1. The Emotionally Intelligent Manager NIPM Cochin Chapter Oct 29, 2013

2. A quick Self Assessment

3. Question 1: You are in a meeting when a colleague takes credit for work that you have done. What do you do? a. Immediately and publicly confront the colleague over the ownership of your work. b. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work. c. Nothing, its not a good idea to embarrass colleagues in public. d. After the colleague speaks, publicly thank her for referencing your work and give the group more specific details about what you were trying to accomplish.

4. Question 2: You are a manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overhear someone telling a racist joke. What do you do? a. Ignore it. The best way to deal with these things is not to react. b. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated. c. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization. d. Suggest to the person telling the joke that he go through a diversity training program.

5. Question 3: A discussion between you and your partner has escalated into a shouting match. You are both upset and in the heat of the argument, start making personal attacks which neither of you really mean. What are the best things to do? a. Agree to take a 20-minute break before continuing the discussion. b. Go silent, regardless of what your partner has to say. c. Say you are sorry, and ask your partner to apologize too. d. Stop for a moment, collect your thoughts, then restate your side of the case as precisely as possible.

6. Question 4: You have been given the task of managing a team that has been unable to come up with a creative solution to a work problem. What is the first thing that you do? a. Draw up an agenda, call a meeting and allot a specific period of time to discuss each item. b. Organize on off-site meeting aimed specifically at encouraging the team to get to know each other better. c. Begin by asking each person individually for ideas about how to solve the problem. d. Start out with a brainstorming session encouraging each person to say whatever comes to mind, no matter how wild.

7. Question 5: You have recently been assigned a young manager in your team and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. What do you do? a. Accept that he does not have what it takes to succeed here and find others in your team to take on tasks. b. Get an HR manager to talk to him about where he sees his future in the organization. c. Purposely give him lots of complex decisions to make so that he will become more confident in the role. d. Engineer an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.

8. Scoring Q-1: a: 0 points; b. 5 points; c. 0 points; d. 10 points Q-2: a. 0 points; b. 5 points; c. 10 points; d. 5 points Q-3: a. 10 points; b. 0 points; c. 0 points; d. 5 points Q-4: a. 0 points; b. 10 points; c. 0 points; d. 5 points Q-5: a 0 points; b. 5 points; c. 0 points; d. 10 points

9. Jack Mayer David Caruso Peter Salovey Daniel Goleman

10. This is not going to be an Academic Exercise! There are numerous theories of EI A number of researchers have worked on it Im not one of them! (But, its on the anvil!) We only are going to discuss how EI can be used in the organisational context the books I have read on the subject and the people I have worked with.) How can EI by used to GET WORK DONE?

11. Emotional Intelligence refers to the capacity for understanding our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships. - Daniel Goleman (1998)

12. Four Branches of Emotional Intelligence - Peter Salovey and John D. Mayer Perceiving Emotions: Sensing the presence Reasoning With Emotions: Usage while thinking Understanding Emotions: What is the basis Managing Emotions: Regulation & Response www.company.com

13. Daniel Golemans EI Theory Internal Motivation www.company.com

14. What is the 90:10 rule?

15. A travel story A journey by air: You are on vacation The wait at the airport The pick-up doesnt arrive on time Check-in is a messy affair Room Service is delayed & they bring the wrong stuff The cruise boat breaks down What is role of emotions in the above events? . And the Result???? www.company.com

16. At Work A typical scene at the office You asked a team member for an important report He comes in late the tyre was punctured He doesnt have the data ready for compilation You are not able to submit the report on time You get a mouthful from your superior Imagine the Emotion Overload! All day an endless array of EMOTIONS are on display www.company.com

17. Toxic Zone! Loses good people to Anger! Wins the argument loses the person! Mr. Know-all! Doesnt give credit Wont appreciate people Why? Insecurity? Insensitivity? Upbringing?

18. What portion of the decisions you make at work are Emotional versus Rational?

19. How does low EQ show up at work? Blaming others Victim statements such as If only he would . . . An inability to hear critical feedback Diverse opinions that arent welcomed or valued Passive, aggressive or passive-aggressive communication Leaders who dont listen & become out of touch with their team Managers who dont appreciate, recognise or develop people IS SOMEONE CALCULATING THE COST??? Delay, Rework, Conflict, Re-recruitment Cost, Whispers in the Pantry, Dip in Performance, Stress, Customer Dissatisfaction! www.company.com

20. As managers and business executives we have often asked ourselves the following questions: Why do certain employees get into accidents more often than others? Why do they violate company ethics and policies? Why do they ignore the rules of the organization? Why do they use illegal drugs while on the job? Why do different employees respond differently to challenges? Why do some people cause conflict while others are good at resolving it? Why do they put self-interest ahead of the organizational values? Why do some salespeople win new business with ease while others struggle to do so even though they seem to be putting the effort? www.company.com

21. Personal Competencies Competencies that Determine How We Manage Ourselves

22. Self Awareness Knowing one's internal states, preferences, resources, and intuitions. This competency is important in the workplace for the following reasons. Emotional awareness: recognizing one's emotions and their effects and impact on those around us Accurate self-assessment: knowing one's strengths and limits Self-confidence: sureness about one's self-worth and capabilities www.company.com

23. Self Regulation Managing one's internal states, impulses, and resources. This competency is important in the workplace for the following reasons. Self-control: Managing disruptive emotions and impulses Trustworthiness: Maintaining standards of honesty and integrity Conscientiousness: Taking responsibility and being accountable for personal performance Adaptability: Flexibility in handling change Innovation: Being comfortable with an openness to novel ideas, approaches, and new information www.company.com

24. Self Expectations & Motivation Emotional tendencies that guide or facilitate reaching goals. This competency is important in the workplace for the following reasons. Achievement drive: striving to improve or meet a standard of excellence we impose on ourselves Commitment: aligning with the goals of the group or organization Initiative: readiness to act on opportunities without having to be told Optimism: persistence in pursuing goals despite obstacles and setbacks www.company.com

25. Social Competencies Competencies that Determine How We Handle Relationships

26. Intuition & Empathy. Our awareness of others' feelings, needs, and concerns. This competency is important in the workplace for the following reasons. Understanding others: An intuitive sense of others' feelings and perspectives, and showing an active interest in their concerns and interests Customer service orientation: The ability to anticipate, recognize, and meet customers' needs People development: Ability to sense what others need in order to grow, develop, and master their strengths Leveraging diversity: Cultivating opportunities through diverse people www.company.com

27. Influence & Social Skills. Our adeptness at inducing desirable responses in others. This competency is important in the workplace for the following reasons. Influencing: Using effective tactics and techniques for persuasion and desired results Communication: Sending clear and convincing messages that are understood by others Leadership: Inspiring and guiding groups of people Change catalyst: Initiating and/or managing change in the workplace Conflict resolution: Negotiating and resolving disagreements with people Building bonds: Nurturing instrumental relationships for business success Collaboration and cooperation: Working with coworkers and business partners toward shared goals Team capabilities: Creating group synergy in pursuing collective goals Essentially what we call SOFT SKILLS! www.company.com

28. Proof One study of 44 Fortune 500 companies found that salespeople with high EQ produced twice the revenue of those with average or below average scores. Technical programmers demonstrating the top 10 percent of emotional intelligence competency were developing software three times faster than those with lower competency. Another corporation measured that the productivity difference between their low scoring emotional intelligence employees and their high scoring emotional intelligence employees was 20 times.

29. More Proof One other study in the construction industry yielded results showing workers with low emotional intelligence had a higher likelihood of getting injured while on the job. A large metropolitan hospital reduced their critical care nursing turnover from 65 percent to 15 percent within 18 months of implementing an emotional intelligence screening assessment.

30. The caring Ears! - Power of Listening

31. Being a more EI Manager Embrace Differences to Make a Big Difference Genuinely Care About People Help Employees Experience Significance Be Accountable Like Everyone Else Be Mindful of Their Needs

32. Coping with Emotions Consider the situation from someone elses perspective Take a more realistic look at your situation. Look at the situation as though it happened a long time ago can remove some of the shock and intensity. Focus on the situation, not the emotion. Try to see the situation realistically, not as totally bad. Be optimistic. Use humor. www.company.com

33. Managing Your Emotions in the Workplace - Working with People You Dont Like Know your work style. Know your feelings. Pick a time of day. Choose a place. Plan ahead. Keep it short. Be professional. www.company.com

34. Characteristics of a person with high EQ High self-esteem / self-worth Knows own strengths and weaknesses Able to assess own capabilities Able to handle pressure Ability to handle negative feedback Taking responsibility for ones actions & words Assertive in Communication / Good listeners Able to deliver bad news with sensitivity Aware of consequence / impact of actions Consistency / Honesty / Integrity / Empathy www.company.com

35. Relevance of Emotional Intelligence Being used increasingly in recruitment The differentiator between success and failure Decisions have greater clarity Improved Customer Satisfaction / fewer errors Higher employee satisfaction and retention Long term organizational success

36. So, its established that, in the organizational context, Managers with higher levels of Emotional Intelligence (higher EQ) .. - Produce Consistently Better Results!! - Are seen as Leaders worth following! The Emotionally Intelligent Manager