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.

1. Removing the
Barriers to
Potential
The Importance of
Emotional Intelligence (EQ)
TMM & EQ
August 2013

2. Why do good people do bad things?
• Why do certain People get into accidents more than
others?
• Why to some Individuals violate Ethics and Policies?
• Why are Some prone to Conflicts while Others
easily resolve them?
• Why do they put self-interest before Organisational
Goals?
• Why do some Managers have excessive turnover in
their Teams?
• Why can’t some Salespeople close the Deal?
• Why does Staff alienate Customers?
• Why do capable Employees never reach their
Potential?

3. History of EQ
•1985, Wayne Payne's doctoral thesis, A study of emotion: Developing
emotional intelligence. The first time the term is used in a published
study
•1990 Salovey & Mayer, “Emotional Intelligence”, an Article that first
defines Emotional Intelligence
•1995 Daniel Goleman, popularises the term
and developed related concepts in his
influential book, Emotional Intelligence
•1998 In Working with Emotional
Intelligence, Goleman explored the function
of EI on the job. According to Goleman,
emotional intelligence is the largest single
predictor of success in the workplace.

4. What is Emotional Intelligence (EQ)
Peter Salovey and John D. Mayer have defined emotional
intelligence as, “the subset of social intelligence that involves
the ability to monitor one’s own and others’ feeling and
emotions, to discriminate among them and to use this
information to guide one’s thinking and actions (1990).
Daniel Goleman describes EQ as "managing
feelings so that they are expressed
appropriately and effectively, enabling people to
work together smoothly toward their common
goals."

5. How is EQ Different from Personality
•A “good” personality is no indication of high Job Performance
•High EQ is an accurate Predictor of Success especially at
higher Levels within an Organisation
•EQ is about how a person manages his or her Personality
Biases and how these biases correlate in order to give
positive results
•EQ boils down to consistent Clarity in Judgement
•Personality establishes the biases for
behaviour such as Introversion or Extraversion
•Personality tests can’t effectively predict traits
such as Motivation and Drive

6. Which EQ Model to chose from?
•High Recognition and Acceptance
•Backed by Top Brand, Professional Services Organisation
•EQ competences are easily integrated into an Organisational
Competence Model
•High Availability of Trainers and Coaches
•Excellent Validity of Testing Instruments
There are many different Definitions and Models for EQ. Some are very appropriate for personal improvement
while others are better suited for use within a professional context. The two models which have received the
most attention and scrutiny are those of Salovey & Mayer and that of Goleman. Due to continuous updates,
popularity and recognition of its concepts, the Goleman model deserves closer attention. Advantages of the
Goleman Model include:

7. The Goleman EQ Model
Self-Awareness: ability of an individual to be in tune with her/his own
feelings and to recognize the impact that his/her feelings have on
others. The competency that underpins this dimension is emotional
self-awareness.
Self-Management: ability to keep negative emotions and impulsive
behaviour under control, stay calm and unflappable even under
stressful situations, maintain a clear and focused mind directed on
accomplishing a task. The required competencies for this dimension
are positive outlook, emotional self-control, achievement
orientation, and adaptability.
Social Awareness: ability to read or sense other people’s emotions
and how they impact on the situation of interest or concern. The
competencies for this dimension include empathy and organizational
awareness.
Relationship Management: ability to influence, guide and handle
other people’s emotions. The competencies that underlay this
dimension include inspirational leadership, influence, coach and
mentor, conflict management, and teamwork.

8. A Framework for Emotional Competences (Goleman 2002)
SELF
Personal Competence
OTHERS
Social Competence
Recognition
Self-Awareness
• Emotional Self-Awareness
• Accurate Self-Assessment
• Self-Confidence
Social Awareness
• Empathy
• Service Orientation
• Organizational Awareness
Regulation
Self-Management
• Self-control
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement drive
• Initiative (+Innovation)
Relationship Management
• Developing others
Influence
• Communication
• Conflict management
• Leadership
• Change catalyst
• Building Bonds
• Teamwork & Collaboration

9. How EQ fits into the Total Management Method (TMM®)
•TMM® is a complete Management
Approach
•TMM® is based on the Elliot Jaques
Levels of Work (LoW) methodology
•TMM® covers all aspects of
management including:
•Structure Management
• People Management
• Work Management
•The Focus of TMM® is to make
Managers Successful in order to
achieve Organisational Effectiveness

10. LoW – Effectiveness in Role
E = C + S +Co + B
E = Effectiveness in Role
C = Mental Processing Capability to handle the complexity
involved in undertaking the work involved at this Work Level
S = The knowledge and skills required to perform the role
Co = Commitment to the work
B = The NORMAL behaviour of the individual (positive or negative in
terms of achieving the specific accountabilities of the role).
Effectiveness in Role is a measure of the ability an individual currently applies to his/her job or Role. It is the basis for
performance assessment.

11. Defining NORMAL Behaviour
“The assumption is that when all else is said and done what human
societies will hold to be good is anything and everything that enhances
the possibilities of survival not of individuals but of the species, and not
only of the survival of the species but of its adaptation into the far
forward reaches of time.
This assumption about species adaptation enables us to proceed
immediately and directly to a definition of good behavior and a good
person, readily translated into a solid definition of that otherwise very
elusive concept normality – normal behavior and a normal person: this
definition is that normal or good persons displaying good or normal
behavior, are persons who collaborate with others in such a way as to
enhance society’s ability to carry out its species survival and adaptation
work, such as reproduction and family rearing, economic
production, government, education, law, and policing (Miller and
Jaques, 1988).”
The definition by Jaques is very precise and useful however we fail to have ways of measuring NORMAL Behaviour nor do
we understand the skills required to achieve NORMAL Behaviour.

12. TMM® – Effectiveness in Role
E = C + S +Co + EQ
E = Effectiveness in Role
C = Mental Processing Capability to handle the complexity
involved in undertaking the work involved at this Work Level
S = The knowledge and skills required to perform the role
Co = Commitment to the work
EQ = EQ is the Emotional Intelligence Quotient as measured
according to the Goleman model of Emotional Intelligence
With EQ we can accurately measure and assess Behaviour while at the same time establishing the emotional competences
required for a particular role and areas of development for the individual.

13. Measuring EQ
•Simple Self-assessment
• Great for high-level self-assessment
• Not sufficient detail for development purposes
• Compound Self-assessment
• Great for detailed self-assessment
• Can be tricked by individuals who are prepared for it
• 360 EQ Assessment
• Can’t be tricked by individual
• Individual can influence outcome by selecting and briefing Raters
• More difficult to administer
• EQ Interview
• Solid assessment by a trained person
• Relies on the JUDGEMENT of the Manager/Assessor
There are many ways of measuring EQ including online questionnaires for self-assessment. Below are the methods
most used in industrial applications of the EQ paradigm.

14. TMM® and the Importance of Judgement
•Often Managers relegate Judgement about their
employees to the HR Department or some opaque
assessment process
•By relegating Judgement Managers relegate their
Managerial Accountabilities
•TMM® focuses on helping Managers develop the
skills to make informed Judgements on all aspects of
Management
•Informed Judgment reduces the Risk of Managerial
Errors which can have crippling effects on an
Organisation
•Informed Judgement leads to Empowerment and
Innovation

15. Why do good people do bad things? - Answer
•Any emotional stimulus first triggers an response in
our Emotional Centre (Amygdala or also referred to
the “Emotional Mind”)
•The “Thinking Mind” (Cerebral Cortex) considers a
Rational Response but can be influenced or even
overridden by the Emotional Response
•Goleman refers to this as an “Amygdala Hijack”
•EQ means being able to distinguish between
emotions and rational thought and provide Clarity to
make the appropriate response
•EQ can also help channel Emotions (both Negative
and Positive) into positive Energy
Today we understand enough about the function of the brain to know how Emotions can
affect our rational cognitive processes

16. How EI Skills Enhance Leadership Competency –
Making Complex Decisions
•Manage ones own emotions associated with uncertainty
of decisions
•Aversion of Risk – Attraction to Risk
•Fear of Feedback or negative Reactions
•Resisting temptation of choices that are not rational
•Take into consideration the emotional impact of change
on others; adjust their explanation of the change to
maximize understanding and acceptance.
•Create a positive tone of cooperation even during difficult
business situations.
•Identify creative solutions when under pressure.

17. The Importance of Emotional Intelligence
• Individuals with High EQ tend to be 3 times less likely to be involved
in a work accident
• Employee Engagement is highly correlated to EQ – an engaged
Employee is 30% more productive than one who is neutral or not
engaged
• Recruiters with high EQ are 3 times more likely to be successful
• 97% of highly successful Individuals measure high in
EQ
• According to Forbes 85% or Financial Success is due
to EQ – 15% to IQ
• 58% of Job Performance depends on EQ (Schmidt
2012)
• EQ in Managers is an effective indicator for Talent
Retention
• High EQ results in effective Decisions and Reducing
Managerial Risk

18. For more Information
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