emotionla intelligence presentation

8/13/2019 Emotionla Intelligence Presentation

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Emotionally Intelligence

Leadership

Otto Tawanda Chisiri

Otto Tawanda Chisiri . All rights reserved.


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EMOTIONAL INTELLIGENCETRAINING


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Todays Training Will Help You

Understand emotional intelligence and why it isimportant to personal and professional success.

Recognize five competencies you can work on toincrease your level of emotional intelligence.

Listen to and employ your emotions for better decision making.

Show you care, and build trust by displaying sensitivity andconcern.

Use your energy and enthusiasm to motivate others.


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Introductory remarks

Success in theworkplace is

determined lessby IQ and moreby Emotional

Intelligence (EI).

EI is necessaryfor people to

work together inharmony

towards theorganisations

goals

EI is largelylearnt.

EI is nothing butmaturity andcharacter.


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What is Emotional Intelligence?

Emotional intelligence is not about being nice all the time.

It is about being honest.

Emotional intelligence is not about being touchy-feely.

It is about being aware of your feelings, and those of

others.

Emotional intelligence is not about being emotional.

It is about being smart with your emotions.


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We are being judged by a

new yardstick; not just howsmart we are, or by ourtraining and expertise, butalso how well we handleourselves and each other.

Daniel Go leman, Ph.D.

Working with EmotionalIntelligence


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More potent predictors of career success were

Ability to handle frustrations

manage own emotions

manage own social skills

Do you knowany highly

intelligent

people whoarent socially

adept?


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How do we view emotions?

chaotic

haphazard

superfluous incompatible with

reason

disorganized

largely primitive

resulting from the lackof effective adjustment


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How do we view emotions?

Arouse, sustain, direct activity

Part of the total economy of

living organisms Not in opposition to intelligence

Themselves a higher order ofintelligence

Emotional processingmay be an essential partof rational decisionmaking
http://www.epub.org.br/cm/n02/historia/phineas.htm


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The main purpose of theinnermost part of the brain issurvival.

To Get atEmotion,GoDeep...

Amygdala is deep within the mostelemental parts of the brain.
http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm


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There is a

Biological Purpose for Emotion

Signaling function (that

we might take action)

Promote unique,stereotypical patterns of

physiological change

Provide strong impulseto take action


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Basic Emotions--presumed to be hardwired and physiologically distinctive

Joy

Surprise

Sadness

Anger

Disgust

Fear


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Evolutionary Advantage to Emotion

For example:

Fight or flightresponse

but can basic

emotionsoverwhelmrational thinking?


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Neurobiology of Rationality

Damasios work shows howneurobiology can help usunderstand the role of

emotion in thinking. Weconstantly learn more aboutthis important area.

Work like his underlies theconcepts of emotionalintelligence.

There are less obvious

advantages to emotionalexperience.

Emotion is emerging as an

essential contributor to

rational decision making.


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Being nice

Letting feelings

hang out

What is Emotional Intelligence (EI)?

The capacity for recognizing our

own feelings and those of others,for motivating ourselves, and formanaging emotions well inourselves and in our relationships.


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It is no longer enough to

lead by virtue of poweralone.


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Why EI is important

Good leadership works throughemotions

Emotions are important because of theopen loop nature of the limbic system.

Open loop system depends on

external forces to regulate itself. People rely on connections with othersfor their emotional stability


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The Emotional Process and Emotional Intelligence

BehaviorAwareness of Situation Emotional Arousal

Amygda l (triggers emotionalresponse)

Neo-Cortex (mostrecent evolutioncomplex thought)


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Negative emotions must be controlled

Anger, anxiety and depression can divertattention from the task at hand.

An upset person finds it difficult to empathise withothers.

On the other hand, positive emotions increaseoptimism, helpfulness and creativity.

Emotionally intelligent leaders create resonance Advertisers target our emotions!!!!!!!!!!!!!!!!!!!.


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Effective leadership involves acombination of feeling and thought

In many situations, especially duringstress and emergency, the emotionalcentres command the rest of the brain

The ability to sooth the surge ofemotionsparticularly intense surges

is an important skill.


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The brains design means that a person

has little control over when he or sheis swept by an emotional wave.

However, through effort, behaviourchange or even medication, individualscan exert control over how long andintensely an emotion will endure.


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Fundamental Questions

1. What emotional resourcesdo leaders need to thrive

amidst chaos and turbulent

change?

2. How do leaders create anemotional organizational

climate that fosters creativeinnovations, change,

performance, or lastingrelationships?


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Remember!

Emotional intelligence is not about being n ice al l the time.

It is about being honest.

Emotional intelligence is not about being touchy-feely.

It is about being aware of your feelings, and those of

others.

Emotional intelligence is not about being emot ional.

It is about being smart with your emotions.


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DISCUSSION

In politics,(workplace) it is much safer tobe feared than to be loved.

The princeThe Prince

Do YouAgree?


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The Five Essential Competencies Of EmotionalIntelligence

Self-Awareness

Self-Regulation

Self-Motivation

Empathy

Effective Relationships

Relate to Ourselves

Relate to Others


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Personal Benefits of Emotional Intelligence

Greater career success

Stronger personal relationships

Increased optimism and confidence

Better health


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Professional Benefits of Emotional Intelligence

Effective leadership skills

Improved communication

Less workplace conflict

Better problem solving skills

Increased likelihood of promotion


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SELF-ALIGNMENT

LEADERSHIP

IN THE MIDDLE

INTEGRATION WORKING WITH OTHERS

Customer Orientation

Business Acumen

Project Leadership

Managing Change

Self-UnderstandingResiliency

Relationship Skills

Communication

Coaching/Mentoring

Actualizing Vision

Conflict Management

What is Leadership?


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DISCUSSION

Note How Many of the

Leadership Competencies RelyOn High Emotional Intelligence!


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Good Leadership

The understanding of the nature of

leadership has greatly developedduring the last few decades.

A position of leadership gives one anunusual degree of influence overothers.


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Good Leadership

Onesinfluence may be either positive ornegative.

Studies in capitalist enterprises show thatthe actions of the leader account for up to

70 percent of employees perceptions ofthe climate of their organization.


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Model to Develop Emotional Intelligence


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How to Become an Emotionally IntelligentLeader?

The first step is to envision your ideal.

Who do you want to be?

What do you want to achieve in life?

What do you want to achieve in your work?

What do you want to give to the world?


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Our Limitations

To change the world requires great struggleto overcome tremendous obstacles.

Yet the greatest obstacles we will face arewithin:

our own limitations and bondages; our mental complexes and weaknesses.


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To Overcome our Limitations

Self-analysis

The spirit of struggle Inner change:

superimpose jealousy with friendliness hatred with compassion, forgiveness

envy with praise, encouragement

pride, arrogance with humility


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The Good - Description

Good Boss

Visionary

Humorous

Kind

Appreciative

Good communicator

Clear, precise

(communication)

Hard worker

Empathetic

Good team

builderPositive

EthicalResults-oriented

(vs. process)


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The Bad - Descriptions

Bad Boss

Disrespectful

Belligerent

DemeaningMoody

Negative

UnethicalIncompetent

Discouraging

Self-absorbed

Inconsistent direction

Vindictive

Ego-maniac

Prideful

Manipulative

Paranoid


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The Good - Feelings

Good Boss

Empowered

Enthusiastic

Valued

Energized

Hopeful, Confident

Safe, Relaxed

Mutual admiration

Respected

Motivated to excel


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The Bad - Feelings

Bad Boss

Little, small,

demeaned

Hopeless

Stupid

Drained

Very Stressed

Angry

Fearful

Depressed

Unappreciated

Incompetent

RebelliousWithdrawn

Uncooperative

UnproductiveEager to

sabotage


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Intent vs. Impact

People with highly-developed EI are aware of theirIMPACT.

They are acutely aware that the impact thatbehaviorhas on others can be different from whatyou intend or expect.

People respond to you based upon what theyperceive about your behavior, not what you thinkthey perceive.


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Developing Your Emotional Intelligence

Acting With Integrity

Difficult choices occur

Align choices with core values

Negative impact from being out of alignment


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If we knew nothing about a store except thatemployee attitudes had improved 5%, wecould predict that its revenue would rise .5%above what it otherwise would have been.

--Sears executive, Harvard Business Review,January, 1998


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NineStrategies

for

Taking the time for mindfulness

Recognizing and naming emotions

Understanding the causes of feelings

Differentiating between emotion and the need to take action

Preventing depression through learned optimism

Managing anger through learned behavior or distraction techniques

Listening for the lessons of feelings

Using gut feelings in decision making

Developing listening skills

PromotingEmotionalIntelligence


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Discussion

How can we strengthen competencies

that are currently less-developed? How does this information shape the

way we guide and interact with others?

How does our understanding of behaviorand motivations impact our EI?

How can we use this information tobe better leaders?


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THE END

THANK YOU FOR YOURATTENTION

REMEMBER EI IS THE

DIFFERENCE BETWEENSUCCESS AND FAILURE


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EXTRA SLIDES

EIComponents-Inmore detail


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EI Components-In more detail.

Self

awareness

Knowing what we

are feeling at the

moment

Having a realistic

assessment of ourcapabilities

Being self

confident

Emotional

awareness

Accurate self

assessment

Self confidence


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Selfregulation

Controlling ouremotions so that

they do not

interfere with the

task at hand

Self controlTrustworthiness

Conscientiousness

Adaptability

Innovation


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Motivat ion Moving towards ourgoals

Taking initiative

Striving to improve

Persevering in the faceof setbacks and

frustrations

Achievementdrive

Commitment

Initiative

Optimism


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EmpathySensing what

people are feeling

Understanding

their perspective

Cultivating rapport

Supporting

diversity

Understanding

others

Developing others

Service

Leveraging

diversity

Political

awareness


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Social skills Handling emotions insocial relationships

well

Persuading andleading

Negotiating

Settling disputes for

cooperation andteamwork

Communication

Conflict

management

Leadership

Change agent

Building bonds

Collaboration and

cooperation

Team capabilities


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Self Awareness

Emotions can be and often are unconscious as well asconscious.

They begin before we are rationally aware of an oncomingfeeling.

Unconscious emotions can have a powerful effect on ourthoughts and reactions, even though we are not aware ofthem.

When we become conscious of these feelings, then we canevaluate and better control them.

Therefore, self-awareness is the foundation for managingemotions, such as being able to shake off a bad mood.


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Self Awareness

A self-aware person who knows that tight deadlines bring out the

worst in him will plan his time carefully and get his work done wellin advance.

Someone who is highly self-aware will be able to be firm turning

down a job offer that is tempting financially but does not fit with

his principles or long-term goals.


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How can one recognize self-awareness?

It shows itself as candor and an ability to assess oneselfrealistically.

People with high self-awareness are able to speak accurately andopenly about their emotions and the impact they have on theirwork

One of the hallmarks of self-awareness is a self-deprecatingsense of humor.


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Self- aware people know - and are comfortable talking about - their

limitations and strengths, and they often demonstrate a thirst for

constructive criticism.

Self-aware people know well their capabilities and are less likely to

set themselves up to fail by, for example, overstretching on

assignments. They know when to ask for help.

And the risks they take on the job are calculated. They won't ask

for a challenge that they know they can't handle alone.

They'll play to their strengths.


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Emotional awareness

Understanding our emotions

Understanding the links between our feelings and our thoughtsand actions

Realising how feelings affect performance


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Self assessment

Awareness of our strengths and weaknesses

Ability to reflect and learn from experience Openness to feedback

Sense of humour

Sense of perspective


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Self confidence

Self assured presence

Voicing unpopular views Decisiveness even under pressure and uncertainty


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Self Regulation

Self-mastery and the ability to withstand emotional storms is a

valuable competency.

Managing emotions is a full-time job.

Many of the things we do every day, from work to recreation,

are attempts to manage mood.

The signs of emotional self-regulation include reflection and

thoughtfulness; comfort with ambiguity, change, an ability tosay no to impulsive urges.


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Self control

Controlling impulse

Getting on top of distressing emotions Staying composed even under pressure

Thinking clearly and staying focused under pressure


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Trustworthiness

Acting ethically

Reliable and authentic

Ability to admit mistakes

Ability to confront unethical actions

Taking tough principled stands even if they are unpopular

C i i


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Conscientiousness

Meeting commitments

Keeping promises Self accountable

Organised and careful in the workplace

Ad t bilit


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Adaptability

Ability to handle multiple demands and shifting priorities and rapid

change Adapting responses and tactics to fluid circumstances

Flexibility in seeing and interpreting events

Positive and cheerful disposition

I ti


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Innovation

Seeking out new ideas from various sources

Entertaining original solutions to problems Generating new ideas

Taking fresh perspectives and risks in their thinking

M ti ti


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Motivation

Positive motivation is crucial to achievement. Emotions determine motivation levels, ie how people get on in

life because they can enhance or limit the capacity to useinnate abilities.

Such people seek out creative challenges, love to learn, and

take great pride in a job well done. They also display an unflagging energy to do things better.

They often seem restless with the status quo.

They are persistent with their questions about why things aredone one way rather than another; they are eager to explorenew approaches to their work

A hi t d i


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Achievement drive

Result orientation

Setting challenging goals and taking calculated risks Always looking for ways to improve performance

C it t


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Commitment

Focused on larger organisational goal

Sense of purpose Aligned with core values of the organisation

I iti ti


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Initiative

Readiness to seize opportunities

Pursuing goals beyond what is ready or expected Cutting through red tape and bending the rules when necessary

to get the job done

Mobilising others through unusual, enterprising efforts

O ti i


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Optimism

Persistence in seeking goals despite obstacles and setbacks

Operating out of hope rather than fear of failure Seeing setbacks with the right perspective

Empathy


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Empathy

Rapport, the root of caring, arises from the capacity for empathy.

Those who can read the feelings of other people are better

adjusted, more popular, more outgoing and more sensitive.

These are the people who are more likely to carry differentmembers of the team along.


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Empathy doesn't mean adopting other people's emotions as one's

own and trying to please everybody.

Empathy means thoughtfully considering employees' feelings -

along with other factors - in the process of making intelligent

decisions

Empathy is particularly important today as a component of

leadership for various reasons: the increasing use of teams; the

rapid pace of globalization; and the growing need to retain talent.

Understanding others


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Understanding others

Paying attention to emotional cues and listening well

Showing sensitivity and understanding others perspectives Helping others based on their needs and feelings

Developing others


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Developing others

Acknowledging and rewarding peoples strengths and

accomplishments

Offering useful feedback and identifying peoples needs for

further growth

Mentoring and coaching

Service orientation


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Service orientation

Understanding customer needs

Looking for ways to improve customer satisfaction and loyalty Gladly offering appropriate assistance

Taking the customers perspective

Leveraging diversity


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Leveraging diversity

Respecting and relating well to people from varied backgrounds

Understanding diverse world views and being sensitive to groupdifferences

Viewing diversity as an opportunity

Challenging bias and intolerance


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Social skills


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Social skills

The ability to express feelings is a key social competence.

Emotions are contagious.People send emotional signals during every encounter and

unconsciously imitate the emotions that others emanate.

The better we are at sensing the emotions of others and

controlling the signals we send, the more we can control the

effect we have on others


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Social skill is not just a matter of friendliness.

Social skill is friendliness with a purpose: moving people in thedesired direction, whether that's agreement on a new marketingstrategy or enthusiasm about a new product.

Socially skilled people tend to have a wide circle of acquaintances. That doesn't mean they socialize continually; it means they work

according to the assumption that nothing important gets donealone.


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Such people have a network in place when the time for actioncomes.

Social skill is the culmination of the other dimensions of emotional

intelligence.

People have strong social skills when they can understand and

control their own emotions and can empathize with the feelings ofothers.

Even motivation contributes to social skill.

Influence


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Influence

This involves skills in winning people.

Sometimes it involves over-dramatising some points Ability to fine tune the pitch to appeal to the listener is important.

It often involves using influence to build consensus and support

Communication


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Communication

Ability to register emotional cues

Good at listening Information sharing

Receptiveness to bad news

Conflict management


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Conflict management

Ability to deal with tense situations with diplomacy and tact

Spotting potential conflicts and bringing them out into the open Encouraging debate and open discussion

Ability to orchestrate win win solutions

Leadership


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Arousing enthusiasm for a shared vision/mission

Stepping forward to lead as needed regardless of position

Guiding the performance of others while holding them

accountable

Leading by example

Change management


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Change management

Recognising the need for change and removing barriers

Challenging the status quo and acknowledging the need forchange

Championing the change and enlisting others in its pursuit

Modelling the change expected of others

Building bonds


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Building bonds

Cultivating and maintaining extensive informal networks

Seeking out mutually beneficial relationships Building rapport

Maintaining good personal relationships with colleagues


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Team capabilities


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Team capabilities

Modelling team qualities like respect, helpfulness and

cooperation

Drawing all members into active and enthusiastic participation

Building team identity, team spirit and commitment

Presenting the group and its reputation

Sharing credit

THE END


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THE END

THANK YOU FOR YOUR ATTENTION

REMBER EIIS THE DIFERENCE BETWEEN

SUCCESS AND FAILURE


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THANK YOU

emotionla intelligence presentation

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