Emotional Intelligence: - PDF Free Download

Emotioal Itelligece: Leadership Developmet Ceter The New Measure of Leadership October 2006 Preseted by: Elizabeth C.S. Jamiso Director, Leadership Developmet Ceter Radford Uiversity 2006 All Rights Reserved Leadership Developmet Ceter

Ageda Icebreaker: Spreadig Irritatio Busiess Case for EI What is it? Quick Quiz Workplace Impact EQ at Your Workplace

Spreadig Irritatio

Ak Ask yourself Are you spreadig irritatio i your workplace?

Emotioal Cotagio How fast do emotios travel i your workplace?

Cosider the followig Characteristics of Characteristics of a good maager poor maager Feeligs workig for a good maager What do you wat to do/ot do? Feeligs workig for a poor maager What does this cause you to do/ot do? Whe people feel good about the perso they report to, they feel better about the compay they work for employees do ot leave compaies they leave bosses. Beecham ad Grat

The Busiess Case for EQ Lesso 1: Other people s behaviors ca affect our feeligs Lesso 2: Our feeligs ca ifluece our performace Lesso 3: Performace ca be ehaced through positive Performace ca be ehaced through positive behaviors

What is EQ? Essetially, EQ theories Seek to uderstad d how idividuals id perceive, uderstad, utilize ad maage emotios i a effort to predict ad foster persoal effectiveess.

How it all bega IQ just was t eough Itroductio of social psychology Popularizatio through h Daiel Golema s Emotioal Itelligece

Emotioal Itelligece is a form of social itelligece that ivolves the ability to moitor oe s ow ad other s feeligs ad emotios, to discrimiate amog them, ad to use this iformatio to guide oe s thikig ad actio (Salovey & Mayer, 1990)

Golema s EQ Model* Self EQ Awareess Maagemet Self-Motivatio Q EQ = Emotioal Itelligece Social Awareess Maagemet (Empathy) *D. Golema, Emotioal Itelligece (New York: Batam Books, 1995)

So what? EI predicts star performace Potetial to foster a positive ethical outlook Tool to improve job performace

Value of EI at Work At Metlife: Optimists sold 37% more isurace i first 2 years tha pessimists. Hired special group who scored high o optimism, but failed ormal screeig. Outsold pessimists by 21% i year oe Outsold pessimists by 57% i year two Outsold average aget by 27% Ehace Creativity

Have you ever said Creativity Killers A good idea, but... The old timers wo't use it. We've bee doig it this way for a log time ad it works. Why has't someoe suggested it before if it's such a good idea? Let's sit o it for a while. Be practical. We've ever doe it that way. Ahead of the times. Let's form a committee. Costs too much. Too hard to admiister. Let's take a survey first.

Value of EI at Work (cotiued) I a study of store maagers: Ability to hadle stress predicted Net profits per square foot Sales per employee Net profits per dollar of ivetory ivestmet (Lusch & Serpkeci 1990) Addressig toxic maagers Executive derailmet People just like you better (Lubit 2003)

How do you measure up? Quick Quiz http://ei.haygroup.com/resources/default_ieitest.htm

1. You are o a airplae that suddely hits extremely bad turbulece ad begis rockig from side to side. What do you do? a) Cotiue to read your book or magazie, or watch the movie, tryig to pay little attetio to the turbulece. 10 b) Become vigilat for a emergecy, carefully 10 moitorig the stewardesses ad readig the emergecy istructios card. c) A little of a & b 10 0 0d) Not sure ever oticed

2. You are i a meetig whe a colleague takes credit for work that you have doe. What do you do? a) Immediately ad publicly cofrot the colleague over the owership of your work. 0 5 b) After the meetig, take the colleague aside ad tell her that you would appreciate i the future that she credits you whe speakig about your work. 0 c) Nothig, it's ot a good idea to embarrass colleagues i public. d) After the colleague speaks, publicly thak her for 10 referecig your work ad give the group more specific detail about what you were tryig to accomplish.

3. You are a customer service represetative ad have just gotte a extremely agry cliet o the phoe. What do you do? 0 0 a) Hag-up up. It does't pay to take abuse from ayoe. b) Liste to the cliet ad rephrase what you gather he is feelig. 5 0c) Explai to the cliet that he is beig ufair, that you are oly tryig to do your job, ad you would appreciate it if he would't get i the way of this. d) Tell the cliet you uderstad how frustratig this must be for him, ad offer a specific thig you ca do to help him get his problem resolved. 10

4. You are a college studet who had hoped to get a A i a course that was importat for your future career aspiratios. i You have just foud out you got a C- o the midterm. What do you do? a) Sketch out a specific pla for ways to improve your 10 grade ad resolve to follow through. 0 b) Decide you do ot have what it takes to make it i that career. c) Tell yourself it really does't matter how much you 5 do i the course, cocetrate istead o other classes where your grades are higher. h d) Go see the professor ad try to talk her ito givig 0 you a better grade.

5. You are a maager i a orgaizatio that is tryig to ecourage respect for racial ad ethic diversity. You overhear someoe tellig a racist joke. What do you do? a) Igore it - the best way to deal with these thigs is ot to react. 0 b) Call the perso ito your office ad explai that their behavior is iappropriate ad is grouds for discipliary actio if repeated. 5 10 c) Speak up o the spot, sayig that such jokes are iappropriate ad will ot be tolerated i your orgaizatio. d) Suggest to the perso tellig the joke he go through a diversity traiig program. 5

6. You are a isurace salesma callig o prospective cliets. You have left the last 15 cliets empty-haded. What do you do? 0a) Call it a day ad go home early to miss rush-hour traffic. 10 b) Try somethig ew i the ext call, ad keep pluggig away. d) List your stregths ad weakesses to idetify 5 what may be udermiig i your ability to sell. 0 e) Sharpe up your resume.

7. You are tryig to calm dow a colleague who has worked herself ito a fury because the driver of aother car has cut dagerously close i frot of her. What do you do? 0 a) Tell her to forget about it-she's OK ow ad it is o big deal. 0b) Put o oe of her favorite tapes ad try to distract her. 5 c) Joi her i criticizig the other driver. d) Tell her about a time somethig like this happeed to you, ad how agry you felt, util you saw the other driver was o the way to the hospital. 10

8. A discussio betwee you ad your parter has escalated ito a shoutig match. You are both upset ad i the heat of the argumet, start makig persoal attacks which either of you really mea. What is the best thig to do? 10a) Agree to take a 20-miute break before cotiuig the discussio. i 0b) Go silet, regardless of what your parter says. c) Say you are sorry, ad ask your parter to apologize too. 0 0 d) Stop for a momet, collect your thoughts, the restate t your side of the case as precisely as possible.

9. You have bee give the task of maagig a team that has bee uable to come up with a creative solutio to a work problem. What is the first thig that you do? 0 a) Draw up a ageda, call a meetig, ad allot a specific period of time to discuss each item. b) Orgaize a off-site meetig aimed specifically at 10 ecouragig the team to get to kow each other better. c) Begi by askig each perso idividually how to 0 solve the problem. d) Start out with a braistormig sessio, ecouragig 5 each perso to say whatever comes to mid, o matter how wild.

10. You have recetly bee assiged a youg maager i your team, ad have oticed that he appears to be uable to make the simplest of decisios without seekig advice from you. What do you do? a) Accept that he 'does ot have what it take to succeed 0 aroud here' ad fid others i your team to take o his tasks. 5b) Get a HR maager to talk to him about where he sees his future i the orgaizatio. c) Purposely give him lots of complex decisios to make so that he will become more cofidet i the role. 0 d) Egieer a ogoig series of challegig but 0 maageable experieces for him, ad make yourself available to act as his metor. 10

Sum it up

How do you recogize high EQ people? l? 1. Moitor themselves. 2. Maage their emotios. 3. Draw o resources to stay motivated. t 4. Develop effective commuicatio skills. 5. Develop iterpersoal expertise. 6. Help others help themselves. 7. Live their visio.

EI & Leadership: Why Now? New leadership expectatios New followers New eviromet

Emotioal Itelligece (EQ): Skill EQ is ot simply iate EQ Qca be: Leared Developed Ehaced

Promotig Workplace EI Four Phases: Pavig the Way Doig the Work of Chage Ecouragig Trasfer ad Maiteace of Chage Evaluatig Chage

Force Field Aalysis Your Workplace EQ Competece Drivig Forces Restraiig Forces