EMOTIONAL INTELLIGENCE AND MANAGEMENT

PRESENTED BY:

VAITHEKI R.

Emotional Intelligence

Emotion can be defined as a state of mind.

Intelligence can be defined as the application of knowledge.

Emotional intelligence (EI) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.

Attributes Of Emotional Intelligence

Self-awareness – Recognize own emotions and know the strengths and weaknesses.

Self-management – Ability to control impulsive feelings and behaviors, managing emotions in healthy ways.

Social awareness – Understand the emotions, needs, and concerns of other people.

Relationship management – Knowing how to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.

Some characteristics of high EQ leaders:

They cope successfully and proactively with life's demands and pressures.

They build and leverage rewarding relationships with others.

They are able to set and achieve personal and professional goals in a manner that is compatible with what is truly best for them and others.

They seek first to understand, then to be understood.

They act with great authority and are not afraid to make tough decisions.

They lead by example.

They are able to get the most out of others.

Alan Mulally (Ford): Walking around Ford's corporate campus we can see office cubes featuring handwritten notes that Mulally has sent to employees... praising their work.

It makes the employees feel like they're the only one in the room when they're in a conversation with him.

Indra Nooyi (Pepsi):

She believes "performance with purpose" agenda has helped move employees from having a job to living a calling.

She wrote the parents of 29 senior Pepsi execs to tell them what great kids they'd raised.

Case Study:

American Express is a company launched its program in 1991 as a possible solution to a simple business problem that defied a logical solution.

More than two-thirds of American Express clients were declining to buy life insurance, even though their financial profiles suggested a need for it.

Jim Mitchell, commissioned a team to analyze the problem and to develop a way to make life insurance more compelling to clients.

The team's findings took the company in an unexpected direction. The problem, the team discovered, wasn't with AmEx's product -- or even with its cost. Put simply, the problem was emotional.

Using a technique called "emotional resonance," the team identified the underlying feelings that were driving client decisions. "Negative emotions were barriers," explains Kate Cannon, 51, formerly an AmEx executive who eventually headed the team and whose interest in the role of emotions in the workplace was in part sparked by her background in mental-health administration. "People reported all kinds of emotional issues -- fear, suspicion, powerlessness, and distrust -- involved in buying life insurance."

When clients expressed negative feelings, advisers had been trained to press harder. But this hard-sell approach only exacerbated clients' emotional conflicts, increasing their discomfort and distrust. In turn, advisers experienced more distress, stemming from their mandate to apply high-pressure tactics, which made them feel unethical. Ultimately, they became reluctant to try to sell life insurance at all.

At the same time, interviews with AmEx's most-successful advisers revealed that they took a very different approach to their jobs. They tended to take the perspective of their clients, which enabled them to forge trusting relationships. They were also more connected to their own core values and motivations for selling insurance in the first place. Perhaps most important, they were more aware of their own feelings, better able to manage those feelings, and more resilient in the face of disappointment.

Cannon's team devised a study: One group of financial advisers received 12 hours of training to help them understand their emotions better, while the other group received no training and served as the control.

The training, called Focus on Coping Under Stress, was relatively brief -- only 12 hours -- and relatively narrow in design. It used techniques to increase AmEx salespeople's awareness of their emotions, gave them tools to change negative emotions into positive ones, offered ways to rehearse mentally before stressful events, and provided a way to identify deeper personal values that motivated them at work.

At the end of the study, Cannon's team compared the sales results of the two groups: Nearly 90% of those who took the training reported significant improvements in their sales performance. In addition, the trained group, in contrast to the control group, showed significant improvement in coping capacity, as measured on standardized psychological tests. Advisers, in short, had become more emotionally competent.

"Only through managing our emotions can we access our intellect and our technical competence. An emotionally competent person performs better under pressure."

Cannon gathered several colleagues and six outside psychologists to develop longer versions of the initial training. The focus broadened from improving people's coping capacity to training people in the skills of emotional self-awareness, emotional self-management, and emotional connection with others.

Cannon, who left American Express a year ago and now licenses emotional-intelligence training to corporations like Motorola, as well as to individuals, is modest but firm in her claims about the program that she helped to create.

THANK YOU!