leveraging emotional intelligence in the workplace

11–13 November 2013

Leveraging Emotional Intelligence

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Leveraging Emotional Intelligence in the Workplace

Rahul Dogra

[email protected] www.rahuldogra.com



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Leveraging Emotional Intelligence in the Workplace • We will identify how to leverage emotional intelligence

– Focus on developing key skills, including:• Self-awareness to assess your emotions and its impact• Self-motivation a desire to achieve success• Self-regulation to establish self control• Empathy to understand the feelings of others• Relationship skills to apply the above in social situations



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Good Managerial Traits

• What are the facets and traits of a good manager?• Authentic • Good listeners• .....................

Whatever we have accomplished has been because other people have helped us

– Walt Disney



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Different Approaches

• Have you met a highly intelligent individual who does not command respect or work well with the team?

• Paradoxically, have you met a manger who is not “technically gifted”, but is respected?

How can we explain this?



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Is IQ Not Enough?

• Our notion of intelligence focussed on a single measure– Individual Intelligence Quotient (IQ)

• Howard Gardner (1983) presented Multiple Intelligences

Linguistics- Words and language

Logical / Mathematical- Math and logic

Visual / Spatial-Images and space

Musical- Music and rhythm

Body / Kinesthetic- Sports and movement

Naturalist- The environment

Interpersonal- Other people’s feelings

Moral- Ethics and humanity

Spiritual- Religion

Intrapersonal- Self awareness



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Focus for Behavioral Change

• We all possess EI, IQ and personality– Determines how we behave – Unable to determine individual EI based on their IQ and vice versa

• We have more ability to change our EI as opposed to our IQ and personality

Personality

EIIQ

Stays constant – difficult to change

Skills and competencies that we can develop and enhance



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Origins of Emotional Intelligence

• Mayer and Salovey * (1990) introduced the term– Describes a person's ability to understand their own emotions and

the emotions of others and to act appropriately based on this understanding

• Popularised by Daniel Goleman in his book “Emotional Intelligence” (Bantram 1995)

• It is viewed as a means of developing and enhancing individual management and leadership capabilities – Through an analysis of behaviour, management styles, attitudes and

interpersonal skills

* Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.



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Emotions

• Think of an emotion– Is it easy to do?

• Some questions:– Are we in touch with our emotions?– Compare children to adults– Is it good or bad to show emotions in the workplace?– Consider different cultures, how do they express their emotions?



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Developing Our Emotional Intelligence

• Do we develop Emotional Intelligence traits from courses / education?• Can they be learnt or we born with these traits?

– More of a learn by doing approach• Debates:

– Age: Young / Old– Gender: Women / Men



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The Benefits of EI

• Increasingly we are working in organizations with different – Cultures, genders, generations, geographical locations, work

pressures• EI can assist us in our work and personal environments• How can EI benefit you?

– Think before you speak – Develop meaningful long lasting relationships – Understand others – Enable others to become more productive – Improve your communication style– Be proactive with situations that create conflict



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Goleman’s EI Components

EI

Personal

Understand others and their feelings

1. Empathy 2. Relationship

management

Understand yourself, your goals, intentions, responses and behaviour

1. Self-awareness2. Self-motivation3. Self-regulation



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Self-Awareness

Assess your emotions and their impact on others

Aware of your emotions

Recognize how your feelings impact personal performance

Understand your personal values and goals

Develop an accurate self profile

Aware of your strengths and weaknesses, areas of development

Reflect and learn from experience

Are open to feedback, new perspectives and continuous learning

Assess your personal self-worth and capabilities

Have a sense of presence

Present the case, but are aware of the context, and implications

Able to make decisions and implement them



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Self-Motivation Checklist

Have a desire to achieve Deal in results, remain goal drivenSet challenging goals and take “calculated” risks Seek continual improvement that leads to improved performance

Are committed Work towards the organisation’s goals, not your personal goals Make decisions aligned to teams valuesSeek out and seize new opportunities

Demonstrate initiative and optimism Go the extra mileAre not distracted by red tapeHandle setbacks constructively



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Self-Regulation Checklist

Establish self control Actively manage feelings and emotions – not control themThink before acting

Trustful Continually build and enhance trustOwn up to mistakes and look for lessons learned

Conscientious Meet commitmentsAccountable for actions takenTake an organised approach to their work

Adaptable and innovative Proactively handle change and manage conflictSeek entrepreneurial solutions



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Empathy

Understand the feelings of others Tune into their situation, not yoursShow sensitivity “placing yourself in their shoes”

Understand the need of the customer Remain market and customer centricDevelop meaningful and long standing relationships

Develop others Provide appropriate coaching and mentoring Make others succeed

Politically aware Leverage networks – official and unofficial

Culturally aware Understand cultural difference and leverage diversity



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Relationship Management

Influence Create a win-win, not win loseWe spend 40% of time on non selling – Dan Pink (To Sell is Human)Communication Foster open communication and handle different communication styles and channels

Leadership Inspire, guide and lead, by your values, and understanding the values of others

Conflict management Handle and manage conflicts pro-actively

Team capabilities Identify the individual needs of the team, play to their strengths



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Self Assessment

• Pair off with the person next to you• What comes easily to you and what do you need to work at?• If you want to take a test, then visit:

http://www.talentsmart.com/test/• You will need to buy the book Emotional Intelligence 2.0, Bradberry and

Greaves to get the pass code



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Strengths Weakness Action

Self-Awareness Understand your emotions and their affect on others; Develop an accurate self profile; Understand your: personal self-worth and capabilities

Self-Motivation Have a desire to achieve; Are committed; Demonstrate initiative and optimism

Self-RegulationEstablish self control; Trustful; Conscientious ; Adaptable and innovative

Empathy Understand the feelings and moods of others; Understand the need of the customer; Develop others ; Politically aware; Culturally aware

Social skills Influence; Communication; Leadership; Conflict management; Team capabilities



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Self-Awareness, Self-Motivation, Self-RegulationChecklist

• Strengths

• Weaknesses

• Actions



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Empathy, Social Skills Checklist

• Strengths

• Weaknesses

• Actions



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EI and Job Roles

Individual

Supervi

sor

Manag

er

Directo

r

Execu

tive

Senior E

xecu

tive

CEO66

68

70

72

74

76

78

Source – “The Emotional Intelligence Quick Book”, Bradberry. T and Greaves, J Simon and Schuster 2003



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Sam Walton and EI

• Sam Walton founder of Wal-Mart, formed a guide for managing a business successfully. – “Made in America”, (Bantram 1992)

• Before EI had entered our lexicon, you could suggest that this was an example of an Emotionally Intelligent Leader



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Sam Walton’s as an Emotionally Intelligent Leader• Commit to your goals: Believe in them with passion• Share your rewards: Treat all associates as partners and share profits with

them. Behave as a servant leader to your associates• Motivate your colleagues: Continually motivate to challenge them and

keep their roles interesting. Money and ownership are not enough• Communicate all you know: The more understanding partners have, the

more they will care• Appreciate your associates: Nothing else can substitute for a few well

chosen sincere words of praise. They are free and worth a fortune• Celebrate your success: Have fun and always show enthusiasm• Listen to everyone: To push responsibility down in the organisation and

allow good ideas to bubble up, you need to listen to what your colleagues are telling you



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Starting the Journey

• To develop emotional intelligence, you learn by doing • People build their EI when there is a:

– Motivation to learn or to change– Consistent practice of new behaviours– Seek feedback on behaviour

• Develop a plan– Identify where you are now– Identify where you want to be– How will I get there?– What do I expect to see when I am there?– Practise a new skill repeatedly, until it becomes a habit



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Take Away

• Guidelines for acquiring a new skill:– Create awareness from yourself – Find someone who is good at the skill

• Watch them practising their skill • Engage them and learn their approaches

– Practise doing it yourself (seek guidance as necessary)– Ask for feedback then– Practise – Practise – Practise – until it becomes a habit

leveraging emotional intelligence in the workplace

Documents

emotional intelligencepage

emotional intelligence

emotional intelligencedo

notion of intelligence

individual ei

individual management

interpersonal skills

key skills