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EMOTIONAL

INTELLIGENCE

The simplest expression of what emotional intelligence

is comes from Daniel Goleman’s 1996 book Emotional

Intelligence – why it can matter more than IQ:

“Recognising our own feelings and those of others,

motivating ourselves, managing emotions well in ourselves

and in our relationships.”

Emotional intelligence (EI) is the ability to recognise our own

emotions and their causes, to manage them well in ourselves, to

recognise and understand emotion in others so that we can make

better choices about how to work effectively with them. The more

self aware we are of all the elements that make up our ‘iceberg’ the

more consciously we can manage our emotions and behaviours. From

this comes an understanding that others’ icebergs will be different to

ours (social awareness) and thus we will be in a better position to

manage the relationships we have with others.

2

WHEN EMOTION TAKES OVER

PAYING ATTENTION TO YOUR FEELINGS

Stress triggers

Em

otional in

tensity

TimeLOW HIGH

HIGH

I’m late

There’s no agenda

Who are all these people?

Who proof-read this report?

I must get my wife her birthday present!

Where is the coffee?

I have to catch my train

I’m frustrated

Reaction

We’ve talked about this every month this

year and we are making no progress.

This is a complete waste of my time.

I’m leaving for the station!

“

”

Regret

Stress triggers

Em

otional in

tensity

TimeLOW HIGH

HIGH

I’m late

There’s no agenda

Who are all these people?

Who proof-read this report?

I must get my wife her birthday present!

Where is the coffee?

I have to get to the train station

I’m frustrated

I’m getting irritated

I’ll ask for a coffee break

I’ll ask the chair if I can leave early

No regret

3

The EI model we are working with on this programme is based on the

1973 landmark article ‘Testing for competence rather than

intelligence’ by Professor David McClelland. This work was

continually refined over time by David McClelland and others,

culminating in Daniel Goleman’s book in 1996.

THE EMOTIONAL AND SOCIAL COMPETENCY FRAMEWORK

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THE EMOTIONAL AND SOCIAL COMPETENCY

FRAMEWORK

OTHERSSELF

Selfawareness

Socialawareness

Selfmanagement

Relationshipmanagement

AW

AR

EN

ES

S

Positive impact on results and

performance

AC

TIO

NS

Emotional self awareness

Emotional self control

Adaptability

Achievement orientation

Positive Outlook

Empathy

Organisational awareness

Influence

Inspirational leadership

Coach and mentor

Conflict management

Teamwork

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SELF AWARENESS

THE HEART OF EMOTIONAL INTELLIGENCE

EMOTIONAL SELF AWARENESS

Recognising how your emotions affect your

performance

Knowing your own inner resources,

abilities, and limits

Honesty in your positive and negative

biases, and your own strengths and

weaknesses

Open to feedback

Sense of humour about yourself

OTHERSSELF

Socialawareness

Selfmanagement

Relationshipmanagement

AW

AR

EN

ES

SA

CT

ION

S

Selfawareness

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SELF AWARENESS (CONTINUED)

THE EFFECT OF SELF AWARENESS ON SELF MANAGEMENT

N = 427, p < .001 (Burckle and Boyatzis, 1999)

Self management

Self awareness

Yes No

Yes 49% 51%

No 4% 96%

WITH SELF AWARENESS A PERSON HAS A 50-50 CHANCE OF

DEMONSTRATING SELF MANAGEMENT

WITHOUT SELF AWARENESS A PERSON HAS VIRTUALLY NO

CHANCE OF DEMONSTRATING SELF MANAGEMENT

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SELF AWARENESS (CONTINUED)

THE EFFECT OF SELF AWARENESS ON SOCIAL AWARENESS

N = 427, p < .001 (Burckle and Boyatzis, 1999)

Social awareness

Self awareness

Yes No

Yes 38% 62%

No 17% 83%

WITH SELF AWARENESS A PERSON HAS A 38% CHANCE OF

DEMONSTRATING SOCIAL AWARENESS

WITHOUT SELF AWARENESS A PERSON HAS AN 83% CHANCE OF

LACKING SOCIAL AWARENESS

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SELF MANAGEMENT

THE ACCELERATOR AND THE BRAKES

MANAGING OURSELVES

Emotional self control – keeping

disruptive emotions and impulses in check

Adaptability – flexibility in handling

change

MOTIVATING OURSELVES

Achievement orientation – striving to

meet or exceed a standard of excellence

Positive outlook – persistence in

pursuing goals despite obstacles and

setbacks

OTHERSSELF

Socialawareness

Relationshipmanagement

AW

AR

EN

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SA

CT

ION

S

Selfawareness

Selfmanagement

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SOCIAL AWARENESS

TUNING IN

EMPATHY

Sensing others’ feelings and perspectives

Taking an active interest in their concerns

ORGANISATIONAL AWARENESS

Reading a group’s emotional currents and

power relationships

OTHERSSELF

Relationshipmanagement

AW

AR

EN

ES

SA

CT

ION

S

Selfawareness

Selfmanagement

Socialawareness

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RELATIONSHIP MANAGEMENT

MAKING A DIFFERENCE

INFLUENCE

Having positive impact on others

INSPIRATIONAL LEADERSHIP

Inspiring and guiding individuals and

groups

COACH AND MENTOR

Taking an active interest in others’

development needs and bolstering their

abilities

CONFLICT MANAGEMENT

Negotiating and resolving conflict

TEAMWORK

Working with others toward a shared goal

OTHERSSELF

Socialawareness

AW

AR

EN

ES

SA

CT

ION

S

Selfawareness

Selfmanagement

Relationshipmanagement