18685284 emotional intelligence test

7/31/2019 18685284 Emotional Intelligence Test

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Emotional IntelligenceFor BMS


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Intelligence Gauge


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Exercise of the brain is as important asexercise of the muscles. As we grow

older, it's important that we keepmentally alert. The saying; "If you don't

use it, you will lose it," applies to thebrain, so.....

Following is a way to gauge your loss ornon-loss of intelligence. Take the following

test and determine if you are losing it or arestill "with it."

OK, relax, clear your mind and... Lets begin.


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1. What do you put in atoaster?

Answer:

"bread."If you said "toast," then you are wrongmy friend.

If you said, "Bread," go to Question 2.


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2. Say Silk" five times. Nowspell Silk."

What do Cows drink?

Answer:If you said milk you are wrong

Cows drink water

If you said "water," proceed to question 3

Milk


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3. If a red house is made from redbricks, and a blue house is made from

blue bricks, and a pink house is madefrom pink bricks and a black house ismade from black bricks, what is a

green house made from??Answer:

Greenhouses are made from g-----. If yousaid, "Green bricks, you are not

concentrating.

If you said "glass," then go on to Question 4.


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4. Twenty years ago, a plane was flying at 20,000 feet overGermany. If you recall, Germany at the time was politically dividedinto West Germany and East Germany. There is an engine failureand the plane crashes smack in the middle of "no man's land"between East Germany and West Germany.

Where would you bury the survivors?. . In East Germany or West Germany or in "no man'sland"?

Answer:You don't, of course, bury survivors.

If you said, "You don't bury the survivors," proceed to question. 5


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5. If the hour hand on a clockmoves 1/60 of a degree every

minute how many degrees willthe hour hand move in one hour?

Answer:

One degree. If you said, "360 degrees"or anything other than "one degree,"you are to be congratulated on gettingthis far, but you are obviously out of

your league.Everyone else proceed to the final question.


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6. Without using a calculator -- You are drivingabus from London to Milford Haven in Wales In London,

17 people get on the bus. In Reading, six people get offthe bus, and nine people get on. In Swindon, twopeople get off and four get on. In Cardiff, 11 people getoff and 16 people get on. In Swansea, three people getoff and five people get on. In Carmarthen, six people

get off and three get on. You then arrive at MilfordHaven.

What was the name of the bus driver?

Answer: Don't you remember? It was YOU!!! Youwere the bus driver!!!


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Effective LeadersEmotionalIntelligenceSets ApartGood and

EffectiveLeaders


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What is Intelligence?

Typically focused on

analytic reasoning

verbal skills spatial ability

attention

memory

judgement

Murky concept withdefinitions by many

experts...


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One DefinitionIndividuals differ from oneanother in their ability tounderstand complex ideas,to adapt effectively to the

environment, to learn fromexperience, to engage invarious forms of reasoning,to overcome obstacles bytaking thought Concepts

of intelligence are attemptsto clarify and organize thiscomplex set of phenomena.

Neisser et al, 1996.


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IQA weak predictor for

achievement

job performance success

overall success, wealth, & happiness

Accounts for a major component ofemployment success according tonumbers of studies covering careersuccess; maybe as much as 20-25%.


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IQ contributes only 20% to lifesuccess the rest comes from

emotional intelligence (EQ)

5 areas of emotional intelligence1. self-awareness2. managing emotions

3. self-motivation4. empathy5. handling relationships.


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How do we view emotions?

chaotic

haphazardsuperfluousincompatible with reasondisorganized

largely visceralresulting from the lack of effective adjustment


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How do we view emotions?

Arouse, sustain, direct activityPart of the total economy of

living organismsNot in opposition to intelligenceThemselves a higher order of intelligence

Emotional processingmay be an essential partof rational decision making
http://www.epub.org.br/cm/n02/historia/phineas.htmhttp://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm


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The main purpose of the innermostpart of the brain is survival.

To Get atEmotion,

Go Deep...

Amygdala isdeep within the most elemental parts

of the brain.
http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm


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There is aBiological Purpose for Emotion

Signaling function (that we might takeaction)

Promote unique, stereotypical patternsof physiological change

Provide strong impulse to take action


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All about emotionsEvolution has given us emotions to help us cope with

dangerous situations. Emotions evolved to drive usto take action in the face of danger. We retain theemotional system of our cave-man ancestors, whoregularly faced life-and-death situations. In modern

society, those emotions often overwhelm thought. Ina real sense, we have two minds,one that thinks andone that feels. The rational mind lets us think, ponderand refl ect. But the emotional mind is impulsive and

powerful. Usually, the two work in harmony, butintense feelings sometimes allow the emotional mindto dominate the rational mind


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Basic Emotions--presumed to be hardwired and physiologically distinctive

Joy

Surprise

Sadness

Anger

DisgustFear


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Evolutionary Advantage toEmotion

Emotional intelligence, including factors likethe ability to motivate oneself, persistence,impulse Control, mood regulation, empathy

and hope. IQ and emotional intelligence arenot Opposing competencies. They workseparately. It is possible to be intellectually

brilliant but emotionally inept.This causes many life problems.


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EI includes 4 types of abilities:

1.Perceiving emotions the ability todetect and decipher emotions in faces,pictures, voices, and cultural artefacts-

including the ability to identify ones ownemotions. Being aware of both our mood

and our thoughts about that mood. self-awareness is the foundation for managing

emotions and being able to shake off a badmood


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2.Using emotions the ability to

harness emotions to facilitatevarious cognitive activities, such asthinking and problem solving. The

emotionally intelligent person cancapitalize fully upon his or herchanging moods in order to best fit

the task at hand.


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3.Understanding emotions the abilityto comprehend emotion language and

to appreciate complicated relationshipsamong emotions. For example,understanding emotions encompasses

the ability to be sensitive to slightvariations between emotions, and the

ability to recognize and describe how

emotions evolve over time


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4.Managing emotions the

ability to regulate emotions inboth ourselves and in others.Therefore, the emotionally

intelligent person can harnessemotions, even negative ones,and manage them to achieve

intended goals.


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Model


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Yale psychologist Peter Saloveycites fi ve major areas of emotional intelligence:

1. Self-Awareness knowing ones emotions.

2. Managing emotions handling feelings sothat they are appropriate.3. Motivation marshalling emotions in serviceof a goal.

4. Recognizing emotions in others empathy,which is the fundamental people skill.5. Handling relationships skill in managingemotions in others


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Intra-personal,

Emotional Self-AwarenessEmotional Self-Regulation

Emotional Self-MotivationInter personal

EmpathyNurturing Relationships


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STEP 1: SELF-AWARENESS

There is only one corner of the universe thatyou can be certain of improving; and that isyour own self.

Often, some of our inner drives are hidden fromour consciousness.Emotional intelligence enables us to access thisinformation by helping us to tune into our

responses and identify our hot buttons

thosecore beliefs and valueswhich, ifpressed, evoke the flight or fight response,trigger an emotion and propel us into action,

for good or bad!


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Self-awareness is the ability to see ourselves with our owneyes, to be aware of our Goals, immediate and long-term

Beliefs, about ourselves and othersValues, those things we hold dearDrivers, that affect how we workRules, that we live by, the shoulds, musts and oughtsSelf-talk, the inner voice that tells us we can or cannotdo something and the ways in which these impact on what we do andcontribute to our mapof the world.


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Non-verbal behaviourEnergy levels Impact on others

Physical presence SkillsPersonal styleSelf-talk I'm not good at handling conflict-Negative thinking evokes an 'emotional hijacking' and

undermines performance.Beliefs about self and othersEmotions own and othersHot buttons Fears and anxietiesJudgements A good team member is Individuals are

difficult when they Self-confidence Driver behaviourRules As a...I must I should I ought


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Four main EI constructs:1.Self-awareness

the ability to read one'semotions andrecognize their impact

while using gut feelingsto guide decisions.

2.Self-management involves controlling

one's emotions andimpulses and adapting tochanging circumstances.

3.Social awareness the ability to sense,understand, and reactto others' emotions while

comprehending socialnetworks.

4.Relationshipmanagement the

ability to inspire,influence, and developothers while managingconflict


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The 5 Components

of EI


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1. Emotional Self-Awareness2. Managing ones own emotions3. Using emotions to maximize

intellectual processingand decision-making

4. Developing empathy5. The art of social relationships

(managing emotions in others)


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Why we Need EI..?

Emotional Intelligence is imperitive as it isone of the important deciding factor forrelationship management resulting in :

1. Motivation2. Retention

3. Self management

4. Managing others.


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Emotional Intelligence

Emotional Intelligence isthe ability of an individualto :

To deal successfully with otherpeople ,

To manage ones self,

To motivate other people,

To understand one's ownfeelings

To appropriately respond tothe everyday environment


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In Working with EmotionalIntelligence, author DanielGoleman defines EI in theworkplace as the ability of

employees to recognize:Their own feelings

The feelings of others

What motivates them

How to manage their emotions,both in themselves and in

relationships with others


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Emotional Intelligence doesn't meanbeing soft it means being intelligentabout emotions a different way of

being smart.Emotional intelligence is your abilityto acquire and apply knowledge from

your emotions and the emotions ofothers in order to be more successfuland lead a more fulfilling life and

career.


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Need

When relationshipsFail, It is UsuallyDue To Poor

EmotionalIntelligence


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Bosses and leaders, in particular, need high EQ because theyrepresent the organization to the public, they interact withthe highest number of people within and outside theorganization and they set the tone for employee morale, saysGoleman


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Passion

EmpathyInnovation Maturity

Achievemen

drive

Honesty

Traits of Successful Leaders

TraitsCourage Commitment


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A bad leader

Does not listen

Fails to delegate

Does not show respect

Shows no interest in followersGives negative feedback to a third party

Does not praise when praise is due

Criticizes in front of othersTakes personal credit for others ideas

Is always taking control

Has a tendency to bully!


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The Five Ps of Leadership

Pay attention to whats importantPraise what you want to continuePunish what you want to stopPay for the results you wantPromote those people who deliver those

results


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Leaders with empathy are able to understand theiremployees needs and provide them with constructive

feedback, he says


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CHARISMAThe process of influencing major changes inthe attitudes and assumptions of organizationmembers, and building commitment for theorganizations objectives

The special quality that gives someone powerand authority over a large number of people

Model of Personal Meaning and


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Model of Personal Meaning and

Charismatic Leadership

LeaderPersonalMeaning

LeaderBehavior

Attributions ofCharismaticLeadership


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Personal Meaning

The degree to which

peoples lives make

emotional sense andthat the demandsconfronted by them areperceived as beingworthy of energy andcommitment.

Sources of


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Sources ofPersonal Meaning

Self-concept/identityLegacyBeliefs

Culture andtraditionsPolitical/socialorientation

Spirituality andreligionHobbies/personalpursuits

Values/ideals

Ch ism nd Un n nti n l


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Charisma and UnconventionalBehavior

To transcend theexisting order

Evoke sentiments of

adoration

Exemplifies heroism,personal risk, & self-

sacrifice

Counter to the norm

Effects of


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Effects ofCharismatic Leadership

Trust in rightness of vision

Similarity of followers & leaders beliefs &

values

Heightened sense of self-confidence

Acceptance of higher or challenging goals

Identification with & emulation of leader

Unconditional acceptance of leaderStrong affection for leader


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Empowers

Others

Visionary

Self

Promoting

VerbalSkills

MinimumInternalConflict

High EnergyAction

Orientation

InspiresTrust

High Risk

Orientation

SelfConfidence

MoralConviction

RelationalPowerBase

Charismatic

LeaderCharacteristics


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VISIONThe ability toimagine different andbetter conditions andways to achievethemFuture orientationSee the difference in

how things are andhow they should be


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COMMUNICATIONS SKILLS

Great rhetorical skills Especially oral Can speak about the

vision and make thefollowers see it

Hitler captivatedpeople, even thosewho spoke no German

Writing, while

important, is not aspowerful Winston Churchill used

both masterfully

SELF CONFIDENCE & MORAL


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SELF CONFIDENCE & MORALCONVICTION

Unshakable self confidence

Passed on to followers

True faith in the cause

Strong moral beliefs

Willingness to sacrifice

Self & followers


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TRUST

Followers have total trust and belief in theleader and the cause

Show commitment to followers, who return

it


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ACCEPT RISK

Willing to be at great personal risk

Professionally

Physically

Willing to risk the followers

Use unconventional (risky) strategies &methods to achieve goals

ABILITY TO MINIMIZE


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ABILITY TO MINIMIZEINTERNAL CONFLICT

Through strength of belief

With referent power

Due to follower belief in the leader and thecause

WILLINGNESS & ABILITY TO


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WILLINGNESS & ABILITY TOEMPOWER

Know they need the efforts & ideas ofothers

Let the subordinate leaders do those

things they are able to do

Often take credit for followers ideas and

efforts


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SELF-PROMOTING

Beat their own drums

Campaign for the cause

Explain their vision to all who will listen orread

CAN CHARISMA BE


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CAN CHARISMA BEDEVELOPED?

Evidence seems to indicate that it can

It may be that individuals who develop

charisma have the undevelopedcharacteristics which practice brings to theforefront

4 Strategies to Develop


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4 Strategies to DevelopCharismatic Qualities

Develop visionary skills

Practice being candid

Develop warm, positive,humanistic attitude

Develop an enthusiastic,optimistic, energetic personality

Why Emotional Intelligence


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Why Emotional Intelligenceis necessary for leaders

Helps leaders handleadversity & setback

Teaches leaders copewhen change &uncertainty hits

organization or their

personal lives.

Why Emotional Intelligence is


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Why Emotional Intelligence isnecessary for managers

Help them manage effectiverelationship.

Help them being focusedand stay on track byremembering purpose &vision.

E & M


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EQ & ManagersEmotional Intelligence is very importantfor managers as their behavior & treatmentof their people determine turnover andretention of the company.

Managers & supervisors are the direct lineof contact for the employees. They interactdaily with individuals who have distinctneeds, wants & expectations.

They significantly influence the attitudes,performance & satisfaction of employees

within their departments & otherdepartments.


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EQ is very important formanagers as they are the directline of contact & their behavior

& treatment determinesretention & turnover

E &


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EQ & ManagersThe stress of trying tolead and satisfy so manypeople's changing needsand expectations can be

overwhelming, to saynothing of the demandsfrom uppermanagement. Being both

firm and caring at thesame time causes manyto feel inadequate for therole..

85 % percent ofturnover is reportedlydue to an inadequaterelationship between

the employee and theirdirect supervisor


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When trust is lacking performance suffers

EQ & Managers


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Enhancing EI skills enables Supervisors and Managers to regulate theiremotions and motivate themselves more effectively allowing them tomanage their own emotional turmoil effectively and demonstrate

compassion and empathy for their employees.


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IT also provides them with thecourage to push against the system to

make necessary changes for theirpeople.

All employees want asupportive, caringSupervisor or Manager

who has their bestinterests at heart

EQ & M


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EQ & Managers

Knowing this, theemployee will bemore likely to

turndown offersfrom othercompanies to work

for such a person.


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Upon graduating from college,Debra believed that if she workedhard, she would achieve hercareer success goals

She racked up a list of

accomplishments

However, just twoyears into her careershe was fired.

Example to illustrate how EQcan positively or negativelyimpact one's career and theorganization:

Example to illustrate how EQ can positively or


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Example to illustrate how EQ can positively or

negatively impact one's career and the organization:

Debra Benton reports in her book,Lions Don't Need to Roar, "I wasstunned ... college courses hadnot addressed the importance ofpeople skills or being a team

player. That lack of knowledgecost me my job." She thoughtwork was all about producingresults. While working with anoutplacement firm, Debra metother high producers who had

lost their jobs for the samereason.

That lack of people managementcost her job


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The number one-factor that setshigh-powered professionals apartfrom the pack is a high level ofemotional intelligence,compassion and energy tofunction in a team environment Debra soon learned that

shooting stars have ashort life cycle if they areunable to relate to andunderstand others.

An Example of EQ


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Suppose that the morning of a big presentation you

have a fight with any of your family member. Not abig argumentmaybe just one of those unnervingspats about who forgot to pick up the dry cleaningso your morning doesnt get off on the right foot.Then you car is punctured upping your stress level a

bit more. When you arrive at work, theres a problem

with the elevators, causing more delay. Arriving atthe conference room for your presentation, you findthat the sound system doesnt work and the catererhasnt shown up with refreshments. Your juniorassociatewho was supposed to call the caterer

bears the brunt of your anger that has been buildingsince you left the house.

Types of EQ


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yp f Q

Working with people means


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Working with people meansworking with Emotions

When people are working ata common place , emotionswill play a role. theories tothe contrarynotwithstanding. Dont

bring your personalproblems to work is onevariation of the argumentthat emotions areinappropriate in theworkplace. Business

decisions, so the argumentgoes, should be based oninformation, logic and calmcool reason, with emotionskept to a minimum.

Managing Emotions at


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Managing Emotions atWorkplace

But it is unrealistic to suppose thatemotions can be checked at the doorwhen you arrive at work. Somepeople may assume, for a variety ofreasons, that emotional neutrality isan ideal, and try to keep feelings outof sight. Such people work andrelate in a certain way: usually theycome across as rigid, detached orfearful, and fail to participate fullyin the life of the workplace. This isnot necessarily bad in somesituations, but it is usually not good

for an organization for such peopleto move into management roles. Thesame would be true for people whoemote excessively, who tell you howthey feel about everything. Simplybeing around them can beexhausting.

Developing EI in the


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Developing EI in theworkplace

Developing emotionalintelligence in the

workplace meansacknowledging thatemotions are alwayspresent, and doingsomething intelligent withthem. People varyenormously in the skill

with which they use theirown emotions and react tothe emotions of othersand that can make thedifference between a good

manager and a bad one.


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Its not overly egalitarian to

suggest that most professionals,managers and executives arefairly smart people (of course

there can be glaring exceptions),

but there can be a hugedifference in how well theyhandle people. That is, the

department manager may be agenius in technical, product or

service knowledgeand getfailing marks in terms of people

skills.


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Importance of Emotional


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Importance of EmotionalIntelligence

People derail because ofclassic emotional failings, notthe lack of technical skills Developing emotionalintelligence can help

companies generateproductive & profitableoutcome. The manager whoknows how to stay motivatedunder stress , motivate others,navigate complex

interpersonal relationships,inspire others and build teamswho is an unchallenged experton a product or service will getsuperior results

Components of Emotional


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Components of EmotionalIntelligence

There are five parts to it.

1. Knowing what you're feeling

2. Managing your feelings, especiallydistressing feelings.

3. Self-motivation,

4. Empathy

5. Managing relationships

Probabilities of not having an GoodE ti l I t lli d th i


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Emotional Intelligence and theirconsequences

While people have shown they can producebetter results at workplace, many of us lackemotional intelligence. We simply dontknow how to perceive, understand, expressand manage our emotions effectively. Thereare adverse consequences to have lowemotional intelligence.

These includes:-1. Relationship Problems

2. Rage in the Workplace3. Poor decision making capability

4. failure to advance in career


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Relationship Problems Rage in the workplace


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Poor decision making capability


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Failure to advance in career



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gImportant Factors

1.Motivation,

2.Retention ,3.Self management

4.Managing others.

Motivating Employees


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g Emp y

The greatest motivationcomes froma persons belief system

Motivation is like a fire- unless youkeep adding fuel to it, it dies. But ,ifthe source of motivation is belief ininner values, it becomes long lasting

Experience shows that People will do

a lot for money, more for a goodleader and do most for a belief People do things for their own

reasons, not yours


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Once upon a time therewas a bunch of babyfrogs........


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participating in a

competition.

The target was to get

to the top of a hightower.

A crowd of people had gathered


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A crowd of people had gatheredto observe the race and

encourage the participants.....


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The start shot rang out.......

Q it h tl


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Quite honestly:

None of the onlookers believed that the babyfrogs could actually accomplish getting to the

top of the tower.

Words like:

"h, its too difficult!!!

Theyll never reach the top."

or:

"Not achance... the tower is too high!"

One by one some of the baby frogs felloff


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off

...Except those who fastly climbed

higher and higher..

The crowd kept on yelling:

"Its too difficult. Nobody is going to make it!"

More baby frogs became tired and gave


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y g gup...

...But one kept going higher and higher.....

He was not about giving up!

At the end everybody had given up,

except the one determined toreach the top!


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All the other participants naturally

wanted to know how he hadmanaged to do what none of them

others had been able to do!

One competitor asked the winner, what

was his secret?


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The truth was.......

The winner was deaf!!!!

The lesson to be learned:


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Dont ever listen to people who are

negative and pessimistic...

they will deprive you of your

loveliest dreams and wishes youcarry in your heart !Always be aware of the power of words, as everything

you hear and will interfere with your actions!

Therefore:


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Always stay

POSITIVE!

And most of all:Turn a deaf ear when people tell you, that you

cannot achieve your dreams!

The Magic of


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gEMPLOYEE

RETENTION and EI

Growth Opportunities


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Growth Opportunities

Growth is everyones prime objective.Therefore it is implicit to offer growthopportunities.

The vital factor that ensures a majority ofsenior level employees remain associatedwith your organization. This is more crucialin an industry like BPO, which has the

highest churn rate because of theprolonged boom in the industry.

Attractive Package


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Attractive Package

Remuneration package is the driving forceof any employment.

Handsome package as a platform for

people to take new initiatives.Besides basic package, there can also be

performance-based incentives-relating to

targets achieved, accuracy andproductivity.

Personnel Training


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Personnel Training

An organization should also take due careof the training and development needs ofits employees.

Besides helping them improve their skillsand enhance their performance, it shouldalso foster a faster growth rate in their

career path.

Recreation


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Recreation

Recreation is an important as any other tool. Ithelps in creating a conducive environmentmaking fun for everyone.

Thus, it is necessary to introduce consistent

recreation initiatives like Sports, Activities, familyget together and unwinding zones at theworkplaces

Besides this, cultural programmers and Birthdaycelebrations break the monotony of everydaywork pressure.

The Grievances


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The Grievances

In order to create a supportive work atmosphere,ensure a prompt atmosphere, ensure a promptredressed of grievances. This reinforces anemployees belief in the management and in the

fact, that no stone will be left unturned to identifyand solve their grievances and quickly aspossible.

Coned..2page

The Grievances


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The Grievances

The unbridled growth of the new economy, theemergences of the knowledge worker and the highdemand for talent in the domestic and global marketshave rewritten the rules of the game.

Though hiring good employees is a nightmare, it is moredifficult to retaining good employees. The talentmanagement is the key area in every organization worthits HR department and CEOs are more worried aboutintellectual capital than working capital. To add to theproblems are the huge packages being doled out at alllevels.

Emotional Intelligence - the fivedomains Of Self Management


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domains Of Self Management

Goleman identified the five 'domains' ofEQ as:

Knowing your emotions.

Managing your own emotions.Motivating yourself.

Recognizing and understanding other

people's emotions.Managing relationships, i.e.., managingthe emotions of others


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SELF-AWARENESS

High self-awareness refers to having anaccurate understanding of how you behave,how other people perceive you, recognizinghow you respond to others, being sensitive

to your attitudes, feelings, emotions, intentsand general communication style at anygiven moment and being able to accuratelydisclose this awareness to others.

SKILL INDICATORS


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Know when you are thinking negatively

Know when your self-talk is helpful Know when you are becoming angry

Know how you are interpreting events

Know what senses you are currently using Know how to communicate accurately

what you experience

Know the moments your mood shifts Know when you are becoming defensive

Know the impact your behavior has onothers

SKILLS ASSESSMENT


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SKILLS ASSESSMENT

Do you recognize your feelings andemotions as they happen?

Are you aware of how othersperceive you?

How do you act when you aredefensive?

Are you aware of how you speak toyourself?

SELF MANAGEMENT andAWARENESS


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AWARENESSEmotional awareness

Accurate self-assessmentSelf-confidenceSELF - REGULATIONSelf-control:Trustworthiness

Conscientiousness:AdaptabilityInnovativenessSELF - MOTIVATION

Achievement drive:Commitment:InitiativeOptimism:

SELF MANAGEMENT and AWARENESSEmotional awareness: Recognizing ones emotions and their effects People


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Emotional awareness:Recognizing one s emotions and their effects. Peoplewith this competence:Know which emotions they are feeling and why

Realize the links between their feelings and what they think, do, and sayRecognize how their feelings affect their performanceHave a guiding awareness of their values and goalsAccurate self-assessment:Knowing ones strengths and limits. People withthis competence are:

Aware of their strengths and weaknessesReflective, learning from experienceOpen to candid feedback, new perspectives, continuous learning, and selfdevelopmentAble to show a sense of humor and perspective about themselvesSelf-confidence: Sureness about one.s self-worth and capabilities. Peoplewith this competence:Present themselves with self-assurance; have .presence.Can voice views that are unpopular and go out on a limb for what is rightAre decisive, able to make sound decisions despite uncertainties andpressures

SELF - REGULATION


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S GU O

Self-control: Managing disruptive emotions and impulses. People with this

competence:Manage their impulsive feelings and distressing emotions wellStay composed, positive, and unflappable even in trying momentsThink clearly and stay focused under pressureTrustworthiness: Maintaining standards of honesty and integrity. People

with this competence:Act ethically and are above reproachBuild trust through their reliability and authenticityAdmit their own mistakes and confront unethical actions in othersTake tough, principled stands even if they are unpopularConscientiousness: Taking responsibility for personal performance.People with this competence:Meet commitments and keep promisesHold themselves accountable for meeting their objectivesAre organized and careful in their work

SELF REGULATION (Cont)


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Adaptability: Flexibility in handling change. Peoplewith this competence:

Smoothly handle multiple demands, shiftingpriorities, and rapid changeAdapt their responses and tactics to fit fluidcircumstances

Are flexible in how they see eventsInnovativeness: Being comfortable with and open tonovel ideas and new information.People with this competence:Seek out fresh ideas from a wide variety of sources

Entertain original solutions to problemsGenerate new ideasTake fresh perspectives and risks in their thinking


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SELF - MOTIVATIONAchievement drive:Striving to improve or meet a standard of excellence.People with this competence:Are results-oriented, with a high drive to meet their objectives and standardsSet challenging goals and take calculated risksPursue information to reduce uncertainty and find ways to do betterLearn how to improve their performance

Commitment:Aligning with the goals of the group or organization. People withthiscompetence:Readily make personal or group sacrifices to meet a larger organizationalgoal

Find a sense of purpose in the larger missionUse the group.s core values in making decisions and clarifying choicesActively seek out opportunities to fulfill the group.s mission

Managing Others


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Managing Others

Management Skills ForEveryone

Personal Management Skills


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Personal Management Skills

Steps for great self-esteem:

Take responsibilityWatch your negative self talk

Dont allow others negativity

to affect you

Commit to building your self-esteem daily

Have an optimistic attitude

Management: to be in command or tohave under control.

Examples of Self Talk


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Examples of Self Talk

Negative Self Talk:Im so stupid sometimes!

I look awful today!

I just keep getting fatter

and fatter!

Im always broke!

Why do these thingsalways happen to me?

Positive Self Talk:I am capable!

I have many wonderfulqualities!

I love myself just the way I am!I believe in my ability tosucceed!

I deserve the respect of

others!

Setting Goals is SMART!


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Setting Goals is SMART!Goal In Goal-Setting:

Specific

Measurable

Achievable

Reviewed/revised

often

Time specific

Assertive BehaviorSkill


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SkillsLearning to say NO:1. Acknowledge the request

2. Decline

3. State reason

4. Offer alternative solutions

5 Major time wasters:

1. Spreading yourself too

thin2. Being Afraid

3. Not wanting to say no

4. Being tied to the phone

5. Procrastinating

Team/Office Politics


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Team/Office Politics

Power, know who has itOpportunity to alignyourself

Learn to keep on top of

things

Identify with a mentor

Track your success skills

Involve yourself in otheractivities

Communicate effectively

and know how to handle

Dealing With Difficult People


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Dealing With Difficult People

Sherman Tanks- directors gone bad,they like to bully/threaten

Snipers- Passives, socializers, takeshots at youExploders- Socializers, blow up thenare embarrassed

Complainers- any type! Complain overand over

Gossipers- any type! Like to spread

rumors

Ways To Handle Difficult


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People

1. Tolerate it withoutresentment

2. Tolerate with resentment

3. Leave the situation

4. Protest.

+ = + If they are nice be

nice- = + Give jerks the

benefit of the doubt

Career Killers


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Career KillersLack of direction or goals

Having no EmotionalIntelligence

Not using Emotional Intelligence

Refusing to be a team player

Behaving passively oraggressively

Negative work habits

Attitude of indifferenceExpecting others to look out foryou

Ending On A PositiveN t


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NoteThe power of a smile:

Sets a positive tone

Gives you an air of

confidenceEnergizes you

Reduces tension

Improves tonalityMakes you look younger

Helps you build thereputation as an

achiever


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MANAGING

PEOPLE WITHEI

MANAGING PEOPLE : some principles


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CONSISTENCY IN DEALINGS, APPROACH

DEMONSTRATE FAIRNESSE EMOTIONALINTELLIGENCE

EXHIBIT LEADERSHIP QUALITIES

PLAN


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The Four Management Functions


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g

Planning Organizing

Leading Controlling


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Mintzberg's 10Managerial

Roles


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Strategic SkillsEnvironmentalassessment scanning

Strategy formulation

Mapping strategicintent and definingmission

Strategyimplementation

Human resourcesknowledge

Task Skills

Setting and prioritizingobjectivesDeveloping plan ofaction andimplementation

Responding in a flexiblemannerCreating valueWorking through theorganizational structure

Allocating humanresourcesManaging timeefficiently

(continued)

People Skills


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People SkillsDelegating

Influencing

Motivating

Handling conflict

Win-win negotiating

NetworkingCommunicating Verbal

Nonverbal

Listening

Cross-culturalmanagement

Heterogeneous teamwork

Self-Awareness SkillsPersonal adaptability

Understanding personalbiases

Internal locus of control

Working Environments


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The physical workplace provision has animportant effect on individual productivity andsatisfaction Comfort;

Privacy; Facilities.

Health and safety considerations must be taken

into account Lighting;

Heating;

Furniture.

How EQ succeeds IQ


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Emotional Intelligence explains why inspireof equal intellectual capacity, educational

background, training or experience somepeople excel while others of same caliber

and high educational degree lag behind.

Emotional Intelligence is the dimension of

intelligence responsible for our ability tomanage ourselves and our relationship withothers.


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EQ versus IQ

Intelligence quotientor IQ


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or IQAn intelligence quotient or IQ is a scorederived from one of several differentstandardized tests attempting to measureintelligence. The term "IQ," is a translation of theGermanIntelligenz-Quotient,

IQ scores are used in many contexts: aspredictors of educational achievement or specialneeds, by social scientists who study thedistribution of IQ scores in populations and the

relationships between IQ score and othervariables, and as predictors of job performanceand income.

Emotional Intelligence(quotient) or EQ
http://en.wikipedia.org/wiki/Standardized_testhttp://en.wikipedia.org/wiki/Intelligencehttp://en.wikipedia.org/wiki/German_languagehttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/Incomehttp://en.wikipedia.org/wiki/Incomehttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/German_languagehttp://en.wikipedia.org/wiki/Intelligencehttp://en.wikipedia.org/wiki/Standardized_test


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(quotient) or EQ

Emotional Intelligence is a way ofrecognizing, understanding, and choosinghow we think, feel, and act. It shapes ourinteractions with others and ourunderstanding of ourselves. It defines howand what we learn; it allows us to setpriorities; it determines the majority of our

daily actions. Research suggests it isresponsible for as much as 80% of the"success" in our lives."

EQ versus IQ


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Q Q

In the business world so much of emphasis hasbeen placed on intellect. Intellect has proveninvaluable to drive our success in business.Process and procedures based on

analysis,logic,strategies are critically importantHowever to get the higher level of competence inbusiness we must blend the progress that wehave made in using intellect & IQ with the

invaluable competencies of EQ.

Why EQ???


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y

EQ is the distinguishing factor that determines ifwe make lemonade when life hands us lemons orspend our life stuck in bitterness.EQ is the distinguishing factor that help us tomaintain a warm relationship or a distantcontacts.EQ is the distinguishing factor which drawsothers to us or repels them.EQ is the distinguishing factor which enable usto work in coordination with others or to createa disputed situation.EQ is the distinguishing factor which enables towin the heart of people or to win the situation byargument.

Why EQ


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EQ is the distinguishing factorthat determines if we makelemonade when life hands uslemons or spend our life stuck inbitterness


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EQ is the distinguishing factorthat help us to maintain a warmrelationship or a distantcontacts.


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EQ is the distinguishing factor

which draws others to us orrepels them.


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EQ is the distinguishing factor which enableus to work in coordination with others or tocreate a disputed situation


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EQ is the distinguishing factor which enables towin the heart of people or to win the situation by

argument

Benefits of EQ


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The competencies & gift that EQ gives us are many.Included are skills that drive our internal world as well asour response to the external one.

Some examples includespersonal motivation,

personal mastery over our lifes purpose & intentionempathy for otherssocial expertise that allow us to network and developrelationships that enhance our purposecharacter & integrity that enable us to appear genuine

and aligned;a tenacity to face and resolve both internal and externalconflictpersonal influence that enable us to advance ourpurpose.

Benefits of EQ


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Personal Motivation


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Personal mastery over ourlifes purpose & intention

Empathy


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Social expertise that allow usto network and developrelationships that enhanceour purpose


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Character & integrity

that enable us toappear genuine andaligned


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A tenacity to face and resolveboth internal and externalconflict


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Personal influence that enableus to advance our purpose.

Use of EQ at Workplace


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It is EQ that will solve ourretention & morale problems

improve our creativity

create synergy from teamwork

speed our information by way of sophisticated peoplenetworks

drive our purpose

and ignite the best and most inspired performance fromour followers.


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It is EQ that will solve ourretention & morale problems


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Improve our creativity


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Create synergy from

teamwork


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Speed our information by way ofsophisticated people networks

Why use EQ in the workplace


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The workplace & workplaceculture is changing. Today theemphasis is more on peoplefocused style of leadership.Today employees aremotivated by the relationship

they have in their workplace &EI seems like a logicalframework to help build theserelationships. Emotionsinfluence all aspect of our lives.

Its impossible to separate themfrom work. They play a largerole in how others perceive usthrough our tone of voice, facialexpressions and body language.

EQ in the Workplace


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It is really very sad that after so muchresearch on the benefits of EmotionalIntelligence, too many managers andleaders continue to ignore the facts. They're

stuck in their old patterns of intimidationand coercion, demoralizing employees andcreating attitudes of grudging compliance.The point to remember is Emotional

Intelligence is learnable. All that needs tohappen is for managers and leaders to seethe benefit of doing so.

Application of EQ in theWorkplace


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p

EI is increasingly being applied to organizationallevel initiatives such as workforce planning,performance management, strategic and culturalchange as well as the recruitment process.

According to Jim Hunter, CEO at Genos, issues ofemployee retention and employer of choice arefront of mind in many corporations. EI is beingseen as an excellent medium to enhance theenvironment, culture, leadership and team

dynamic within an organization.

Managing Conflictin the Workplace Using


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W p g


Why Conflict Arises


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Type A Personality

Vs.

Type B Personality

Type A Personality


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Highly Competitive

Strong Personality

Restless wheninactive

Seeks Promotion

PunctualThrives on deadlines

Multi jobs at once

Type B Personality


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Works methodically

Rarely competitive

Enjoys leisure time

Does not anger easily

Does job well butdoesnt need

recognitionEasy-going

Aggressive People


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Body language Stiff and straight

Points, bangs tables to emphasize points

Folds arms across bodyVerbal language

I want you to

You must Do what I tell you!

Youre stupid!

Aggressive people

are basicallyinsecure.. Try to

avoid them.

Submissive people


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Body Language

Avoids eye contact

Stooped posture

Speaks quietly

Fidgets

Verbal Language

Im sorry

Its all my fault

Oh dear

Submissive people

have a great sense

of inferiority

Assertive People


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Body language Stands straight

Appears composed

Smiles Maintains eye contact

Verbal language

Lets How shall we do this?

I think What do you think?

I would like

Types of Conflict


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Within an individual

Between two individuals

Within a team of individuals

Between two or more teams within anorganization

Causes of conflict


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Conflict of aims- different goalsConflict of ideas- different

interpretations

Conflict of attitudes - differentopinions

Conflict of behavior- different

behaviors are unacceptable

Stages of Conflict


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Conflict arisesPositions are stated and hardened

Actions, putting into action their

chosen planResolution???

Preventing Conflict


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Assess positive and negativepersonality traits of people involved

Determine personality type

Aggressive Submissive

Assertive

Assess if people are introvert orextroverts...

Preventing Conflict


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Review past conflictsAssess communication skills of thoseinvolved

Read body language of participants

Preventing Conflict


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Try to reduce conflict Realize that communication is colored by

personal experience, beliefs, fear,prejudices

Try to be neutral

Plan the timing and place of theconversation

Realize that outside stress may add toconfrontation

Eliminate/reduce external interruptions

Preventing Conflict


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Manage the language used

Neutral vs. loaded words

Reduce technical language

Allow for cultural differences in language

Words may have different meanings fordifferent peopleask them to elaborate

Aids to Communication


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Listen ActivelyRelax

Observe bodylanguage

Develop interest inothers interests

Ask for clarification

Plan what you aregoing to say

Tailor words toperson

Determine the besttiming

Determine the bestplace

Why is the

conversationnecessary

Personalities who cause conflict


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AggressorPassive

Absentee

Error prone

Negative attitude

Chatterbox

Do nothing

Personalities who cause conflict


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UnreliableTime waster

Resentful person

WACem method


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Whats bothering you?

A -What do you want to Ask theperson to do?

Check in to see if what youve askedfor can happen

EI is being seen as an excellentmedium to enhance theenvironment culture leadership


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environment, culture, leadership

and team dynamic within anorganization.

Quote

You can buy peoples time; you


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You can buy people s time; you

can buy their physical presence ata given place; you can even buy ameasured number of muscularmotions per hour. But you cannotbuy enthusiasmyou cannot buy

loyaltyyou cannot buy the

devotion of their hearts. This youmust earn."

Emotional Ambivalence fuelsorganizational success


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Creativity Innovation & EmotionalIntelligence :-

People who are emotionally ambivalent

simultaneously feeling positive andnegative emotions tend to be morecreative in the workplace than those whofeel just happy or sad, or lack emotion atall, according to a new study.


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The task of the leader is to get hispeople from where they are to wherethey have not been.

- Henry Kissinger

Leaders in Emotional Intelligence
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Solid ,pure humanrelations and support arethe key to any success

Talal Abu Ghazaleh

Coming together is abeginning; keeping togetheris progress; workingtogether is success.Henry Ford

First they ignore you,then they laugh at you,then they fight you,then you winMohandas Gandhi Personality is reduced and deformed

with depleted thoughts and stagnantmind.

King Hussein

I have found that beinghonest is the besttechnique I can use.Right up front, tell peoplewhat you're trying toaccomplish and whatyou're doing... Lee

Iacocca

In times of rapid change,experience could be yourworst enemy.

J. Paul Getty

Success is a lousy teacher. Itseduces smart people intothinking they can't lose . Bill

Gates

You achieve yourgoals with a smileor a laugh. .Adel Emam

The 3 Leaders Roles in EI
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1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Effective RELATIONSHIPS

The 7 Requirements forLeadership Behavior


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Leadership Behavior

1- Shows Enthusiasm

2- Supports Other People Become Genuinely interested in other people- Dale Carnegie

3- Recognize individual efforts Give honest, sincere appreciation , DaleCarnegie



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4-Listen to individuals ideas and problems. Be a good listener. Encourage others to talk about

them selves , Dale Carnegie

Ignoring,

Pretending,

Selective,

Empathetic listening

The 7 Requirements for


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Leadership Behavior5- Provide direction Ask questions instead of giving orders, DaleCarnegie

6- Encourage. Let the other person feels the idea is his or her

Dale Carnegie

Use encouragement. Make the fault seem easy tocorrect Dale Carnegie



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p

7- Develop other people.

LEADERS create LEADERS

The 3 Leaders Tools


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Delegation

Coaching

Empowerment

Inspired to become a leaderSTART NOW


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1.Have a dream .VISION

2. GAP analysis .SELF AWARNESS

3.Plan ..SMART

4.Act .. ENTHUSIASM

5.Evaluate .. RECHARGE YOURBATTERIES

Emotional IntelligenceManagement Competencies


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Without emotional intelligence managementcompetencies , the executive or manager ismore likely to derail.

With these emotional intelligencemanagement competencies, managers and

executives are more likely to receiveperformance based bonuses, higher salariesoverall, and experience greater job security.

ere s w y ese e g emo onaintelligence management competencies

qualities are so important now

S lf d


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Self-awareness andaccurate self-assessment:Without self-awareness andaccurate self-assessment,executives and managerswill be too quick to get

irritated with others, willcreate problems in theirwork relationships and intheir personal relationships,will come across as abrasive,

wont be able to admitmistakes or accept useful,realistic criticism, and wonthave a realistic awareness oftheir strengths orlimitations.

InitiativeE ti d h


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Executives and managers whoare rather low in initiative ill beresponding to events, rather thanbeing proactive, thereby findingthemselves in continual crisis

mode. Plus when leaders arentutilizing initiative, they may fail toseize strategic opportunities,either because they haventstarted their analysis and planning

process early enough or becausethey may resist taking even wellcalculated risks.

Sound decision-making

If ti i


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If a manager or executive islow in their ability to makesound decisions this will onlybe accentuated in a period ofgreat uncertainty and

turbulence. Executives low inthis area may spend moretime than they can afford to inanalysis, may notdemonstrate the courage to

make choices, may avoidtaking responsibility, and maylack the commitment toexecute a decision fully.

Empathy

Wh d ti


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When managers and executivesdont demonstrate enoughempathy in times of uncertainty orcrisis, they will likely be seen asindifferent, uncaring and in-

authentic all of which will makeemployees be less cooperativeand less communicative. Themanager may be left feelingmisunderstood, and will have

difficulty reading theiremployees

Communication

Managers and executives will be


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Managers and executives will be

hampered to an extraordinarydegree if they dont use adequatecommunication skills duringturbulent times. By notcommunicating well enoughmanagers will tend to avoidgetting into dialogue aboutimportant issues, will often onlycommunicate good news and willtend to try to hide bad news hurting trust, and will have greatdifficulty in managingcomplicated issues. In addition,

they will appear unavailable anduncaring to others, which willhurt teamwork and cooperation.

Influence

When executives and managers


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When executives and managersare low in the managementcompetency of influence they willfail to leave the right impression,will tend to alienate others rather

than getting support, may end upworking too independently andeven against the group, and willhave difficulty motivating thegroup quickly enough to address

the eminent challenge

Adaptability

Without ramping up the ability to be


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Without ramping up the ability to be

more adaptable in a time ofturbulence and uncertainty manyexecutives and managers will tend torespond negatively to new, changingsituations. In addition, they mayshow emotional strain to otherswhen they have to shift priorities;tend to express, or simmer with,frustration with change even if it isfor a positive purpose; will havedifficulty adapting their responsesand tactics to fit the emergingcircumstances; and ultimately will

often be hesitant in taking on newchallenges.

Self-managementWhen managers or


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When managers or

executives have low self-management they tend toreact impulsively instressful situations,possibly get overly

stressed, angry or upsetwhen facing rapidlychanging situations orconflict at work; andsometimes respond toproblems in a noconstructive mannerwhich often causesunwanted consequences.

Advice on Using


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Emotional Intelligencein Your Life

Do not undermine your

worth by comparing

yourself with others


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yourself with others.

It is because we are

different that each of us is

special.

Do not set your goals by

what other people deem

important.

Only you know what is best

for you.

Do not let your life slipthrough your fingers by

living in the past nor for the

future.


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Do not give up when you

still have something to give.

Nothing is really over until

the moment you stoptrying.

It is a fragile thread that

binds us to each other..

By living your life one dayat a time, you live all the

days of your life.

Do not be afraid toencounter risks. It is by

taking chances that we learn

how to be brave


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Do not shut love out

of your life by saying

it is impossible to

find. The quickest

way to receive love is

to give love; the

fastest way to loselove is to hold it too

tightly.

how to be brave.

Do notdismiss your

dreams.


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To be

without

dreams is to

be withouthope; to be

without hope

is to bewithout

purpose.

Do not run through life so fast thatyou forget not only where you have

been, but also where you are going.


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Life is not a race, but a journey to be savored

each step of the way.


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Just do it!Many of lifes failures are people who did not

realize how close they were to success whenthey gave up.

T. Edison

Conclusion


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Thus in today's scenario its veryimportant for any manager orexecutive to learn this skill ofEmotional Intelligence

We all can be emotionally intelligentby practicing it as it is a very muchtrainable skill.

Lets learn it and use it fororganizational as well as for ourpersonal success.


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18685284 emotional intelligence test

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