Emotional Intelligence

Emotional Intelligence (EI)

Darwin heritage - importance of reading emotional

expression for survival (limbic system – amygdala). Modern concept - David McClelland, Harvard

University in early ’70’s. Commercialized by Daniel Goleman books:

Emotional Intelligence Working with Emotional Intelligence Primal Leadership Social Intelligence

Concept

Primal Leadership Thesis

…primal leadership operates at its best through emotionally intelligent leaders who create resonance. Chapter 3, The Neuroanatomy of Leadership, page 38

Resonance, in terms of brain function, means that people’s emotional centers are in synch in a positive way. Chapter 3, page 33

� All leadership includes this primal dimension [empathy]…� …outstanding leaders used ‘three’ times more humorous

comments (1 every 4 minutes) than the average leaders. page 34.

� Stars* distinguishing competencies1. Drive to achieve results2. Ability to take initiative3. Collaboration and teamwork4. Ability to lead teams

*Stars – top 10-15% revenue growth and return on sales

Why does E.I. matter? - Daniel Goleman

EI is TWICE as important as cognitive skills for success.We learn EI from motivation, behavior practice, and feedback – the essence of coaching.EI increases with age.I.Q. …leaves 75% - 96% of job success unexplained…it does not determine whosucceeds and who fails.

What Makes a Leader? - Daniel Goleman

SELF-AWARENESS of moods, emotions and drivers effects on others

SELF-REGULATION of emotions and behaviors.

�Reflection & thoughtfulness�Comfort with ambiguity &

change�Integrity�Ability to say no to impulses

MOTIVATION - Driven to achieve

�Passion�Energy

EMPATHY�Consider feelings of others in

decisions�Global cultural differences�Retention of talent

SOCIAL SKILL�Manage relationships & build

rapport�Manage teams

E.I. Model

SELF AWARENESS Emotional Self-Awareness Accurate Self-Assessment Self-Confidence

SOCIAL AWARENESS Empathy Organizational

Awareness Developing others Diversity

SELF MANAGEMENT Self-control Adaptability Trustworthiness Innovation

RELATIONSHIP MANAGEMENT

Leadership Influence Change Catalyst Communication Team building

PERSONAL COMPETENCE (Internal)

SOCIAL COMPETENCE (External)

E.I. Skill-building = Effectiveness

SELF-AWARENESS Aware of my thoughts

and feelings. Know my strengths

and weaknesses. Accountable. Learn from experience. Confident.

SELF-MANAGEMENT Manage my thoughts

and feelings. Work from my strengths. Manage my weaknesses. Manage stress. Manage my behaviors.

plus

is related

to

RELATIONSHIP MANAGEMENT Understand others. Respect personal boundaries. Build positive change together. Create real teams.

SOCIAL AWARENESS Listening 100% to others. Empathize. Appreciate differences. Serve and develop others.

Which enables

PERSONAL AND INTERPERSONAL EFFECTIVENESS Achieve respect, success, and satisfaction. Help other achieve.

andresultsin

The most desirable management capabilities: Listening & oral communication skills (EI). Adaptability & creative responses to setbacks (EI). Personal management, confidence, goal motivation, pride in

accomplishments (EI). Group & interpersonal effectiveness, teamwork, negotiation skills (EI). Organizational effectiveness contribution, leadership potential (EI). Competence in reading, writing, math (IQ).

National Employer Survey

E.I. can be learned & improved

Understand leadership, and what makes a great leader (e.g., servant leadership by Robert K. Greenleaf).

Practice self-awareness, empathy, new behaviors, & serve/develop others.

Demonstrate 100% listening, seek to understand, build positive change with others, & support teammates.

Why Should Anyone be Led by You?

- Robert Goffee & Gareth JonesWhat do you think about their assertions?

…that Good Leaders:Selectively show their weaknessesRely on intuitionUse ‘tough empathy’Reveal & use their differences

How can you manage Dissonance?- Resonant Leadership by Boyatzis &

McKeeResonant Leadership

Chronic Stress

Dissonance

Sacrifice Syndrome

Emotional Intelligence Appraisal

How did you score overall?Page 12

90-100 = competent 80-89 = some areas for improvement 70-79 = more areas for improvement 60-69 = credibility needs addressing > 59 = effectiveness may be an issue

SELF AWARENESS SECTIONPage 5 – top half

1. Confident in abilities2. Admit shortcomings3. Understand emotional behavior4. Understand impact of your behavior5. Realize when others influence behavior6. Realize your responsibility for behavior

Self ManagementPage 5 – bottom half

7. Can be counted on8. Handle stress well9. Embrace change10. Tolerate frustration11. Consider options12. Optimize situations13. Self regulation14. Regretful behavior15. Ignore people when upset

Social AwarenessPage 6 – top half

16. Open to feedback17. Recognize other’s feelings18. Recognize room mood19. Listen carefully20. Socially withdrawn

Relationship ManagementPage 6 – bottom half

21. Address directly in difficult situations22. Get along23. Communicate well24. Show caring25. Handle conflict well26. Be sensitive to other’s feelings27. Learn about others28. Explain self to others

EI Action PlanningPages 19-27

A “coaching” approach Coaching from others Self-coaching

Modeling othersGetting feedback