asupportive environment for truecommunication, in which
profound,lasting and effective transformationcan take place. Developing greatcommunication
skills requiresadvanced levels of emotionalintelligence, self-awareness andpersonal
accountability.The challenge for LSdD is to communicate theneed for this sort of personal
development totop management, who can be cynical at bestwhen it comes to emotions and
feelings. In theUK, feelings are often associated with negatives:emotional trauma and mental

5. illness. We havebeen conditioned as a nation to work with ourrational minds. Thinking and logic
is accordedvalue whereas feeUngs have little place in societyand are viewed as indulgent and
weak. If we donot understand the emotions and feelings thatdrive all behaviour, they wiU be
acted out indestructive or disruptive ways - dishonesty, greed,corruption, rage, depression,
indulgence andaddiction (sex, drugs and alcohol).We already have huge numbers of people
whoare chronically disengaged at work because theyfind it all pointless and unfulfiUing but
don'treally understand why they feel like this. Of evengreater worry, we also have legions of
peoplewho are critically addicted to alcohol, tobacco ordrugs as a way of stimulating or
suppressing theirfeelings. Both are a problem worthy of businesses'attention because the vast
majority of thesepeople work in businesses up and downthis country.Last year I wrote about
former Barclays Bank CEO Bob Diamond in my blog and his tacitagreement that behaviour in
business had tochange. I said then that, while I believed whathe was saying, nothing would
change - and ithas not. The reason why nothing has changedis that there has been no
accountabilityfor the things that have gone wrong, nounderstanding of the poorbehaviour and
bad judgmentthat created the events.There has been a failure ofintelligence -
emotionalinteUigence. Accountability is the first step in integrity. For an organisation to be truly
successful, its principal value must be that of its people and that value has to be expressed
throughan upgrade in the development ofemotional inteUigence across theM whole company.I
When this happens, you automaticaUyI create an engaged and motivated workforceI who live
the company values because they are true and stakeholders know it to be so.
Solution
Getting involved in the business and dealing with the situation is one of the most important
required task in current society. By having inability to get along with others and communicating
specifically to get the things done is one of the most required abilities which are mandatory in
today's industry to survive. It's called that communication is key to success and being better and
communication and communicating with your colleagues as well as creating a feeling of
understanding and intelligence among them creates an advancement in the specific job. By
having an ability to work on site as well as offside and being ace both of the things is the
requirement of tomorrow's business world. My having an authority over both of the things an
employee can easily get along with the society and can we can specific image in finding a job.
And employee should be really exclusive in emotional intelligence which can directly related to
the customer and can provide a better satisfaction. By having a better satisfaction level an
employee can increase the chances of services being sold to the customers. In a particular survey,
it is defined that emotionally advance employees were more successful then less emotional

6. employees. Having a strong relationship with a customer as well as their employees in curry a
person can easily enhance its capabilities to overcome different problems that are present in the
current market scenario. By having and strong interaction physically the person can easily
improve its teamwork which would result in increased efficiency as well and productivity.
All in all we can say that emotional intelligence or the social intelligence is very essential for a
person to hold a place or find a job in a business. This specific term is changing the definition of
employment.
By having a sharp and skilled training procedure with curiosity to learn new things we can easily
increase our quality of adopting the quality of social intelligence as well as emotional
intelligence. By having an ability to communicate with other people and increase our cross
cultural communication in developing the same qualities. Increasing power interest in different
fields and reading about a technicality as well as learning about the technicalities of the specific
stream we are going into would be very beneficial in increasing you were all emotional as well
as social intelligence for a specific person.