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Leveraging Emotional Intelligence in the
Workplace
Rahul Dogra
[email protected]
www.rahuldogra.com
Sponsored by
Leveraging Emotional Intelligence
11–13 November 2013
Page 1
Leveraging Emotional Intelligence in the
Workplace
• We will identify how to leverage emotional intelligence
– Focus on developing key skills, including:
• Self-awareness to assess your emotions and its impact
• Self-motivation a desire to achieve success
• Self-regulation to establish self control
• Empathy to understand the feelings of others
• Relationship skills to apply the above in social situations
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Leveraging Emotional Intelligence
11–13 November 2013
Page 2
Good Managerial Traits
•
What are the facets and traits of a good manager?
• Authentic
• Good listeners
• .....................
Whatever we
have
accomplished
has been
because other
people have
helped us
– Walt Disney
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Different Approaches
• Have you met a highly intelligent
individual who does not
command respect or work well
with the team?
• Paradoxically, have you met a
manger who is not “technically
gifted”, but is respected?
How can we explain this?
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Is IQ Not Enough?
• Our notion of intelligence focussed on a single measure
– Individual Intelligence Quotient (IQ)
• Howard Gardner (1983) presented Multiple Intelligences
Logical / Mathematical
- Math and logic
Visual / Spatial
-Images and space
Interpersonal
- Other people’s feelings
Linguistics
- Words and language
Moral
- Ethics and humanity
Musical
- Music and rhythm
Naturalist
- The environment
Body / Kinesthetic
- Sports and movement
Spiritual
- Religion
Intrapersonal
- Self awareness
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Focus for Behavioral Change
• We all possess EI, IQ and personality
– Determines how we behave
– Unable to determine individual EI based on their IQ and vice versa
• We have more ability to change our EI as opposed to our IQ and
personality
Personality
Stays constant – difficult to
change
IQ
EI
Skills and competencies
that we can develop and
enhance
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Origins of Emotional Intelligence
• Mayer and Salovey * (1990) introduced the term
– Describes a person's ability to understand their own emotions and
the emotions of others and to act appropriately based on this
understanding
• Popularised by Daniel Goleman in his book “Emotional Intelligence”
(Bantram 1995)
• It is viewed as a means of developing and enhancing individual
management and leadership capabilities
– Through an analysis of behaviour, management styles, attitudes and
interpersonal skills
* Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination,
Cognition, and Personality, 9, 185-211.
Leveraging Emotional Intelligence
11–13 November 2013
Page 7
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Emotions
• Think of an emotion
– Is it easy to do?
• Some questions:
– Are we in touch with our emotions?
– Compare children to adults
– Is it good or bad to show emotions in the workplace?
– Consider different cultures, how do they express their emotions?
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Page 8
Developing Our Emotional Intelligence
• Do we develop Emotional Intelligence traits from courses / education?
• Can they be learnt or we born with these traits?
– More of a learn by doing approach
• Debates:
– Age: Young / Old
– Gender: Women / Men
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The Benefits of EI
• Increasingly we are working in organizations with different
– Cultures, genders, generations, geographical locations, work
pressures
• EI can assist us in our work and personal environments
• How can EI benefit you?
– Think before you speak
– Develop meaningful long lasting relationships
– Understand others
– Enable others to become more productive
– Improve your communication style
– Be proactive with situations that create conflict
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Goleman’s EI Components
Understand others and
their feelings
1. Empathy
2. Relationship
management
Social
Understand yourself, your
goals, intentions,
responses and behaviour
Personal
EI
1. Self-awareness
2. Self-motivation
3. Self-regulation
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Self-Awareness
Assess your
emotions and
their impact on
others
Aware of your emotions
Recognize how your feelings impact personal performance
Understand your personal values and goals
Develop an
accurate self
profile
Aware of your strengths and weaknesses, areas of development
Reflect and learn from experience
Are open to feedback, new perspectives and continuous learning
Assess your
personal selfworth and
capabilities
Have a sense of presence
Present the case, but are aware of the context, and implications
Able to make decisions and implement them
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Self-Motivation Checklist
Have a desire to
achieve
Deal in results, remain goal driven
Set challenging goals and take “calculated” risks
Seek continual improvement that leads to improved performance
Are committed
Work towards the organisation’s goals, not your personal goals
Make decisions aligned to teams values
Seek out and seize new opportunities
Demonstrate
initiative and
optimism
Go the extra mile
Are not distracted by red tape
Handle setbacks constructively
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Self-Regulation Checklist
Establish self
control
Actively manage feelings and emotions – not control them
Think before acting
Trustful
Continually build and enhance trust
Own up to mistakes and look for lessons learned
Conscientious
Meet commitments
Accountable for actions taken
Take an organised approach to their work
Adaptable and
innovative
Proactively handle change and manage conflict
Seek entrepreneurial solutions
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Empathy
Understand the
feelings of
others
Tune into their situation, not yours
Understand the
need of the
customer
Remain market and customer centric
Develop others
Provide appropriate coaching and mentoring
Show sensitivity “placing yourself in their shoes”
Develop meaningful and long standing relationships
Make others succeed
Politically aware
Leverage networks – official and unofficial
Culturally aware
Understand cultural difference and leverage diversity
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Relationship Management
Influence
Create a win-win, not win lose
We spend 40% of time on non selling – Dan Pink (To Sell is Human)
Communication
Foster open communication and handle different communication
styles and channels
Leadership
Inspire, guide and lead, by your values, and understanding the
values of others
Conflict
management
Handle and manage conflicts pro-actively
Team
capabilities
Identify the individual needs of the team, play to their strengths
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Page 16
Self Assessment
•
•
•
Pair off with the person next to you
What comes easily to you and what do you need to work at?
If you want to take a test, then visit:
http://www.talentsmart.com/test/
• You will need to buy the book Emotional Intelligence 2.0, Bradberry and
Greaves to get the pass code
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Page 17
Strengths
Weakness
Action
Self-Awareness
Understand your emotions and their affect on others;
Develop an accurate self profile; Understand your:
personal self-worth and capabilities
Self-Motivation
Have a desire to achieve; Are committed; Demonstrate
initiative and optimism
Self-Regulation
Establish self control; Trustful; Conscientious ; Adaptable
and innovative
Empathy
Understand the feelings and moods of others;
Understand the need of the customer; Develop others ;
Politically aware; Culturally aware
Social skills
Influence; Communication; Leadership; Conflict
management; Team capabilities
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Page 18
Self-Awareness, Self-Motivation, Self-Regulation
Checklist
• Strengths
• Weaknesses
• Actions
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Page 19
Empathy, Social Skills Checklist
• Strengths
• Weaknesses
• Actions
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Page 20
EI and Job Roles
78
76
74
72
70
68
66
Source – “The Emotional Intelligence Quick Book”, Bradberry. T and Greaves, J Simon and
Schuster 2003
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Page 21
Sam Walton and EI
• Sam Walton founder of Wal-Mart, formed a guide for managing a
business successfully.
– “Made in America”, (Bantram 1992)
• Before EI had entered our lexicon, you could suggest that this was an
example of an Emotionally Intelligent Leader
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Sam Walton’s as an Emotionally Intelligent
Leader
• Commit to your goals: Believe in them with passion
• Share your rewards: Treat all associates as partners and share profits with
them. Behave as a servant leader to your associates
• Motivate your colleagues: Continually motivate to challenge them and
keep their roles interesting. Money and ownership are not enough
• Communicate all you know: The more understanding partners have, the
more they will care
• Appreciate your associates: Nothing else can substitute for a few well
chosen sincere words of praise. They are free and worth a fortune
• Celebrate your success: Have fun and always show enthusiasm
• Listen to everyone: To push responsibility down in the organisation and
allow good ideas to bubble up, you need to listen to what your colleagues
are telling you
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Page 23
Starting the Journey
• To develop emotional intelligence, you learn by doing
• People build their EI when there is a:
– Motivation to learn or to change
– Consistent practice of new behaviours
– Seek feedback on behaviour
• Develop a plan
– Identify where you are now
– Identify where you want to be
– How will I get there?
– What do I expect to see when I am there?
– Practise a new skill repeatedly, until it becomes a habit
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Page 24
Take Away
• Guidelines for acquiring a new skill:
– Create awareness from yourself
– Find someone who is good at the skill
• Watch them practising their skill
• Engage them and learn their approaches
– Practise doing it yourself (seek guidance as necessary)
– Ask for feedback
then
– Practise
– Practise
– Practise – until it becomes a habit
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Page 25