Emotional Intelligence A Leader’s Primer
What is emotional Intelligence? To put it into context, I am sure that you are familiar with the term IQ or Intelligence Quotient. In the past ten years a body of research has been developed which as concentrated on why IQ alone has not been a very accurate predictor of success. Have you ever wondered why the smartest person in your class didn't become the most successful, or why someone who was 'just average' went on to achieve great success in business? The missing link has now been identified as Emotional Intelligence, which is responsible for as much as 80% of our success. It is a much better predictor of learned. It takes more than just a short seminar … it takes a high level of motivation, determination and practice, but these competencies are able to be developed by anyone who is prepared to make the effort. In 1990, two academics Peter Salovey and Jack Mayer, psychologists at Yale university, coined the term Emotional Intelligence to describe the set of emotional competencies which determine success. This field of study known as Emotional Intelligence was popularized by Daniel Goleman's book Emotional Intelligence which became an international bestseller. His recent articles in Harvard Business Review have been its most commonly requested reprints. Goleman's research redefined what it means to be smart by acknowledging the importance of emotions in our personal and professional lives.
A simple definition of Emotional Intelligence is that it is a way of recognizing, understanding and choosing how we think, feel and act. The good news is that unlike IQ, Emotional Intelligence can be learned. IQ doesn't change significantly throughout life. However E.I. can be improved through identifying and practicing the skills with purposeful activities and experience.
Feelings are indispensable for rational decision making. They are like a compass, they guide us in the right direction.
Three Competency Domains • Technical Skills • Cognitive Abilities • EI Abilities
Studies* show: • For all levels of jobs, EI competencies are twice as effective as IQ in determining an individual’s success rate. • The higher the level of a position in an organization, the more EI seems to matter. • Executive Leaders show an 85% correlation between EI competency and success.
EI Competencies • Self-Awareness • Self-Management • Social Awareness • Relationship Management EI
Self-AwarenessKnowing one’s internal states, preferences, resources and intuitions • Emotional Self-Awareness • Accurate Self-Assessment • Realistic Self-Confidence
Knowing one’s internal states, preferences, resources and intuitions • Emotional Self-Awareness – Recognize your own inner signals, note how decisions and values match • Accurate Self-Assessment – Know your real limits and strengths, be graceful in learning, know when to ask for help • Realistic Self-Confidence – Be willing and able to play to your strengths, admit you have them!
Self-ManagementManaging one’s internal states, impulses and resources • Emotional Self-Control • Transparency • Optimism • Adaptability • Innovation • Achievement
Managing one’s internal states, impulses and resources Emotional Self-Control –Manage your own disturbing emotions, stay calm and clear-headed Transparency –Live your values, admit mistakes, never turn a blind eye Optimism – Roll with the punches, expect the best of everyone. Adaptability – Flexible, nimble, fluid, comfortable with ambiguity Innovation – Seize opportunities, or create them Achievement – Continually learning – and teaching– ways to do things better
Social AwarenessAwareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization • Empathy • Organizational Awareness • Service Orientation
Awareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization • Empathy – Listen, attune, grasp other’s perspectives • Organizational Awareness –“P”olitically and “p”olitically astute, know the values and unspoken rules • Service Orientation – be available to your staff, serve to receive excellent service
Relationship Management • Inspirational • Influence • Developing Others • Change Catalyst • Conflict Management • Building Bonds • Teamwork & Collaboration Awareness of one’s effect on others, ability to work effectively and efficiently with others
Awareness of one’s effect on others, ability to work effectively and efficiently with others • Inspirational – Embody what you ask of others • Influence – Be persuasive and engaging • Developing Others – Cultivate people’s abilities • Change Catalyst – Recognize the need for change, challenge the status quo • Conflict Management – acknowledge and redirect • Building Bonds – Cultivate the web of relationships • Teamwork & Collaboration – Be a model of respect, helpfulness and cooperation
Your goals… or what do you really want • Jot down three areas where you’d like to be more effective (work and / or personal life) • Prepare to discuss some of these goals with the group • Provide your insights to participants
Self Assessment Opportunity • Self assessment available at:http://www.utne.com/azEQ.tmpl • Slideshow available at:http://www.psers.state.pa.us/ei.ppt
EQ Self-Assessment Checklist Rate each question below on a scale of 1-5, according to how true it is of you. 1 2 3 4 5 virtually never virtually always ____ 1) I am aware of the physical reactions (twinges, aches, sudden changes) that signal a gut reaction.” ____ 2) I readily admit mistakes and apologize. ____ 3) I let go of problems, anger, or hurts from the past and I can move beyond these. ____ 4) I generally have an accurate idea of how another person perceives me during a particular interaction. ____ 5) I have several important things in my life that I am enthusiastic about and I let it show. ____ 6) I can easily meet and initiate conversation with new people when I have to. ____ 7) I take a break or use another active method of increasing energy whenI sense that my energy level is getting low.
Assessment Discussion Discuss these questions in groups: • Is self-assessment a valuable tool? • How are comparisons of group scores useful? • Is it worth the time to develop “soft” skill sets? • What resources are out there for us?
How can we use Emotional Intelligence Concepts in a Leadership Context??? • EI is our ability to acquire and apply knowledge from our emotions and the emotions of others in order to solve problems, and live a more successful, fulfilling life.
Issues affecting HR professionals • Brainstorm issues • How can we incorporate EI “tactics” to help us do our jobs effectively? • How can we use EI competencies to “shield” us from the traumatic energy that comes our way?
EI Competencies • Self-Awareness • Self-Management • Social Awareness • Relationship Management EI (from Primal Leadership Goleman, Boyatzis and McKee 2002)
A chance to question our answers EI ! • What issues do you see arising in attempting to institute an EI competency in your agency? • What value do you see in developing EI competencies for yourself and those staff who work with you? • What are your questions / concerns / comments about this presentation?
Emotional Intelligence A Leader’s Primer