Emotional Intelligence

Key to Advancing a Career in Supply Chain Management

11th Annual Supply Chain Management Conference March 11, 2015

Grand Rapids, MI

Kathy Lyall ASQ- CQE, CQA, CQM-OE, CSSBB

Agenda

What you will learn:

1. The definition of Emotional Intelligence

2. Why Emotional Intelligence is so important in the workplace

3. How the brain works

4. About the five components of Emotional Intelligence

5. What you can do to increase your Emotional Intelligence

Why EQ?

IQ:

Ability to

Learn

EQ:

Manage Behavior

to Achieve Results

Personality:

Style

“75% of careers are

derailed for reasons

related to emotional

competencies,

including inability to

handle interpersonal

problems;

unsatisfactory

leadership during

times of difficulty;

inability to adapt to

change or elicit

trust.”

“The Emotional Intelligence Quick Book: Everything you need

to know to put your EQ to work” by Bradberry & Greaves

(2003)

Emotional Intelligence (EI)

Definition: “Emotional Intelligence is, “that aspect of human

intelligence that governs our ability to recognize, understand,

control and use emotions in solving problems of a personal and

interpersonal nature.” (Bar-On, 2007, p.27)

Fact: EQ is a pivotal factor in personal and professional

success.

IQ vs. EQ

Intelligence Quotient: a score derived from standardized tests,

designed to assess human intelligence.

• Phrase coined by German psychologist William Stern (1912)

• Predictor of educational achievement

• Indicator of the cognitive complexity a person can manage

• Used by employers to screen candidates

• Cognitive jobs such as accountant or physician require IQ ≥ 115

IQ vs. EQ

Emotional Intelligence (EQ): the ability to perceive, control, and

evaluate emotions.

• Concerned with understanding oneself and others, relating to

people, and adapting to and coping with the immediate

surroundings.

• EQ sets apart which professionals, scientists will be the best

leaders.

Why Employers Favor EQ

• Careerbuilder.com published a study that stated 71% of

employers value EQ over IQ.

• Studies have shown that employees with a high level of EQ

are more likely to succeed, than those that are just technically

competent.

• EQ predicts work performance 3 times better than IQ.

• An analysis of 286 organizations found that 18 of 21

competencies in their model for distinguishing superior from

average performers were EQ based.

Case Study

Stryker:

• Headquartered in Kalamazoo, MI

• Global Leader in Medical Technology

• $9B Sales in 2013

• 22,000 employees world wide

Screening Candidates

• Gallup Interview

• A predictor of success at Stryker

Evaluating Performance

• Annual Performance Appraisals

– Evaluate Performance (Results)

– Evaluate Competencies (Behaviors)

• Competencies are behaviors that distinguish effective performers

from ineffective performers

– Ability to bring people together and motivate a team

– Ability to build trust and foster productive relationships

– Demonstrate resilience and perform under pressure

– Have courage to make decisions

– Have strength to persevere through adversity

• Behaviors that prevent individuals from advancing

– Fear

– Avoid conflict & challenge

– Negativity

– Blaming other

Words Commonly Used to Describe Performance

5 Components of EI

I. Self-awareness

II. Self-regulation

III. Motivation

IV. Empathy

V. Social Skill

These qualities may seem “soft” and un-busineslike, but

Goleman’s research found direct ties between EQ and

measurable business results. The most effective leaders and

individual contributors all have a high degree of EQ.

Self-Awareness

Definition: Knowing one’s emotions, strengths, weaknesses,

drives, values, and goals – and their impact on others.

Characteristics:

• Self confidence

• Realistic self-assessment

• Self-depreciating sense of humor

• Thirst for constructive criticism

Example: An employee knows that tight deadlines bring out the

worst in him, so he plans his time to get work done well in

advance.

Self-Awareness Strategies

• Get to know yourself under stress

• Observe the ripple effect from your emotions

• Seek feedback

• Have a “best friend at work”

• Create an individual development plan

• Know what you are great at

• Pay attention to the compliments you receive

• Do people perceive you as positive or negative?

Self-Regulation

Definition: Controlling or redirecting disruptive impulses and

moods.

Characteristics:

• Trustworthiness

• Integrity

• Comfort with ambiguity and change

Example: When a team botches a presentation, its leader resists

the urge to scream. Instead, she considers possible reasons for

the failure, explains the consequences to her team, and explores

solutions with them.

Self-Regulation Strategies

• Smile more

• Count to 10

• Sleep on it

• Save a heated e-mail in draft

• Take control of your self-talk

• Visualize yourself succeeding

• Put a mental recharge into your schedule

• Make your goals public

Motivation

Definition: Being driven to achieve for the sake of achievement.

Characteristics:

• A passion for the work itself and for new challenges

• Unflagging energy to improve

• Optimism in the face of failure

Example: An Operations team misses their shipment target 3

months in a row. In stead of blaming external circumstances, the

Plant Manager develops a turn around plan and re-energizes the

team.

Motivation Strategies

• Invest time to really get to know someone

• Ask others what they find most satisfying about their work

• Ask others what motivates them

• Ask others how they like to be recognized

Empathy

Definition: Considering others’ feelings, especially when making

decisions.

Characteristics:

• Expertise in attracting and retaining talent

• Ability to develop others

• Sensitivity to cross-cultural differences

Example: An American Supplier Quality Engineer pitches a

development plan to a Japanese supplier. She interprets the

supplier’s silence as disapproval. The consultant reads the

suppliers’ body language and senses interest. The SQE

continues to build rapport with the supplier.

Empathy Strategies

• Practice the art of listening

• Try to see things from their perspective, try to understand what

they are feeling

• When you ask someone how they are doing, stop and really

listen to their response

• When you care, show it

• Tackle a tough conversation

• Build trust

Social Skill

Definition: Managing relationships to move people in desired

directions.

Characteristics:

• Effectiveness in leading change

• Persuasiveness

• Extensive networking

• Expertise in building and leading teams

Example: A manager wants his company to adopt a better MRP

system. He finds kindred spirits and assembles a de facto team

to create a prototype. He persuades allies in other divisions to to

fund the company’s participation in a relevant convention. His

company invests in a new ERP system – and puts him in charge

of it.

Social Strategies

• Greet people by name

• Observe body language

• Don’t take notes at a meeting

• Don’t use smart phones/tablets at a meeting

• Plan ahead for social gatherings

• Observe how people dress, carry themselves, etc.

• Live in the moment

• Watch for EQ at the movies

Conclusion

• Emotional Intelligence and IQ are distinct yet complimentary

forms of our overall intelligence.

• Being intelligent about emotions means that we can perceive

and use emotions to create optimal relationships and produce

desired outcomes.

• Emotional intelligence can be learned and strengthened.

• No matter where we fall on the spectrum of emotional

intelligence, we should continually assess our strengths and

weaknesses, and strive to improve this critical skill set

Q&A

References Bradberry, Travis, Jean Greaves, & Patrick Lencioni. The Emotional

Intelligence Quick Book: Everything You Need to Know to Put Your EQ to

Work. New York: Fireside, 2003. Print.

Bradberry, Travis, and Jean Greaves. Emotional Intelligence 2.0. San Diego:

Talent Smart, 2009. Print.

Goleman, Daniel. Emotional Intelligence: Why It Can Matter More Than IQ.

New York: Bantam Books, 1995. Print.

Goleman, Daniel. “Leadership That Gets Results.” Harvard Business Review

Apr. 2000: 78-90. Print.

Goleman, Daniel, Richard Boyatzis and Annie McKee. Primal Leadership:

Realizing the Power of Emotional Intelligence. Boston: Harvard Business

School Publishing, 2002. Print.

Goleman, Daniel. “What Makes a Leader?” Harvard Business Review Jan.

2004: 82-91. Print.