Emotionla intelligence presentation.ppt [autosaved] [autosaved]

2. EMOTIONAL INTELLIGENCE TRAINING

3. Today’s Training Will Help You Understand emotional intelligence and why it is important to personal and professional success. Recognize five competencies you can work on to increase your level of emotional intelligence. Listen to and employ your emotions for better decision making. Show you care, and build trust by displaying sensitivity and concern. Use your energy and enthusiasm to motivate others.

4. Introductory remarks Success in the workplace is determined less by IQ and more by Emotional Intelligence (EI). EI is necessary for people to work together in harmony towards the organisation’s goals EI is largely learnt. EI is nothing but maturity and character.

5. What is Emotional Intelligence? Emotional intelligence is not about being nice all the time. • It is about being honest. Emotional intelligence is not about being “touchy-feely.” • It is about being aware of your feelings, and those of others. Emotional intelligence is not about being emotional. • It is about being smart with your emotions.

6. “We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.” Daniel Goleman, Ph.D. Working with Emotional Intelligence

7. More potent predictors of career success were Ability to handle frustrations manage own emotions manage own social skills Do you know any highly intelligent people who aren’t socially adept?

8. How do we view emotions? • chaotic • haphazard • superfluous • incompatible with reason • disorganized • largely primitive • resulting from the lack of effective adjustment

9. How do we view emotions? • Arouse, sustain, direct activity • Part of the total economy of • living organisms • Not in opposition to intelligence • Themselves a higher order of intelligence Emotional processing may be an essential part of rational decision making

12. Joy Surprise Sadness Anger Disgust Fear

13. Evolutionary Advantage to Emotion For example: • Fight or flight response • but can basic emotions overwhelm rational thinking?

14. Neurobiology of Rationality Damasio’s work shows how neurobiology can help us understand the role of emotion in thinking. We constantly learn more about this important area. Work like his underlies the concepts of emotional intelligence. • There are less obvious advantages to emotional experience. • Emotion is emerging as an essential contributor to rational decision making.

15. •“Being nice” •Letting feelings hang out” What is Emotional Intelligence (EI)? The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.

16. It is no longer enough to lead by virtue of power alone.

17. Why EI is important • Good leadership works through emotions • Emotions are important because of the open loop nature of the limbic system. • Open loop system depends on external forces to regulate itself. • People rely on connections with others for their emotional stability

18. The Emotional Process and Emotional Intelligence Behavior Awareness of Situation Emotional Arousal Amygdal (triggers emotional response) Neo-Cortex (most recent evolution – complex thought)

19. • Negative emotions must be controlled • Anger, anxiety and depression can divert attention from the task at hand. • An upset person finds it difficult to empathise with others. • On the other hand, positive emotions increase optimism, helpfulness and creativity. • Emotionally intelligent leaders create resonance • Advertisers target our emotions !!!!!!!!!!!!!!!!!!!.

20. • Effective leadership involves a combination of feeling and thought • In many situations, especially during stress and emergency, the emotional centres command the rest of the brain • The ability to sooth the surge of emotions – particularly intense surges – is an important skill.

21. • The brain’s design means that a person has little control over when he or she is swept by an emotional wave. • However, through effort, behaviour change or even medication, individuals can exert control over how long and intensely an emotion will endure.

22. Fundamental Questions 1. What emotional resources do leaders need to thrive amidst chaos and turbulent change? 2. How do leaders create an emotional organizational climate that fosters creative innovations, change, performance, or lasting relationships?

23. Remember! Emotional intelligence is not about being nice all the time. • It is about being honest. Emotional intelligence is not about being “touchy-feely.” • It is about being aware of your feelings, and those of others. Emotional intelligence is not about being emotional. • It is about being smart with your emotions.

24. DISCUSSION “In politics,(workplace) it is much safer to be feared than to be loved.” The prince – The Prince Do You Agree?

25. The Five Essential Competencies Of Emotional Intelligence • Self-Awareness • Self-Regulation • Self-Motivation • Empathy • Effective Relationships Relate to Ourselves Relate to Others

26. Personal Benefits of Emotional Intelligence Greater career success Stronger personal relationships Increased optimism and confidence Better health

27. Professional Benefits of Emotional Intelligence Effective leadership skills Improved communication Less workplace conflict Better problem solving skills Increased likelihood of promotion

28. SELF-ALIGNMENT LEADERSHIP IN THE MIDDLE INTEGRATION WORKING WITH OTHERS Customer Orientation Business Acumen Project Leadership Managing Change Self-Understanding Resiliency Relationship Skills Communication Coaching/Mentoring Actualizing Vision Conflict Management What is Leadership?

29. DISCUSSION Note How Many of the Leadership Competencies Rely On High Emotional Intelligence!

30. Good Leadership The understanding of the nature of leadership has greatly developed during the last few decades. A position of leadership gives one an unusual degree of influence over others.

31. Good Leadership One’s influence may be either positive or negative. Studies in capitalist enterprises show that the actions of the leader account for up to 70 percent of employees’ perceptions of the climate of their organization.

32. Model to Develop Emotional Intelligence

33. How to Become an Emotionally Intelligent Leader? The first step is to envision your ideal. Who do you want to be? What do you want to achieve in life? What do you want to achieve in your work? What do you want to give to the world?

34. Our Limitations To change the world requires great struggle to overcome tremendous obstacles. Yet the greatest obstacles we will face are within: • our own limitations and bondages; • our mental complexes and weaknesses.

35. To Overcome our Limitations • Self-analysis • The spirit of struggle Inner change: • superimpose jealousy with friendliness • hatred with compassion, forgiveness • envy with praise, encouragement • pride, arrogance with humility •

36. The Good - Description Good Boss Visionary Humorous Kind Appreciative Good communicator Clear, precise (communication) Hard worker Empathetic Good team builder Positive Ethical Results-oriented (vs. process)

37. The Bad - Descriptions Bad Boss Disrespectful Belligerent Demeaning Moody Negative Unethical Incompetent Discouraging Self-absorbed Inconsistent direction Vindictive Ego-maniac Prideful Manipulative Paranoid

38. The Good - Feelings Good Boss Empowered Enthusiastic Valued Energized Hopeful, Confident Safe, Relaxed Mutual admiration Respected Motivated to excel

39. The Bad - Feelings Bad Boss Little, small, demeaned Hopeless Stupid Drained Very Stressed Angry Fearful Depressed Unappreciated Incompetent Rebellious Withdrawn Uncooperative Unproductive Eager to sabotage

40. Intent vs. Impact People with highly-developed EI are aware of their IMPACT. They are acutely aware that the impact that behavior has on others can be different from what you intend or expect. People respond to you based upon what they perceive about your behavior, not what you think they perceive.

41. Developing Your Emotional Intelligence Acting With Integrity Difficult choices occur Align choices with core values Negative impact from being “out of alignment”

42. If we knew nothing about a store except that employee attitudes had improved 5%, we could predict that its revenue would rise .5% above what it otherwise would have been. --Sears executive, Harvard Business Review, January, 1998

43. Nine Strategies for Taking the time for mindfulness Recognizing and naming emotions Understanding the causes of feelings Differentiating between emotion and the need to take action Preventing depression through “learned optimism” Managing anger through learned behavior or distraction techniques Listening for the lessons of feelings Using “gut feelings” in decision making Developing listening skills Promoting Emotional Intelligence

45. Discussion • How can we strengthen competencies that are currently less-developed? • How does this information shape the way we guide and interact with others? • How does our understanding of behavior and motivations impact our EI? • How can we use this information to be better leaders?

46. THE END THANK YOU FOR YOUR ATTENTION REMEMBER EI IS THE DIFFERENCE BETWEEN SUCCESS AND FAILURE

47. EXTRA SLIDES EI Components-In more detail

48. EI Components-In more detail. Self awareness Knowing what we are feeling at the moment’ Having a realistic assessment of our capabilities Being self confident Emotional awareness Accurate self assessment Self confidence

49. Self regulation Controlling our emotions so that they do not interfere with the task at hand Self control Trustworthiness Conscientiousness Adaptability Innovation

50. Motivation Moving towards our goals Taking initiative Striving to improve Persevering in the face of setbacks and frustrations Achievement drive Commitment Initiative Optimism

51. Empathy Sensing what people are feeling Understanding their perspective Cultivating rapport Supporting diversity Understanding others Developing others Service Leveraging diversity Political awareness

52. Social skills Handling emotions in social relationships well Persuading and leading Negotiating Settling disputes for cooperation and teamwork Communication Conflict management Leadership Change agent Building bonds Collaboration and cooperation Team capabilities

53. Self Awareness • Emotions can be and often are unconscious as well as conscious. • They begin before we are rationally aware of an oncoming feeling. • Unconscious emotions can have a powerful effect on our thoughts and reactions, even though we are not aware of them. • When we become conscious of these feelings, then we can evaluate and better control them. • Therefore, self-awareness is the foundation for managing emotions, such as being able to shake off a bad mood.

54. Self Awareness • A self-aware person who knows that tight deadlines bring out the worst in him will plan his time carefully and get his work done well in advance. • Someone who is highly self-aware will be able to be firm turning down a job offer that is tempting financially but does not fit with his principles or long-term goals.

55. • How can one recognize self-awareness? • It shows itself as candor and an ability to assess oneself realistically. • People with high self-awareness are able to speak accurately and openly about their emotions and the impact they have on their work • One of the hallmarks of self-awareness is a self-deprecating sense of humor.

56. • Self- aware people know - and are comfortable talking about - their limitations and strengths, and they often demonstrate a thirst for constructive criticism. • Self-aware people know well their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. • They know when to ask for help. • And the risks they take on the job are calculated. They won't ask for a challenge that they know they can't handle alone. • They'll play to their strengths.

57. Emotional awareness • Understanding our emotions • Understanding the links between our feelings and our thoughts and actions • Realising how feelings affect performance

58. Self assessment • Awareness of our strengths and weaknesses • Ability to reflect and learn from experience • Openness to feedback • Sense of humour • Sense of perspective

59. Self confidence • Self assured presence • Voicing unpopular views • Decisiveness even under pressure and uncertainty

60. Self Regulation • Self-mastery and the ability to withstand emotional storms is a valuable competency. • Managing emotions is a full-time job. • Many of the things we do every day, from work to recreation, are attempts to manage mood. • The signs of emotional self-regulation include reflection and thoughtfulness; comfort with ambiguity, change, an ability to say no to impulsive urges.

61. Self control • Controlling impulse • Getting on top of distressing emotions • Staying composed even under pressure • Thinking clearly and staying focused under pressure

62. Trustworthiness • Acting ethically • Reliable and authentic • Ability to admit mistakes • Ability to confront unethical actions • Taking tough principled stands even if they are unpopular

63. Conscientiousness • Meeting commitments • Keeping promises • Self accountable • Organised and careful in the workplace

64. Adaptability • Ability to handle multiple demands and shifting priorities and rapid change • Adapting responses and tactics to fluid circumstances • Flexibility in seeing and interpreting events • Positive and cheerful disposition

65. Innovation • Seeking out new ideas from various sources • Entertaining original solutions to problems • Generating new ideas • Taking fresh perspectives and risks in their thinking

66. Motivation • Positive motivation is crucial to achievement. • Emotions determine motivation levels, ie how people get on in life because they can enhance or limit the capacity to use innate abilities. • Such people seek out creative challenges, love to learn, and take great pride in a job well done. • They also display an unflagging energy to do things better. • They often seem restless with the status quo. • They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work

67. Achievement drive • Result orientation • Setting challenging goals and taking calculated risks • Always looking for ways to improve performance

68. Commitment • Focused on larger organisational goal • Sense of purpose • Aligned with core values of the organisation

69. Initiative • Readiness to seize opportunities • Pursuing goals beyond what is ready or expected • Cutting through red tape and bending the rules when necessary to get the job done • Mobilising others through unusual, enterprising efforts

70. Optimism • Persistence in seeking goals despite obstacles and setbacks • Operating out of hope rather than fear of failure • Seeing setbacks with the right perspective

71. Empathy • Rapport, the root of caring, arises from the capacity for empathy. • Those who can read the feelings of other people are better adjusted, more popular, more outgoing and more sensitive. • These are the people who are more likely to carry different members of the team along.

72. • Empathy doesn't mean adopting other people's emotions as one's own and trying to please everybody. • Empathy means thoughtfully considering employees' feelings - along with other factors - in the process of making intelligent decisions • Empathy is particularly important today as a component of leadership for various reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.

73. Understanding others • Paying attention to emotional cues and listening well • Showing sensitivity and understanding others’ perspectives • Helping others based on their needs and feelings

74. Developing others • Acknowledging and rewarding people’s strengths and accomplishments • Offering useful feedback and identifying people’s needs for further growth • Mentoring and coaching

75. Service orientation • Understanding customer needs • Looking for ways to improve customer satisfaction and loyalty • Gladly offering appropriate assistance • Taking the customer’s perspective

76. Leveraging diversity • Respecting and relating well to people from varied backgrounds • Understanding diverse world views and being sensitive to group differences • Viewing diversity as an opportunity • Challenging bias and intolerance

77. Political awareness • Accurately reading power relationships • Accurately reading organizational and external realities • Understanding the forces that shape the views and actions of clients, customers and competitors

78. Social skills • The ability to express feelings is a key social competence. • Emotions are contagious. People send emotional signals during every encounter and unconsciously imitate the emotions that others emanate. • The better we are at sensing the emotions of others and controlling the signals we send, the more we can control the effect we have on others

79. • Social skill is not just a matter of friendliness. • Social skill is friendliness with a purpose: moving people in the desired direction, whether that's agreement on a new marketing strategy or enthusiasm about a new product. • Socially skilled people tend to have a wide circle of acquaintances. • That doesn't mean they socialize continually; it means they work according to the assumption that nothing important gets done alone.

80. • Such people have a network in place when the time for action comes. • Social skill is the culmination of the other dimensions of emotional intelligence. • People have strong social skills when they can understand and control their own emotions and can empathize with the feelings of others. • Even motivation contributes to social skill.

81. Influence • This involves skills in winning people. • Sometimes it involves over-dramatising some points • Ability to fine tune the pitch to appeal to the listener is important. • It often involves using influence to build consensus and support

82. Communication • Ability to register emotional cues • Good at listening • Information sharing • Receptiveness to bad news

83. Conflict management • Ability to deal with tense situations with diplomacy and tact • Spotting potential conflicts and bringing them out into the open • Encouraging debate and open discussion • Ability to orchestrate win win solutions

84. Leadership • Arousing enthusiasm for a shared vision/mission • Stepping forward to lead as needed regardless of position • Guiding the performance of others while holding them accountable • Leading by example

85. Change management • Recognising the need for change and removing barriers • Challenging the status quo and acknowledging the need for change • Championing the change and enlisting others in its pursuit • Modelling the change expected of others

86. Building bonds • Cultivating and maintaining extensive informal networks • Seeking out mutually beneficial relationships • Building rapport • Maintaining good personal relationships with colleagues

87. Collaboration and cooperation • Balance between task and relationships • Cooperating, sharing plans, information and resources • Promoting a friendly cooperative climate • Spotting and nurturing opportunities for collaboration

88. Team capabilities • Modelling team qualities like respect, helpfulness and cooperation • Drawing all members into active and enthusiastic participation • Building team identity, team spirit and commitment • Presenting the group and its reputation • Sharing credit

89. THE END •THANK YOU FOR YOUR ATTENTION •REMBER EI IS THE DIFERENCE BETWEEN SUCCESS AND FAILURE

90. 92 THANK YOU

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