MAL 515 - Emotional Intelligence & Coaching

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MAL 515 - Emotional Intelligence & Coaching

  1. 1. MAL 515 Organizational Systems Coaching Emotional Intelligence & Coaching “Your foremost job as a leader is to take charge of your own energy, and then orchestrate the energy of others.” – Peter Drucker
  2. 2. Learning objectives By the end of this lesson, you should: Understand the construct of emotional intelligence, and know the leading thinkers behind it State the relationship between emotional intelligence and leadership Distinguish the role of emotional intelligence within coaching – both as the coach and the coachee Identify how coaching can be a tool to increasing emotional intelligence competency
  3. 3. Emotional intelligence Originally introduced in a 1990 paper by John Mayer and Peter Salovey Read the original paper Watch Peter Salovey speak on emotional intelligence and leadership at a Yale University conference Made popular by Daniel Goleman’s book Emotional Intelligence: Why It Can Matter More Than IQ in 1995 Watch Daniel Goleman introduce emotional intelligence Quick and Simple: Emotional Intelligence (EI) – sometimes called EQ – is the ability to fully understand oneself and relate well with others.
  4. 4. The EQ model Four domains of Emotional Intelligence: • Self-Awareness: the ability to tune into one’s own emotions and recognize their impact • Self-Management: the ability to keep disruptive emotions and impulses under control • Social Awareness: the ability to be empathetic and to take an active concern in others • Relationship Management: involves skills that inspire, influence, and motivate; abilities to develop others through feedback and guidance; to resolve disagreements and build bonds
  5. 5. Why is eQ important to coaching? “Emotional intelligence is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.” - Daniel Goleman
  6. 6. Coaching & Measuring eq • Studies have shown low-EQ by managers contributes to 40% of workplace turnover • Organizational “soft skills” training is another way to approach EQ coaching • Measuring EQ is important to assessing EQ growth • 360-feedback surveys can provide a great tool to assess EQ competency
  7. 7. effective eq coaching Five Requirements for Effective EQ Coaching 1. Continuous improvement of your own emotional intelligence 2. Personal mastery of vision and values 3. Strong personal relationships with your direct reports 4. Frequent, spontaneous coaching 5. Structured conversations Adapted from the American Management Association
  8. 8. Personal activity Readiness to Coach • Do you have a genuine regard for and interest in others? • Do you have a high level of self- regard? • Can you suspend your own judgments and assumptions and listen without bias? • Do you regularly listen to your own feelings and assess how they affect your behavior? • Are you open to learning the necessary skills and committing to ongoing learning to broaden your view of the world? Readiness to be Coached • Are you looking to make changes? • Are you ready to take responsibility for where you are and where you want to be? • Are you open to challenge and hearing a fresh perspective? • Are you willing to be different and take the actions that are necessary to improve your performance and your leadership skills?
  9. 9. Key points • Emotional intelligence plays a crucial role in the success of an organization • Coaching is one of several ways to develop emotional intelligence capabilities • Emotional intelligence in coaching goes two ways • Developing EQ (throughout the organization) supports embedding leadership & engagement • Feedback is the most important tool in measuring EQ improvement progress
  10. 10. discussion Using your answers to the Personal Activity assessment, reflect on a time in which you were coached successfully. How did they coach you to improve your emotional intelligence competency, and how did your coach employ emotional intelligence themselves? What steps will you take to continue improving your EQ in order to be a better leader and a better coach? Q:
  11. 11. Discussion: sample At my previous job, members of project teams that I worked with completed a 360-degree feedback survey on my performance. I thought I was very intuitive and would be perceived as helpful, but many of my colleagues responded that they felt I was condescending and arrogant. My boss partnered me with a coach to improve my communication skills. We met weekly to discuss real situations that had occurred and how to handle them with emotional intelligence. My coach displayed EQ and built trust and rapport with me by helping me walk through scenarios without telling me what I did wrong, but how to do better. She gave sincere feedback and actively praised me for my progress when we reassessed my skills with a new 360-survey. To continue growing my emotional intelligence skillset, I will continue to assess where I am by soliciting the feedback of others and acting to make changes as needed. As a coach, I will make sure that I build personal relationships with my coachees, and am as invested in their success as my coach was in me. A:
  12. 12. Discussion: sample At my previous job, members of project teams that I worked with completed a 360-degree feedback survey on my performance. I thought I was very intuitive and would be perceived as helpful, but many of my colleagues responded that they felt I was condescending and arrogant. My boss partnered me with a coach to improve my communication skills. We met weekly to discuss real situations that had occurred and how to handle them with emotional intelligence. My coach displayed EQ and built trust and rapport with me by helping me walk through scenarios without telling me what I did wrong, but how to do better. She gave sincere feedback and actively praised me for my progress when we reassessed my skills with a new 360-survey. To continue growing my emotional intelligence skillset, I will continue to assess where I am by soliciting the feedback of others and acting to make changes as needed. As a coach, I will make sure that I build personal relationships with my coachees, and am as invested in their success as my coach was in me. A: Negative feedback can be hard to hear, but it’s a starting point in identifying areas for improvement! This is part of being a good coach – seeing another perspective without being judgmental! What short- and long- term goals did you set with your coach to measure in your 360-survey? Excellent! What insight would you share with others that you see struggling with developing emotional intelligence skills

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