emotional intelligence coaching introduction

www.TobyElwin.com

Emotional Intelligence

Coaching Introductionfor

Major Healthcare Provider

Presented by Toby Elwin

90 Minute Agenda:

1. Program overview and goals

2. Putting the ESCI 360 in context

3. How to read the Hay Group’s ESCI 360

4. Coaching plan review

5. Program resources and tools

6. Next-steps

Coaching Program WebEx - Agenda

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I. Coaching will support the development of enhanced emotional and

social intelligence. Research has identified a clear link between

moderate to high emotional and social intelligence and more effective

leadership and improved organizational performance.

II. Review what is Emotional and Social Intelligence: values-based

inquiry, strength-based dialogue, desired future state





6. Next-steps

Agenda

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2. Putting the ESCI 360 in contextA. September Design Session

i. Bedside manner (EI) September

ii. High-Performing Teams one-on-one recap

iii. Dimensions that support team

a. Clear and shared goals or purpose

b. Clear and shared roles/responsibilities

c. Supportive and empowering relationships

d. Clear and shared procedures

e. Nurturing and challenging leadership

f. Evolving energy and spirit

g. Productivity and performance

h. Complete, purposeful, and uplifting communication

B. December MD team building:i. Matrix management

ii. Self-assessment – motivating self and others

iii. Change and resilience

3. How to read Hay Group’s ESCI 360


5. Program resources and tools:

6. Next-steps

Agenda

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Management - Common and unique

skills needed to succeed in different

fields – 25 minutes

Organization - Common and unique

skills needed to succeed in different

organization design – 25 minutes

Emotional Intelligence - Skills

needed to motivate a team – 50

minutes

Action plan/next steps – 10 minutes

We have worked with Emotional Intelligence throughout previous offsite -

review

Ice Breaker – 10 minutes

Context – 10 minutes

Dimensions of Team Effectiveness –

10 minutes

High-Performing Team Interviews –

60 minutes

Break – 10 minutes

Data – 10 minutes

Design – 90 minutes

Takeaways – 10 minutes

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1. Self Awareness

2. Self Management

3. Social Awareness

4. Relationship Management

Known as Bedside Manner or, more formally, Emotional

Intelligence

Relationships in a New Operating Model

Clear and shared goals or

purpose

Clear and shared roles and

responsibilities

Clear and shared procedures

Nurturing and challenging

leadership

Evolving energy and spirit

Productivity and performance

Complete, purposeful, and

uplifting communication1

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Question: What skills* are needed to motivate a team?

*Skill is an ability acquired through training while competency is a set of defined behavior achieved through skill or knowledge.

Organization Design - how managers group people together to perform work

Five basic organizational structures

combine varying elements of

bureaucratic and decentralized

structures:

1. Functional,

2. Divisional,

3. Matrix

• Strong Matrix

• Weak Matrix

• Balanced Matrix

4. Team, and

5. Networking

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Leading in a matrix

Matrix Management - review

• Strong Matrix - Power rests

with Project Manager

• Weak Matrix - Power rests

with Functional Manager

• Balanced Matrix - Power is

shared

Management Layers

More and more organizations are

adopting matrix structures, uniting

multiple business unites and functions

to gain efficiencies and enable

cooperation across silos.

As the structure of these

organizations changes, so too do the

competencies required to lead them.

– Hay Group

Image source: Hay Group

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A matrix structure brings potential, but also brings

questions.

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How do I work the best?

How do I handle stress?

What environment do I excel in?

How do I expect others to perform?

Investment is on an individual ability to motivate themselves and their team

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3. How to read Hay Group’s ESCI 360A. Competencies

B. Sample

C. Case Read



6. Next-steps

Horizon CBCM ESCI Coaching Program WebEx - Agenda

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IQ

Current default assessment is measure technical skills and IQ to project

success

IQ is a very poor

predictor of job

success.

Various studies

estimate that IQ alone

accounts for as little as

4% to 10% of success

at work.

Only 10% of job

terminations

result from

technical

deficiencies, that

is, the inability to do

the job.

90% of

terminations are

due to attitude or

behavior problems

or difficulties with

relationships on the

job.

Studies show IQ and training do not

differentiate star performers of people

in high-IQ professions that require

advanced degrees, such as Ph.D.’s

and M.B.A.’s for entry into a field,

groups made up of highly intelligent

and trained professionals.

The higher people rise in the ranks of

management, the more likely they are

to have distorted self-perceptions.

Senior level managers are likely to rate

themselves as much higher on self-

awareness and social competencies

than their peers and direct reports rate

them.

Technical

Skill

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Communication: being able to listen, converse, and present

Adaptability: creative responses to setbacks and obstacles

Personal management: motivation to work, pride, a desire to develop

Interpersonal effectiveness: teamwork, co-operation, the skills to negotiate

Organizational effectiveness: leadership potential, the desire to make a contribution

High performers have something more critical than IQ and technical skill

? Technical

SkillIQ

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Technical skill

is accumulated

People are born with a set IQ that does not change in their lifetime

Personality?

Leadership?

Disposition?

Technical

SkillIQ

IQ is

measured

A person’s technical skill is acquired through study and experience

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What is leadership and can we measure

it?

Strategy:

Vision

Business Acumen

Courage to Lead

Planning

Action:

Decision-Making

Communication

Mobilizing Others

Results:

Risk-Taking

Results-Focus

Agility Leaders

Technical job ability is not a positive correlation to effective

leadershiop

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Emotional Intelligence leads to or causes effective or superior performance

Emotional

Intelligence

Technical

SkillIQ

IQ is

measured

Competency is

observed

Emotional

Intelligence is

measured, but

not fixed

Technical skill

is accumuated

This competency is an ability to recognize, understand, and use emotional

information about oneself or others

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But what about culture?

1. Ethics: Dominant characteristics of the

organization

2. Risk: The explicit values foundational for

decisions and actions

3. Trust: The dominant work environment

4. Accountability: The unwritten performance

expectations

5. Integrity: Specific behaviors that are valued

6. Alignment: Leaders who walk the walk and

who talk the talk

7. Rewards: Criteria of success

What is culture?

Emotional

IntelligenceTechnical

SkillIQ

Culture

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Emotions you feel

Emotions and competencies

Emotions are not competencies


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What are Competencies? What enables a person to exhibit competency behaviors?

Competency is the name given to the specific characteristics necessary to

perform a given job well. They differentiate levels of performance in a given job,

role, organization, or culture.

Competency is any cognitive, physical, or emotional characteristic that leads to

outstanding performance in a given job is considered a competency for that job .

Competency and behavior


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1. A cognitive intelligence is an ability to think or analyze

information and situations that leads to or causes effective or

superior performance.

2. An emotional intelligence is an ability to recognize, understand,

and use emotional information about oneself that leads to or

causes effective or superior performance; and

3. A social intelligence is the ability to recognize, understand and

use emotional information about others that leads to or causes

effective or superior performance;

What are competencies

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Professions that require advanced degrees to enter field reveal IQ and

training are not what differentiates star performers

How one manages their self-

awareness and their relationships

matters in:

• Conflict

Management

• Coaching and Mentoring

• Influence

• Inspirational Leadership

• Teamwork

Fields that require high IQ and training

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• Planning and Organizing

• Building Strategic Working Relationships

• Meeting Leadership

• Negotiation

• Business Acumen

• Executive Disposition

• Conflict Resolution

• Coaching

• Team Building

• Initiative

Competencies

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Competencies measured by Emotional Intelligence

Personal Competence Social Competence

Aw

ar

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sSelf-Awareness Social Awareness

Ac

tio

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Self-Management Relationship Management

The higher people rise in the ranks of management, the more likely they are to have distorted self-perceptions. Senior level managers are likely to rate themselves as much higher on emotional and social competencies than their peers and direct reports rate them.

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Social

Awareness

Self-

Management

Relationship

Management

Emotional intelligence is distinguishing factor that draws others to us or

repels them from us

Self-Awareness

We can assess and measure the four quadrants.

We can assess the impact emotional intelligence has on productivity

and bottom line results.

Competencies are measured as an assessment of observed

behaviors.

The key to this begins with self-awareness

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A. Sample

B. Case Read



6. Next-steps

ESCI Coaching Program WebEx - Agenda

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How you will benefit

What we will cover

Leverage emotions to help you think

Manage emotions effectively

Develop your own emotional blueprint

How you will benefit

Leading with EI

General EI

"I hardly ever use the word intelligence, I think of people as either

wanting to learn, ambivalent about learning, or rejecting learning.”

Neil deGrasse Tyson, Director of Hayden Planetarium

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Aw

ar

en

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Self-Awareness• Emotional Self-Awareness

Recognizing and understanding our own emotions

Social Awareness• Empathy• Organizational Awareness

Recognizing and understanding the emotions of others

Ac

tio

ns

Self-Management• Achievement Orientation• Adaptability• Emotional Self-Control• Positive Outlook

Effectively managing our own emotions

Relationship Management• Conflict Management• Coach and Mentor• Influence• Inspirational Leadership• Teamwork

Applying our emotional understanding in our dealing with others

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View of the 360 feedback – Cluster Competencies

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View of 360 results – Cluster Competencies

breakdown

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View of 360 results – Item Frequency

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2. Putting the ESCI 360 into context



A. Coaching philosophy/principles

B. Coaching plan – Elite Performance Coaching Plan

C. Breakdown of 20 hours

D. Coaches

i. Review coaching commitment and morals

ii. Identification of coaches, and

iii. Peer coaching groups

E. One-on-one coaching plans

F. One-on-one assessment review


6. Next-steps

Agenda

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Coaches focus:

Help the reconcile data

Manage the tension by exploring context and aspirations

Coaching obligation

Current State Ideal State

Goal

Tension

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The individual must reconcile their data before they can move

forward.

Why do I see myself differently from the way others see me?

Why do different categories of raters see me differently?

Coaching to a 360º instrument.

Things to remember:

– Responses reflect perceptions others have of us

– People respond to surveys based on the principles of “primacy” and “recency”

Perceptions are what people see us doing

Questions to ask regarding perceptions include:

– “What did others see that make them answer this way?”

– “Can you think of a time when you acted in a way that could have led to

this perception?”

Reconcile the data

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Intentional Change Theory

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Coaching plan overview

Coachee: Coach: Start Date: End Date:Outcome Goal(Identifies the specific outcome or end state that is desired.

Performance Goals(Identifies the specific performance that is required to achieve the outcome goal.)

Process Goals(Identifies the specific, measurable activities (what I must do?) to create the desired performance.

Success Metrics for Process Goals (Specific measures that show success in meeting process (activities) goals)

Sample Change the

perception that I don’t meet my deliverables

Have my work completed 1 business day before it’s due.

Block and holdtime on my calendar to work on the project.

Manage the expectations of my client if I have conflicting priorities

When given a new assignment, develop a detailed plan of the work needed to complete the assignment.

Identify the resources necessary to complete the work.

Say no to requests that are not a priority or that can be done by someone else.

Number of detailed plans completed?

Number of assignments completed 1 business day before deadline

Number of assignments turned in on time.

Design source: Gary Best, PhD39

Coach:Character Lead by example and

act as a role model Champion diversity Empower others to

achieve; encourage self assurance and confidence

Aim High – envision the best possible outcome

Inspire trust and trust others

Model the core values of caring, excellence and integrity

Ownership Accept ownership

and responsibility for the flawless execution and the highest quality results associated with goals, tasks, projects, assignments, and problem solving

Be forthright (honest) about problems and act with urgency to resolve them

Anticipate problems and develop cross divisional contingency plans to overcome obstacles

Focus on the big picture, using an end-to-end perspective, and act in the best interest of the company as a whole

Effective Make it easier to do

business with us—understand your customer’s perspective by putting yourself in their shoes

Direct and guide yourself and others towards process and/or continuous improvements; look for better ways to do things

Find the right people to quickly diagnose, solve problems, and take action

Ensure all activities are aligned with enterprise priorities and long term success factors

Develop Coach by regularly

giving constructive and timely feedback

Recognize and celebrate accomplishments and appropriate behaviors

Build a collaborative, inclusive, team environment –fostering cross divisional teamwork

Give your people stretch goals and provide them with opportunities

Create and share successes with others, including internal partners

Seek regular feedback for self development

Communicate Build cross

divisional winning relationships and alliances

Communicate clearly, succinctly, effectively, and professionally

Share your point of view even when you disagree; fully support the decision once an agreement is reached

Seek and welcome other points of view

Listen with an open mind

Deal directly with uncomfortable situations in a timely manner

Performance Goals

Design source: Gary Best, PhD40

The plan must be something the

person is passionate about

Creating the action plan

The goals should be challenging,

yet achievable

The goals should be measurable

and have timelines

Specific goals will spell out the

expected outcomes and the

required support—who will

provide that?

What are the strategies when a

person encounters obstacles?

Creating the plan for change

Choose One or Two Areas for

Change

To change means to “hard-wire”

new behaviors—this activity is

like building muscle

It is easiest to be successful

when you focus on one or two

things—practice developing

these “muscles” for at least six

months

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2. Putting the ESCI 360 in Context




A. Videos,

B. Worksheets,

C. Reading packets,

D. One-on-one calls,

E. Team calls,

F. Articles, and

G. Self-managed study/Community of Practice groups

6. Next-steps

Agenda

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2. Putting the ESCI 360 into Context




6. Next-steps

A. Review of your ESCI assessment - Look for highlights, surprises, insights; from

both the assessor and the coaches point of view

B. Set up one-on-one review with coaches

C. Review short-term timeline and action items

D. Choose a coach

Agenda

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@TobyElwin

[email protected]

https://TobyElwin.com

44

Human Capital Risk

Emotional Intelligence

Appreciative Inquiry

Blog Resources @TobyElwin.com

Contact

But I don’t want to go among mad people,” Alice remarked

“Oh, you can’t help that”, said the Cat: “we’re all mad here.

I’m mad. You’re mad.”

“How do you know I’m mad?” said Alice

“You must be,” said the Cat, “or you wouldn’t have come here.”

Alice’s Adventures in Wonderland, by Lewis Carroll

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emotional intelligence coaching introduction

Leadership & Management