This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.
Emotional Intelligence refers to a set of emotional and social skills and competencies that influence the way we perceive and express ourselves; develop and maintain social relationships; cope with challenges; and use the information in emotions in effective and meaningful ways.
Emotional Intelligence in the Workplace by Gina WilloughbyThe HR SOURCE
This session will introduce the four elements of the Emotional Intelligence (or Emotional Quotient EQ) (self-awareness, self-management, social awareness, and relationship management) & why it is critical in order to be successful in the workplace today.
Learning Outcomes
1. Define the four elements of emotional intelligence
2. The importance of using emotional intelligence in the workplace
3. Unlike IQ, understanding how emotional intelligence can be developed in order to enhance interpersonal and career success using specific strategies
4. Explore strategies to improve their emotional intelligence in order to improve overall communication effectiveness
About the Guest:
Gina Willoughby is a master facilitator, keynote speaker, executive coach and an organizational development expert . Gina is CEO of Willoughby Consulting Group, Inc. (WCG, Inc.) and has a background in Industrial Psychology. Gina's innovative and dynamic style has been empowering organizations to succeed in today’s highly complex business environment.
Ms. Willoughby has worked with a variety of organizations including federal government agencies, commercial companies as well as non-profit environments with a creative approach to delivering consistently high quality results that positively impact the bottom line.
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
The OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.
Emotional Intelligence refers to a set of emotional and social skills and competencies that influence the way we perceive and express ourselves; develop and maintain social relationships; cope with challenges; and use the information in emotions in effective and meaningful ways.
Emotional Intelligence in the Workplace by Gina WilloughbyThe HR SOURCE
This session will introduce the four elements of the Emotional Intelligence (or Emotional Quotient EQ) (self-awareness, self-management, social awareness, and relationship management) & why it is critical in order to be successful in the workplace today.
Learning Outcomes
1. Define the four elements of emotional intelligence
2. The importance of using emotional intelligence in the workplace
3. Unlike IQ, understanding how emotional intelligence can be developed in order to enhance interpersonal and career success using specific strategies
4. Explore strategies to improve their emotional intelligence in order to improve overall communication effectiveness
About the Guest:
Gina Willoughby is a master facilitator, keynote speaker, executive coach and an organizational development expert . Gina is CEO of Willoughby Consulting Group, Inc. (WCG, Inc.) and has a background in Industrial Psychology. Gina's innovative and dynamic style has been empowering organizations to succeed in today’s highly complex business environment.
Ms. Willoughby has worked with a variety of organizations including federal government agencies, commercial companies as well as non-profit environments with a creative approach to delivering consistently high quality results that positively impact the bottom line.
* Online course: https://www.voiceofthebusinessacademy.com/course/emotional-intelligence-ei-leadership-development
Emotional Intelligence (EI) is the ability to understand and manage your own emotions, and those of the people on your team or around you. People with a high degree of emotional intelligence know what they're feeling, what their emotions mean, and how these emotions can impact others.
For leaders, having emotional intelligence is essential for success in business. The five primary elements of emotional intelligence are self-awareness, self-regulation, motivation, empathy, and social skills. To be effective, the better a leader relates to and works with others, the more successful they will be.
This webinar will step you through all of the elements of emotional intelligence and how to incorporate them into your leadership development to improve relationships, build trust, and create a teamwork culture. The more that you, as a leader, manage each of these elements, the higher your emotional intelligence. So, let's look at each element in more detail and examine how you can grow as a leader.
The OPRA Group have been working with GENOS on Emotional Intelligence (EI) since the early 2000s. This gives us a unique perspective on how EI theory has developed and been applied to maximise organisational success.
The following presentation discusses the basics, and basis, of the GENOS model of EI. This is now the foundation of the award winning leadership programmes offered by OPRA.
Discuss a workable definition of Emotional Intelligence in leadership and team building.
Understand the five domains of Emotional Intelligence.
Team Building Exercise to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in improved team performance.
Emotional intelligence taps into a fundamental element of human behaviour that is distinct from your intellect.The communication between your emotional and rational ?brains? is the physical source of emotional intelligence.
The pathway for emotional intelligence starts in the brain, at the spinal cord. Your primary senses enter here and must travel to the front of your brain before you can think rationally about your experience.The awareness that emotional intelligence has become an important job skill, even surpassing technical ability, has been growing over the last number of years.As teamwork becomes increasingly important in the workplace, people who are able to understand, get along with and work well with others will become increasingly sought after. Highly emotionally intelligent people have well developed people skills allowing them to develop relationships with a diverse range of personalities and people from various cultures and backgrounds. People who are able to work well with others have sought after attributes in an increasing globalization and evolving diverse workplace.
Although the study of emotional intelligence is no longer a new topic, many people are still unaware of what EI is. This presentation provides clarification on the subject of emotional intelligence and includes several easy to understand definitions.
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Emotional Intelligence is mostly described as the ability to understand one's own feelings, appreciating the feelings of others and the management of these emotions to enhance productive living and social interactions.
Discuss a workable definition of Emotional Intelligence in leadership and team building.
Understand the five domains of Emotional Intelligence.
Team Building Exercise to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in improved team performance.
Emotional intelligence taps into a fundamental element of human behaviour that is distinct from your intellect.The communication between your emotional and rational ?brains? is the physical source of emotional intelligence.
The pathway for emotional intelligence starts in the brain, at the spinal cord. Your primary senses enter here and must travel to the front of your brain before you can think rationally about your experience.The awareness that emotional intelligence has become an important job skill, even surpassing technical ability, has been growing over the last number of years.As teamwork becomes increasingly important in the workplace, people who are able to understand, get along with and work well with others will become increasingly sought after. Highly emotionally intelligent people have well developed people skills allowing them to develop relationships with a diverse range of personalities and people from various cultures and backgrounds. People who are able to work well with others have sought after attributes in an increasing globalization and evolving diverse workplace.
Although the study of emotional intelligence is no longer a new topic, many people are still unaware of what EI is. This presentation provides clarification on the subject of emotional intelligence and includes several easy to understand definitions.
Emotional Intelligence involves our ability to recognize, understand, and utilize our emotions in a constructive manner. How much impact does this have in the workplace: a lot! Research shows it is the strongest predictor of performance and the foundation for critical leadership skills. This full-day program provides participants with a framework of the personal and social dimensions of emotional intelligence, and provides concrete strategies for applying these skills in the workplace.
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Emotional Intelligence is mostly described as the ability to understand one's own feelings, appreciating the feelings of others and the management of these emotions to enhance productive living and social interactions.
Concepts of cutover planning and managementSanjay Choubey
Global Business Transformation, SAP, ERP, Cutover Management, Manufacturing Excellence, Blackout period Management, Direct and Indirect Procurement, Business Intelligence, Data Management and Analytic,
A strategic approach to Human Resource Management
Please see:
https://flevy.com/browse/business-document/strategic-human-resources-147
For an improved version
Emotional Intelligence - Understanding emotional resonance for leadership dev...Mick Lavin, MBA
Emotions help shape your current and future leadership development. Understanding how your own emotional state affects your behaviour and how this affects the emotional states of those around you can help you develop and become an effective leader, team member, and serve yourself better in many situations.
Now that you have chosen the right business productivity platform for your business, you must consider the factors when migrating your data to your new platform. The planning and processes involved in transitioning from one platform to another is a major undertaking. And with so many different migration paths to and from the cloud, the migration process can be a challenge, especially if you do not have the expertise or technical staff in-house.
Learn from two Microsoft Exchange & Office 365 migration experts on how to make the migration easy, no matter which platform you have selected.
During this presentation you will learn:
• The differences between mindSHIFT’s Hosted Exchange Security Bundle and Office 365 Business Premium Package
• How to make the migration as easy as possible for whatever business productivity platform you select
• The different migration methods for each platform and how to determine what is best for your business
To view part 1 of this 2-part series, please visit: http://www.mindshift.com/Resources/Webinars/Hosted-Exchange-vs-Office-365.aspx
A recent HBR article highlights the skills that a kind, positive manager might lack: The ability to deliver difficult feedback to employees, The courage to ruffle feathers and drive change,The creativity to think outside the box. But these gaps are simply evidence that her EI skills are uneven.
Experience and studies have shown that having a well-balanced array of specific EI capabilities actually prepares a leader for exactly these kinds of tough challenges.
Increase Your Emotional intelligence-Basics for BeginnersJoan Mullally
You may have a really high IQ, but how's your EQ? EQ, Emotional Quotient, also referred to as Emotional Intelligence, is shared by more than 80% of the top performers, and lacking in 80% of those rated the lowest performers at work. If you feel like you just don't get people sometimes, consider working on your Emotional Intelligence and see what a different it can make to your professional and personal life.
Emotional intelligence in the workplace - Deniel Goleman .pptxPraveenDhote4
Without much emotional intelligence, you can't be a successful leader.
In this ppt we cover
How does emotional intelligence help to improve workplace relations?
Introduction of Emotional Intelligence?
5 Components of emotional intelligence?
- self-awareness - self-regulation - Motivation - Empathy -Social Skill
Emotional intelligence by Denial Goleman?
Literature review and the research
The objective of emotional intelligence
Research include
-- Goleman, D. (1995). Emotional intelligence. New York: Bantam Books.
- Goleman, D. (1998). Working with emotional intelligence. New York: Book
- HBR Guide to Emotional Intelligence by Harvard Business Review
- https://www.researchgate.net/publication/323725847_Emotional_Intelligence_at _the_Workplace Managing Conflicts on Programs and Projects with Cultural and Emotional Intelligence (edx)
- https://researchonline.jcu.edu.au/40340/1/40340%20Kannaiah%20and%20Shanth i%202015.pdf https://www.frontiersin.org/articles/10.3389/fpsyg.2020.00240/full
Managerial Emotional Intelligence by Adetoun OmoleAdetoun Omole
Today's People Manager must possess a great 'dose' of Emotional Intelligence (E.I) to excel. Find out the benefits of (E.I) and lots more from this presentation... Take Charge! Adetoun Omole (ACIPM)
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
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Working with Emotional Intelligence
1. Some Impressionistic takes from the book
of Daniel Goleman
“Working with Emotional Intelligence “
by Ramki
ramaddster@gmail.com
2. About Daniel Goleman
Daniel Goleman received his Ph.D. from
Harvard University, where he teaches. He
heads a Boston consultancy on Emotional
Intelligence. He reported on mind-body
science for The New York Times for many
years and is the author of numerous books,
including the pioneering Emotional
Intelligence.
3. Author Daniel Goleman applies the rules of “Emotional Intelligence" to the
workplace. Being intelligent counts in the world of business, but the
interpersonal smarts referred to as "emotional competencies" count even
more.
Goleman, who wrote the seminal book Emotional Intelligence, underscores his
conclusion with numerous studies and anecdotes, showing that those who
have "people skills" are likelier to succeed. Skills that help teams collaborate
are increasingly important as coalition building emerges as the model for
getting things done.
Goleman includes thorough guidelines for implementing effective "EQ" training
programs. Companies that train managers in “Emotional Competencies" reap
concrete business benefits: increased revenues, more seamless teamwork,
and constant improvement based on analysis & feedback. This document
captures this well-written book on how understanding feelings adds to your
bottom line.
Prelude
6. What are Emotions?
Internal conscious states that
we infer in ourselves &
others.
Emotions are private
experiences.
We use operational
definitions because we
cannot actually see
feelings.
We infer observable
behavior associated with
emotion.
7. Emotional intelligence is not about being nice all the
time- It is about being honest.
Emotional intelligence is not about being “touchy-
feely.”- It is about being aware of your feelings, and
those of others.
Emotional intelligence is not about being emotional-It
is about being smart with your emotions.
What is Emotional Intelligence
8. Why EI is important ?
More than 50% of the people lack the motivation to
keep learning & improving
Four in 10 people cannot work in teams
70% of all change initiatives fail because of
People issues
Inability to lead
Lack of teamwork
Unwillingness to take initiative, & inability to deal
with change
9. IQ refers to the analytical, mathematical and logical reasoning
capabilities of a person.
EQ measures his personal skills and power to use to
emotions.
EQ can be improved upon and learned, however , IQ is
something you are born with.
EQ is more relevant to success and happiness in life, IQ
determines whether you have the innate abilities for it.
IQ decides your individual capacities and intelligence,
EQ decides whether you are a team player or how well you
will respond to a crisis.
EQ - IQ
10. Given how much emphasis schools & admissions tests put
on it, IQ alone explains surprisingly little of achievement at
work or in life.
When IQ test scores are correlated with how well people
perform in their careers, the highest estimate of how much
difference IQ accounts for is about 25%
This mean that IQ alone at best leaves 75% of job success
unexplained
The Limits of I.Q
11. What is the difference between IQ & EQ
IQ ensures your success in school
EQ ensures your success in life
Suppose you find out about a problem at your office. You
know the facts and the reason behind the failure. That is your
IQ
When you use these to motivate your employees, that’s your
EQ.
If you know the facts, but are unable to empathize with your
employees, berate and de motivate them, you have a low
EQ.
When you try to convince someone by facts alone, it shows
your IQ, but when you appeal to his emotions and reason
together with the use of facts, that’s your EQ!
14. 1870s Charles Darwin first comments on the term
Emotional Intelligence
1930s Social intelligence first identified by EL Thorndike
1940s Wechser suggests that affective components of
intelligence may be essential to success in life
1950s Psychologist, Abraham Maslow, describes how
people can build emotional intelligence
1970s Howard Gardner’s book, The Shattered Mind,
introduces the concept of multiple intelligences
1980s Psychologists Peter Salovey and John Mayer
publish their landmark article
1990s Daniel Goleman popularizes EI with his best selling
book that advocates EI ahead of IQ
27. The Goleman Model
Takes the approach that EQ provides the foundation
for competencies of personal and social skills that lead
to superior performance in the work place.
32. Author reveals the skills that distinguish
Star performers in every field- from entry
level positions to middle –level to the top
management positions.
Most important factor is not IQ, advanced
degrees or technical expertise, but the
quality called “ Emotional Intelligence”.
This shows that we all possess the
potential to improve out the EI- at any
stage of our careers, as individuals or as
a team members in an organization
The Big idea
34. The rules are fast changing.
We are being judged by a new yardstick
Not just by how smart we are, or by our training and expertise
But also by how we handle ourselves and each other
This is increasingly applied in choosing who will be hired and not
who will be let go or retained.
The new rule predict who is most likely to become a star performer
& who is most prone to derailing.
No matter what field we work in currently , they measure the traits
that are crucial to our marketability for future jobs .
These rules have little to do with what we were told was important
in school ; academic abilities are largely irrelevant to this standard.
The new measure takes for grated we have enough intellectual
ability & technical know-how to do our jobs; it focuses instead on
personal qualities, such as initiative & empathy, adaptability &
persuasiveness.
The New yardstick- 1/2
35. Research distils with unprecedented precision which qualities
mark a star performer.
And it demonstrates which human abilities make up the greater
part of the ingredients for excellence at work- most especially for
leadership
In a time with no guarantee of job security , when the very concept
of a job is being replaced by “ portable skills”, these are prime
qualities that make and keep us employable.
Talked about loosely for decades under a variety of names from “
character’ and ‘ personality’ to ‘ soft skills’ and ‘ competence’,
there is at last a more precise understanding of these human
talents emotional intelligence.
The New yardstick- 2/2
36. First EI does not mean merely “ Being Nice ”
E.g. : Bluntly confronting someone with an
uncomfortable but consequential truth they have
been avoiding.
Second, EI does not mean giving free rein to feelings
It means managing feelings so that they are
expressed appropriately & effectively.
Enabling people to work together smoothly
toward there common goal.
Women are not “ smarter” than men when it comes to
EI, nor men superior to women.
Lastly levels of EI are not fixed genetically nor does it
develop in early childhood.
Unlike IQ which changes little after our teen
years, EI seems to be largely learned.
It continues to develop through life & learn from
our experience
Some Misconceptions
37. A survey of USA employers reveals that more than half the people who work for
them lack the motivations to keep learning & improving in their job.
Four in ten are unable to work in teams with fellow employees
19% of those applying for entry-level jobs have enough self-discipline in their
work habits.
More and more employers are complaining about the lack of social skills in new
hires
A national survey of what employers are looking for
Listening & oral Communication
Adaptability & creative responses to setbacks & obstacles
Personal management, Confidence, Motivation to work toward goals, a
sense of wanting to develop one’s career and take pride in
accomplishments.
Group & interpersonal effectiveness, cooperativeness and teamwork,
skills at negotiating disagreement .
Effectiveness in the organizations, wanting to make a contribution,
leadership potential
What Employers want ?
38. EI skills are synergistic with cognitive ones’ top
performers have both .
The more complex the job, the more EI matters- if only
because a deficiency in these abilities can hinder the
use of whatever technical expertise or intellect a person
may have.
Out of control emotions can make smart people stupid.
The aptitudes you need to succeed start with intellectual
horsepower- but people need EC , too, to get full
potential of their talents.
The reason we don’t get people’s full potential is
Emotional Incompetence
Competencies of the stars
39. Expertise
A combination of common sense plus the
specialized knowledge & skill we pick up in the
course of doing any job.
Comes from in-the-trenches learning
It shows up as an insider’s sense of the tricks of a
trade- the real knowledge of how to do a job only
experience brings.
Be that as it may, expertise is “ threshold
requirement”.
The abilities that distinguish the outstanding
supervisors in technical fields are not technical , but
rather relate to handling people
40. Emotional Competence
Emotional Competence is a learned capability based
on emotional intelligence that results in outstanding
performance at work.
The great divide in competencies lies between the
mind & heart or , more technically, between cognition
& emotion.
Some competencies are purely cognitive, such as
analytic, reasoning or technical expertise
Others combine thought & feeling, these can be
called ‘ Emotional competence .
41. Emotional Competence
Our emotional intelligence determines our potential for learning the practical
skills that are based on its five elements:
Personal Competence
Self-awareness- Knowing one’s internal states, preferences, resources &
intuitions
Motivation- Emotional tendencies that guide or facilitate reaching goals. This
includes achievement drive, commitment, initiative & optimism.
Self-regulation- Managing one’s internal states, impulses & resources. This
category includes self-control, trustworthiness, Conscientiousness,
Adaptability & Innovation
Social competence
Empathy,: Awareness of other’s feelings, needs & concerns: Competencies
include understanding others, developing others, a service orientation,
leveraging diversity & political awareness
Social skills : Adeptness at inducing desirable responses to others- This
category includes influence, communication, conflict management,
leadership, building bonds, collaborations & co-operation , team capabilities
42. Emotional Competence
Our emotional competence, on the other hand, shows how much of
that potential we have translated into on-the-job capabilities.
For instance, being good at serving customers is an emotional
competence based on empathy.
Likewise, trustworthiness is a competence based on self-regulation,
or handling impulses and emotions well.
Both customer service and trustworthiness are competencies that
can make people outstanding in their work.
Simply being high in emotional intelligence does not guarantee a
person will have learned the emotional competencies that matter for
work; it means only that they have excellent potential to learn them.
43. The Structure of Emotional Competence
Personal
Competence
Emotional
Competence Social
Competence
Self
Awareness
Self
Regulation
Social
Awareness
Social Skills
Emotional
Self
Awareness
Accurate
Self
Assessment
Self-
Confidence
Emotional Self
Control
Trustworthiness
Conscientiousness
Adaptability
Innovation
Empathy
Understanding
others
Developing
others
Leveraging
diversity
Political
awareness
Organizational
awareness
Service
Orientation
Communication
Influence
Conflict Mgt.
Change Catalyst
Leadership
Problem solving
Building
Relationship
Collaboration &
co-operation
Team Capabilities
Relate to Ourselves Relate to Others
Motivation
Achievement
drive
Commitment
Initiative
Optimism
Happiness
44. The Leadership Edge
Emotional competence is particularly central to leadership
A role whose essence is getting others to do their jobs
more effectively.
Interpersonal ineptitude in leaders lower everyone’s
performance
It wastes time
Creates acrimony
Corrodes motivation & commitment
Builds hostility & apathy
A leader’s strengths or weakness in EC can be measured in
the gain or loss to the organization of the fullest talents of
those they manage
46. The Inner Rudder
The ability to read subjective currents has primordial roots in evolution.
The brain areas involved in gut feelings are far more ancient than the thin
layers of the neocortex, the centres for rational thought that enfold the very top
of the brain.
Hunches start much deeper in the brain.
They are a function of the emotional centres that ring the brain stem atop the
spinal cord — most particularly an almond-shaped structure called the
amygdala and its connected neural circuitry.
This web of connectivity, sometimes called the extended amygdala, stretches
up to the brain’s executive centre in the prefrontal lobes, just
behind the forehead.
The brain stores different aspects of an experience in different areas — the
source of a memory is encoded in one zone, the sights and sounds and smells
in other areas, and so on.
The amygdala is the site where the emotions an experience evokes are stored.
Every experience that we have an emotional reaction to, no matter how subtle,
seems to be encoded in the amygdala.
47. The Power of Intuition – The first 30 seconds
Credit managers must sense when a deal might go bad even
if the numbers look fine;
Executives have to decide whether a new product is
worth the time and money it takes to develop;
People must make an educated guess about who among
a field of candidates for a job will have the best chemistry
in a working group.
All such decisions demand the capacity to fold into the
decision-making process our intuitive sense of what is right
and wrong.
Intuition and gut feeling bespeak the capacity to sense
messages from our internal store of emotional memory – our
own reservoir of wisdom and judgment.
This ability lies at the heart of self-awareness.
49. Self Awareness
(Relate to Ourselves)
Knowing what we are feeling in the moment, and using those preferences to
guide our decision making; having a realistic assessment of our own abilities
& a well-grounded sense of self-confidence
Emotional Self Awareness
Accurate Self Assessment
Self-Confidence
50. The ability to recognize
& understand one’s
feelings and emotions,
differentiate between
them, know what
caused them and why.
Self Awareness
51.
52. Practicing Self-awareness
Awareness of our own emotional states is the
foundation of all the E.I. skills.
Learn to “tune-in” to your emotions – they can
give you valid information about your responses
to stressful situations.
Recognize the importance of emotions even in
“technical” fields.
53. Reading one’s own emotions and recognizing their impact:
using “gut-sense” to guide decisions.
People with this competence
Know which emotions they are feeling & why ?
Realize the links between their feelings & what they
think, do & say
Recognize how their feelings affect their performance
Have a guiding awareness of their values & goals
Emotional Awareness-
54. The drive to establish ourselves and make our mark in the world is most
urgent in our twenties and thirties, and into our forties.
But by our mid-forties and early fifties people typically re-evaluate
their goals, because they often come to the radical realization that
life is limited.
With this acknowledgement comes a reconsideration of what really
matters.
As the saying goes: “If you don’t know where you’re going, any road will
get you there.”
The less aware we are of what makes us passionate, the more lost
we will be.
And this drifting can even affect our health;
People who feel their skills are not being used well on the job, or who
feel their work is repetitive and boring, have a higher risk of heart
disease than those who feel that their best skills are expressed in
their work.
Managing your career
56. A candid sense of our personal strengths &
limits, a clear vision of where we need to
improve & the ability to learn from experience
People with the ability to Self- assess are :
Aware of their strengths & weaknesses
Reflective, learning from experience
Open to candid feedback, new perspectives,
continuous learning & self –development
Able to show a sense of humour & perspective about
themselves
Accurate Self-Assessment
57. A Strong sense of one’s Self-worth & capabilities
People with this competence
Present themselves with self-assurance, have “
Presence”
Can voice views that are unpopular & go out on a
limb for what is right
Are decisive, able to make sound decisions
despite uncertainties & pressures
Self-Confidence
58. Self Control/ Regulation
(Relate to Ourselves)
Handling our emotions so that they facilitate rather than interfere with the task
at hand; being conscientious & delaying gratification to pursue goals;
recovering well from emotional distress
Emotional Self Control
Adaptability
Innovation
59. Self Regulation/Control
Means managing impulse as well as distressing feelings
It depends on the working of the emotional centres in
tandem with the brain’s executive centres in the prefrontal
areas.
These two primal skills- handling impulse & dealing with
upsets – are at the core of five emotional competencies
Self –Control- Managing disruptive emotions & impulses.
Trustworthiness- Displaying honesty & integrity
Conscientiousness- Dependability & responsibility in
fulfilling obligations
Adaptability- Flexibility in handing change & challenges
Innovation –being open to novel ideas , approaches &
new information
60. Self Regulation/Control
Keeping disruptive emotions & impulses in check
People with this competence
Manage their impulsive feelings & distressing
emotions well
Stay composed, positive, and unflappable even in
trying moments
Think clearly & stay focused under pressure
61. The Managed Heart
Emotional self-regulation includes not just damping down distress
or stifling impulse.
It can also mean intentionally eliciting an emotion, even an
unpleasant one.
Some bill collectors, some say, prime themselves for calls on
people by getting themselves worked up into an irritable, ill-
tempered state.
Physicians who have to give bad news to patients or their families
put themselves into a suitably somber, dour mood, as do morticians
meeting with bereaved families.
But best of all, working up changes in emotional states is
satisfactory if the need for such a change is relative to work we love
to do.
For a nurse who sees herself as a caring, compassionate person,
taking a few moments to console a patient in distress represents
not a burden but what makes her job more meaningful.
62. Flow
Flow blossoms when our skills are fully engaged
The challenges absorbs us so much we lose
ourselves in our work, becoming so totally
concentrated we may feel “out of time”
In this state, we seem to handle everything
effortlessly, nimbly adapting to shifting demands
Flow itself is pleasure and the ultimate motivator
63. Trustworthiness
Maintaining Integrity & taking responsibility for Personal
Performance
People with this competence
Act Ethically & are above reproach
Build trust through their reliability & authenticity
Admit their own mistakes & confront unethical actions in
others
Take tough, principled stands even if they are unpopular
64. Conscientiousness
Meet commitments & keep promises
Hold themselves accountable for meeting their
objectives
Are organized & careful in their work
65. Innovation
People with this competence
Seek out fresh ideas from a wide variety of
sources.
Entertain original solutions to problems
Generate new ideas
Take fresh perspectives & risks in their thinking
Being open to novel ideas & approaches , and being flexible
in responding to change
66. People with this competence
Smoothly handle multiple demands, shifting
priorities & rapid change .
Adapt their responses & tactics to fit fluid
circumstances
Are flexible in how they see the events
Adaptability
67. Motivation
(Relate to Ourselves)
Using our deepest preferences to move & guide us toward our goals, to help
us take initiative & strive to improve, and to preserve in the face of setbacks &
frustrations
Achievement drive
Commitment
Initiative
Optimism
Happiness
68. Loving what pays off
People in flow often make the difficult look easy, an external
appearance that mirrors what is happening in their brain.
Flow poses a neural paradox:
We can be engaged in an exceptionally demanding task
Yet our brain is operating with a minimal level of activity or
expenditure of energy.
The reason seems to be that
We are bored and apathetic, or frenzied with anxiety, our brain
activity is diffused;
The brain itself is at a high level of activation, albeit poorly
focused, with brain cells firing in far-flung and irrelevant ways.
But during flow, the brain appears efficient and precise in its pattern of
firing.
The result is an overall lowering of cortical arousal – even though the
person may be engaged in an extremely challenging task.
69. Achievement drive
Striving to improve or meet & exceed the standard of
excellence
People with this competence
Are results oriented, with a high drive to meet their
objectives and standards
Set challenging goals and take calculated risks
Pursue information to reduce uncertainty and find ways to do
better
Learn how to improve their performance
70. Embracing the organization’s or group’s vision & goals
People with this competence
Readily make sacrifices to meet a larger organizations goals
Find a sense of purpose in the larger mission
Use the group’s core values in making decisions & clarifying
choices
Actively seek out opportunities to fulfil the group’s mission
Commitment
71. Initiative & Optimism
Displaying Proactivity & Persistence
Twin competencies that mobilize people to seize
opportunities & allow them to take setbacks & obstacles in
stride.
People with this competence
Are ready to seize opportunities
Pursue goals beyond what’s required or expected of them
Cut through red tape & bend the rules when necessary to get
the job done.
Mobilize others through unusual , enterprising efforts
72. Persist in seeking goals despite obstacles &
setbacks
See the setbacks as due to manageable
circumstances rather than a personal flaw
The ability to look at the brighter side of life and to
maintain a positive attitude even in the face of
adversity.
Optimism assumes a measure of hope in one's
approach to life
Optimism
73. The ability to feel satisfied with
your life, to enjoy yourself &
others & to have fun.
Happiness combines self-
satisfaction, general
contentment & the ability to
enjoy life.
Happiness is associated with a
general feeling of cheerfulness
& enthusiasm. It is a by-product
and/or barometric indicator of
your overall degree of
emotional intelligence and
emotional functioning
Happiness
74. Social Competence
( Relate to others)
Empathy
Understanding others
Developing others
Leveraging diversity
Political awareness
Service Orientation
75. Understanding others
Sensing others’ Feelings & Perspectives, & taking
an active interest in their concerns
People with this competence:
Are attentive to emotional cues and listen well
Show sensitivity and understand others’ perspectives
Help out based on understanding other people’s
needs and feelings
76. The ability to understand what others might be
feeling and thinking. It is the ability to view the
world through another person's eyes.
Empathy
77. Empathy begins inside
As Freud observed, “Mortals can keep no secret. If their lips are silent, they
gossip with their fingertips; betrayal forces its way through every pore.”
Sensing what others feel without their saying so captures the essence of
empathy.
Others rarely tell us in words what they feel; instead they tell us in their
tone of voice, facial expression, or other nonverbal ways.
The ability to sense these subtle communications builds on more basic
competencies, particularly self-awareness & self-control.
Without the ability to sense our own feelings – or to keep them
from swamping us – we will be hopelessly out of touch with the moods of
others.
Empathy is our social radar. Lacking such sensitivity, people are “off.”
Being emotionally tone deaf leads to social awkwardness, whether from
misconstruing feelings or through a mechanical, out-of-tune bluntness or
indifference that destroys rapport.
One form this lack of empathy can take is responding to other people as
stereotypes rather than as the unique individuals that they are
78. Can you say more about that ?
Really ? That’s interesting. Can you be more specific ?
I wasn’t aware of that. Tell me more
I am curious about that.. Let us discuss this in more
depth
Let me see if I understand you correctly… here is what I
heard you say …
How do you feel about that ? What are the some of your
concerns ?
Empathy- Questions
79. This is “active” listening.
A mark of having truly heard
someone else is to respond
appropriately, even if that means
making some change in what
you do
The Art of Listening
Listening well and deeply
Means going beyond what
is said by asking questions,
Restating in one’s own
words what you hear to be
sure you understand.
80. The Politics of empathy
There is a politics of empathy:
Those with little power are typically expected to sense the
feelings of those who hold power,
Those in power feel less obligation to be sensitive in
return.
In other words, the studied lack of empathy is a way power-
holders can tacitly assert their authority.
But this may hold less true today since more organizations
are becoming more team-oriented and less stiffly
hierarchical.
The demands of modern leadership now include competence
at empathy.
The authoritarian style of the past just doesn’t work as
well as it once did.
81. Developing others
People with this
competence:
Acknowledge and reward
people’s strengths and
accomplishments
Offer useful feedback and
identify people’s needs for
future growth
Mentor, give timely coaching,
and offer assignments that
challenge and foster a person’s
skills
Sensing others’ Development needs & Bolstering Their abilities
82. Service orientation
Anticipating, Recognizing & meeting Customer’s needs
People with this competence:
Understand customers’ needs & match them to services
or products
Seek ways to increase customers’ satisfaction & loyalty
Gladly offer appropriate assistance
Grasp a customers’ perspective, acting as a trusted
advisor
83. Leveraging Diversity
Cultivating Opportunities through different kinds of people
People with this competence:
Respect & relate well to people from varied
backgrounds
Understand diverse worldwide and are sensitive to
group differences
See diversity as opportunity, creating an environment
where diverse people can thrive
Challenge bias & intolerance
84. Political Awareness
Accurately read key power relationships
Detect crucial social networks
Understand the forces that shape views & actions
of clients , customers or competitors
Accurately read organizational & external realities
Reading Social & Political currents
85. Social Skills
( Relate to others)
Communication
Influence
Conflict Mgt.
Change Catalyst
Leadership
Problem solving
Building Relationship
Collaboration & co-operation
Team Capabilities
86. Communication
People with this competence:
Are effective in give-and-take, registering emotional cues
in attuning their message
Deal with difficult issues straight forwardly
Listen well, seek mutual understanding, and welcome
sharing of information fully
Foster open communication & stay receptive to bad
news as well as good
Listening openly & sending convincing messages
87. People with this competence:
Are skilled at winning people over
Fine-tune presentations to appeal to the listener
Use complex strategies like indirect influence to build
consensus & support
Orchestrate dramatic events to effectively make a point.
Wielding effective tactics for persuasion
Influence
88. Empathy is crucial for wielding influence.
It is difficult to have a positive impact on others
without first sensing how they feel and
understanding their position.
People who are poor at reading emotional cues and
inept at social interactions are very poor at
influence.
The first step in influence is building rapport
First Build Rapport
89. Influencing another person’s emotional state for better or
worse is perfectly natural; we do it constantly, “catching”
emotions from one another like some kind of social virus.
This emotional exchange constitutes an invisible
interpersonal economy, part of every human interaction, but
it is usually too subtle to notice.
The emotional economy is the sum total of the exchanges of
feeling among us. In subtle (or not so subtle) ways, we all
make each other feel a bit better (or a lot worse) as part of
any contact we have
Every encounter can be weighted along a scale from
emotionally toxic to nourishing.
While its operation is largely invisible, this economy can
have immense benefits for a business or for the tone of
organizational life.
The Art of Influence
90. The Art of Influence
In the world of work, no matter the business at hand,
emotional elements play a crucial role.
Emotional competence requires being able to pilot
through the emotional undercurrents always at play
rather than being pulled under by them.
The most effective people in organizations naturally
use their emotional radar to sense how others are
reacting, and they fine-tune their own response to
push the interaction in the best direction.
91. Emotions are Contagious
We influence each other’s moods.
Influencing another person’s emotional state for better or for
worse is perfectly natural;
We do it constantly, “catching” emotions from one another
like some kind of social virus.
This emotional exchange constitutes an invisible
interpersonal economy, part of every human interaction, but
it is usually too subtle to notice.
Emotions as a signalling system needs no words – a fact
evolutionary theorists see as one reason
Emotions may have played such a crucial role in the
development of the human brain long before words became
a symbolic tool for humans.
92. Conflict Management
Negotiating & resolving disagreements
People with this competence:
Handle difficult people & tense situations with
diplomacy & tact
Spot potential conflict, bring disagreements into
the open, and help de-escalate
Encourage debate and open discussion
Orchestrate win-win solutions
93. Resolving conflict- Creatively
Here are some classic moves for cooling down conflicts
First calm down, tune in to your feelings & express
them
Show a willingness to work things out by talking
over the issue rather than escalating it with more
aggression
State your point of view in neutral language rather
than in an argumentative tone.
Try to find equitable ways to resolve the dispute,
working together to find a resolution both sides can
embrace.
94. The Change catalyst
Today, Organizations are reshuffling, divesting, merging,
acquiring, flattering hierarchies, going global.
The acceleration of change through the 1900s has made the
ability to lead it a newly ascendant competence.
In addition to high levels of self-confidence at such pace,
effective change leaders have high levels of
Influence
Commitment
Motivation
Optimism
Instinct for organizational policies to see organizations
through such change
95. The Change catalyst
Initiating, promoting & Managing Change
People with this competence:
Recognize the need for change & remove barriers
Challenge the status quo to acknowledge the need for
change
Champion the change & enlist others in its pursuit
Model the change expected of others
96. Leadership
Inspiring & Guiding individuals & groups
People with this competence:
Articulate & arouse enthusiasm for a shared
vision & mission
Step forward to lead as needed, regardless of
position
Guide the performance of others while holding
them accountable.
Lead by example.
97. When to be tough
To be sure, leadership demands a certain toughness – at
times.
The art of leadership entails knowing when to be assertive –
for example,
Confronting someone directly about their performance
lapses – and
When to be collegial and use less direct ways to guide or
influence.
Leadership demands tough decision making.
Someone has to tell people what to do and hold them for their
obligations.
A common failing of leaders, from supervisors to top
executives, is the failure to be emphatically assertive when
necessary.
98. When to be tough
One obstacle to such assertiveness is passivity, as can happen
when someone is more concerned about being liked that with
getting the job done right.
People who are extremely uncomfortable with confrontation or
anger are also often reluctant to take an assertive stance even
when it is called for.
99. The ability to identify
and define problems as
well as to generate and
implement potentially
effective solutions.
Problem Solving
100. Survival of the social
Humans are the primordial team players:
Our uniquely complex social relationships have been a crucial
survival advantage.
Our extraordinary sophisticated talent for cooperation
culminates in the modern organization.
The view of the crucial role of cooperation in evolution is part of a
radical rethinking of just what the famous phase “survival of the
fittest” means.
One modern legacy of this past is the radar for friendliness and
cooperation most of us have.
People gravitate to those who show signs of good qualities.
We also have a strong warning device or system that alerts us to
someone who may be selfish or untrustworthy.
101. The Art collaboration
John Seely Brown, chief scientist at Xerox Corporation and a
cognitive theorist himself,
Points out that the crucial nature of social coordination is
perhaps nowhere more evident than in today’s scientific
enterprises, where cutting-edge knowledge grows through
orchestrated, collaborative efforts.
The art of “making an impact through people,” Brown says, “is
the ability to pull people together, to attract colleagues to the
work, to create the critical mass for research.
Then, once you’ve done that, there’s the next question: How do
you engage the rest of the corporation?
And then, how do you get the message out and convert the rest
of the world? To communicate is not just a matter of pushing
information at another person.
It’s creating an experience, to engage their gut – and that’s an
emotional skill.”
102. The Group IQ
What makes a team perform better than the best person on
it? The question is key.
Outstanding team performance raises the “group IQ” – the
sum total of the best talents of each member on a team,
contributed to their fullest.
When teams operate at their best, the results can be more
than simply additive – they can be multiplicative, with the best
talents of one person catalysing the best of another and
another, to produce results far beyond what any one person
might have done.
The explanation of this aspect of team performance lies in the
member’s relationships – in the chemistry between members.
103. People with this competence:
Cultivate & maintain extensive informal networks
Seek out relationships that are mutually
beneficial.
Build rapport & keep others in the loop
Make & maintain personal friendships among
work associates
Nurturing Instrumental Relationship
Building Bonds
104. Bring in the Relationship Managers
Marks & Spencer, the huge British retail chain, gives an unusual
gift to its regular suppliers: a special key card that lets them into
the chain’s head offices anytime.
Although they still have to make appointments, the key card
makes them feel like members of the Marks & Spencer family.
This is exactly the point. The key card is part of an intentional
effort of Marks & Spencer to nurture a relationship of trust and
cooperation with its suppliers.
That effort also includes trips with suppliers to trade shows and to
other countries to visit sources of raw materials.
The goal: to strengthen mutual understanding, as well as to spot
new possibilities for products they can jointly develop.
105. People with this competence:
Balance a focus on task with attention to
relationships
Collaborate, sharing plans, information and
resources
Promote a friendly, cooperative climate
Spot & nurture opportunities for collaborations
Working with others towards shared goals
Collaboration & Cooperation
106. People with this competence:
Model team qualities like respect, helpfulness &
cooperation.
Draw all members into active & enthusiastic
participation.
Build team identify, esprit de corps &
commitment.
Protect the group & its reputation ; share credit
Creating Group Synergy in pursuing collective goals
Team Capabilities
107. The Emotionally Intelligent organization
An emotionally intelligent organization needs to come to
terms with any disparities between the values it proclaims
and those it lives.
Clarity about an organization’s values, spirit and mission
leads to a decisive self-confidence in corporate decision-
making.
An organizational mission statement serves an emotional
function: articulating the shared sense of goodness that
allows us to feel what we do together is worthwhile.
Working for a company that measures its success in the
most meaningful ways — not just the bottom line — is itself a
morale and energy raiser
108. Maximizing the Organization’s Intelligence
An organization’s collective level of emotional
intelligence determines the degree to which that
organization’s intellectual capital is realized – and so
its overall performance.
The art of maximizing intellectual capital lies in
orchestrating the interactions of the people whose
minds hold that knowledge and expertise.
When it comes to technical skills and core
competencies that make a company competitive, the
ability to outperform others depend on the
relationships of the people involved.
109. The Heart of Performance
A balance between the human and financial sides of
the company’s agenda.
Organizational commitment to a basic strategy.
Initiative to stimulate improvements in performance.
Open communication & trust-building with all
stakeholders.
Building relationships inside & outside that offer
competitive advantage.
Collaboration, support and sharing resources.
Innovation, risk taking and learning together.
A passion for competition & continual improvement
110. The New Model of Learning
Assess the job. Training should focus on the competencies
needed most for excellence in a given job or role.
Assess the individual. The individual’s profile of strengths
and limitations should be assessed to identify what needs
improving.
Deliver assessments with care. Feedback on a person’s
strengths and weaknesses carries an emotional charge.
Gauge readiness. People are at differing levels of readiness.
Motivate. People learn to the degree they are motivated and
making the competence a personal goal for change.
Make change self-directed. When people direct their learning
program, tailoring it to their needs, circumstances and
motivation, learning is more effective.
Focus on clear, manageable goals. People need clarity on
what the competence is and the steps
111. The New Model of Learning
Prevent relapse. Habits change slowly, and relapses and slips need not
signal defeat.
Give performance feedback. Ongoing feedback encourages and helps
direct change.
Encourage practice. Lasting change requires sustained practice both on
and off the job.
Arrange support. Like-minded people who are also trying to make similar
changes can offer crucial ongoing support.
Provide models. High-status, highly effective people who embody the
competence can be models who inspire change.
Encourage. Change will be greater if the organization’s environment
supports the change, values the competence and offers a safe atmosphere
for experimentation.
Reinforce change. People need recognition — to feel their change efforts
matter.
Evaluate. Establish ways to evaluate the development effort to see if it has
lasting effects
135. The Bottom Line
The EI can be learned .
Individually, we can add these skills to our tool kit for survival at a time when
job stability seems like a quaint oxymoron.
For businesses of all kinds, the fact that emotional competencies can be
assessed and improved suggests another area in which performance- and so
competitiveness- can be upgraded.
What’s needed amounts to an EI tune-up for the corporation
136. Emotional Learning Process
Step A Self-Assessment
Explore- Attitudes & Behaviors
Step B Self-Awareness
Identify your current skill level
Step C Self-Knowledge
Understand the skill using your own description
Step D Self-Development
Learn- Use self directed coaching, mentoring to
learn the skill
Step E Self-Improvement
Apply & Model- Practice the skill
137. As your career advances, interpersonal skills matter more than cognitive
skills.
Luckily, unlike cognitive skills, you can improve your “Emotional Intelligence”.
To improve your “ Empathy”, the core attribute of emotional skill, learn to
listen.
Emotional awareness is honed during downtime, and yet you must be able to
draw upon it in a pinch, Take time to develop it.
Understanding your own feelings improves your ability to understand others’
feelings. It sharpens your “ radar”.
Be aware that in some cases too much empathy is inappropriate.
“Feedback” is essential when you are trying to change ingrained habits. Keep
track of your progress as you improve your emotional skills .
Moods are catching, so try to spread a good one. Understand what makes
you feel good or bad.
Many characteristics that help individuals succeed are also important for
organizations, such as reliability, openness & emotional sensitivity.
“Emotionally Intelligent” organizations value the bottom line contribution of
employees who practice “ Soft people skills”
Take- Away