Emotions Drive Our Performance by Sandra Van Den Ordel

Emotional Intelligence

Presented by Sandra Van Den Ordel

May 2014

Setting the Scene

Setting the Scene

WHAT IS EQ?

Optimising Personal Effectiveness

SELF AWARENESS

“Success in the knowledge economy comes to those who know themselves – their strengths, their values, and how they best perform.”

Peter Drucker, 1999

Business Leaders With High EQ

Jack Welch, Chairman of GE: “A leader’s intelligence has to have a strong emotional component. He has to have high levels of self-awareness, maturity and self-control. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” http://ncra.info/docs/WinningTeams/The%20Case%20for%20EQ%20Jack%20Welch.pdf

A talent for dealing with people tops the list of important business skills, according to Jamie Dimon, CEO of JPMorgan Chase. “It’s not IQ that leads to success,” he said. “EQ is more important: emotional intelligence, social skills, how you relate, can you get things done. That’s what makes a difference, especially in management.”

http://www.chicagobooth.edu/news/2007-03-16_dimon_fireside.aspx


Richard Branson: Developing staff through praise and recognition and having fun are also important ingredients of Branson’s philosophy on leadership. Branson’s high level of heart centred emotional intelligence is evident in all the amazing inspiring things that he has done and continues to do.

http://www.the-coaching-academy.com/blog/coaching-articles/leading-with-heart-centred-emotional-intelligence---dee-harding.html


Indra Nooyi, CEO of PepsiCo has not only led her company to record financial results but is making strides to move PepsiCo in a healthier direction... She is deeply caring and committed as a senior executive. http://www.forbes.com/sites/davidkwilliams/2012/07/24/top-10-list-the-greatest-living-business-leaders-today/


Brand Pretorius Ex-CEO McCarthy Limited South Africa: “If you cannot manage yourself it is impossible to lead others effectively. It is vital that leaders must have sufficient Emotional Intelligence (EQ) in that leaders need to be able to both understand and manage their own emotions and cultivate good relationships with others.” http://durbanchamber.com/profiles/blogs/a-leader-among-men-brand-pretorius


• Throughout life we need to continue to work on our leadership and self-awareness around the following framework:

• Our ‘heads’ - emotional intelligence, compassion, insight and knowledge.

• Our ‘hearts’ - principles and values. • Our ‘hands’ - how we conduct ourselves

and how we behave and interact with others • Leadership magic happens when our ‘heads’

and ‘hands’ meet, but we need to know that the fountain to leadership is our hearts.


Sheryl Sandberg: COO of Facebook: Combined with her efficiency is her EQ, an uncanny grasp of how people feel. As Zuckerberg puts it, “She’s unique in that she has an extremely high IQ and EQ, and it’s just really rare to get that in any single person.” http://ideas.time.com/2013/03/07/confidence-woman/3/


Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act.

It shapes our interactions with others and our

understanding of ourselves.

It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of

the "success" in our lives."

Handle With Care: Emotional Intelligence Activity Book by Freedman et al

A Definition of EQ

Emotional-social intelligence is a cross-section of interrelated emotional and social competencies

and skills that determine how effectively we understand and express ourselves, understand others and relate with them, and cope with daily

demands.

Dr Reuven Bar-On, 2005

A Definition of EQ

Why Measure EQ?

The measurement of emotional intelligence in the workplace is the first step toward improving it.

By understanding the strengths and weaknesses of

[yourself, your] teams and employees, you can systematically work toward increasing

the skills that count.

Dr Reuven Bar-On

The ROI on EQ Development EQ Advantage (2004)

• Organisational ROI: increased innovation, productivity, customer service and happy employees

• Team ROI: exceptional communications, positive dynamics, team flexibility, accountability, synergy

• Individual ROI: self-aware individuals who maintain integrity while managing emotions and impulses; an understanding of others as well as an ability to positively influence

WHY DOES EQ MATTER IN THE WORKPLACE?

“75% of careers are derailed for reasons related to emotional competencies, including inability to

handle interpersonal problems; unsatisfactory team leadership during times of difficulty or conflict; or

inability to adapt to change or elicit trust.”

— The Center for Creative Leadership

EQ in the Workplace

EQ and Sales And we’re all in the business of selling something …

• Human connections make or break a sale • You can be prepared, with a smooth pitch, and an

impressive presentation, but if a personal connection is missing, the window of opportunity will close

• Effectiveness in sales requires the use of various EQ dimensions: self-awareness, self-regulation, empathy and social skills

• Research has determined that EQ is a key predictor for overall success in business

Richard Boyatzis

UNDERSTANDING THE EQ MODEL

The EQ-I 2.0® Model

Important to Remember:

• Process of self development starts with raising self awareness and determining actions to improve your level of effectiveness

• Areas of higher skill celebrated and used to make the most of them

• Areas of lower skill are opportunities for enrichment

• An assessment is only one source of information

Self-Perception Self-Regard Self-Actualization Emotional Self-Awareness

Interpersonal Interpersonal Relationships Empathy Social Responsibility

Self-Expression Emotional Expression Assertiveness Independence

Decision Making Problem Solving Reality Testing Impulse Control

Stress Management Flexibility Stress Tolerance Optimism

The EQ-i 2.0 Subscales

Self-Perception Self-Regard Self-Actualization Emotional Self-Awareness

Interpersonal Interpersonal Relationships Empathy Social Responsibility

Self-Expression Emotional Expression Assertiveness Independence

Decision Making Problem Solving Reality Testing Impulse Control

Stress Management Flexibility Stress Tolerance Optimism

Critical EQ-i 2.0 Subscales for Business Owners

Self-Regard

• Respecting oneself while understanding and accepting one’s strengths and weaknesses

• Often associated with feelings of inner strength and self-confidence

LOW HIGH Unsure of self Self-assured

Lack of self-respect Accepting of self

Low self-esteem High self-esteem

Unhappy with physical appearance

Good sense of self

Not confident Confident

Inner strength

Fulfilled

Self-Regard

Possible risks of very high scores

Arrogant

Complacent

Takes information in, but does nothing with it

Egotistical

May ignore feedback

Sees no need for further growth

Interpersonal Relationship

• Ability to develop and maintain mutually satisfying relationships that are characterized by trust and compassion

Interpersonal Relationships

LOW HIGH Is not comfortable with getting close to others

Ability to establish mutually satisfying relationships

Not giving Ability to give and take affection and intimacy

Not interested in relationships Maintains relationships over time

Not able to share feelings Looks positively at social change

Loner Feels at ease in social situations

Standoffish

Possible risks of very high scores Struggles when working alone

Socialising impedes work

Problem Solving

• Ability to find solutions to problems in situations where emotions are involved

• Includes the ability to understand how emotions impact decision making

Problem Solving

LOW HIGH Jumps into solution Gathers information first, weighs

pros and cons where permitted Flies by seat of pants Can identify and solve problems Uses unstructured strategy

Uses a systematic approach

Can apply emotional information to help

Can draw on past experiences

Possible risks of very high scores Disconnect from others

May not pay enough attention to emotions

Over-controlled emotions

May lack an emotional driving force

Reality Testing • Capacity to remain

objective by seeing things as they really are

• Involves recognizing when emotions or personal bias can cause one to be less objective

Reality Testing

LOW HIGH

Tuned out Tuned into environment

Unrealistic Can assess life situations fairly accurately

Disconnected Grounded

Easily Swayed Objective


Pessimist

Lack of vision

Deflates enthusiasm of team

Too black and white

Kills good ideas

Over-analytical

Cynical

Impulse Control

• Ability to resist or delay an impulse, drive or temptation to act

• Involves avoiding rash behaviors and decision making

Impulse Control

LOW HIGH Explosive Composed

Unpredictable Patient

Reactive Ability to delay or resist an impulse

Easily frustrated

High tolerance for frustration

Aggressive

Possible risks of very high scores Lack of spontaneity

Hard to be “in the moment”

Over-controlled

Slow reaction time

May be a “pressure cooker”

Stress Tolerance

• Coping with stressful or difficult situations and believing that one can manage or influence situations in a positive manner

Stress Tolerance

LOW HIGH Lacking or ineffective coping mechanisms

Effective coping mechanisms

Reactive Calm and maintaining control

Fearful Optimistic towards change

High anxiety levels Stable and relaxed

Maintains influence

Possible risks of very high scores Does not react

Not aware of overload

Too calm and relaxed

Lack of urgency

Never reaches decisions

Not moving forward

Struggle to understand others who stress easily

Optimism

• Indicator of one’s positive attitude and outlook on life

• Involves remaining hopeful and resilient, despite occasional setbacks

Optimism

LOW HIGH Fear worst will happen Positive attitude in face of adversity

Pessimistic Hopeful approach to life

Uncertain about the future Confident about the future

Difficulty seeing the good Sees possibilities


Unrealistic

Does not take things seriously

Are You Up for the Challenge of Developing EQ?

Anyone can become angry – that is easy. But to be angry with the right person, to the

right degree, at the right time, for the right purpose,

and in the right way – that is not easy.

Aristotle

• Don’t wait to find the ‘perfect’ opportunity to practice emotional intelligence.

• Each moment offers an opportunity to practice – Your next phone call, team meeting, interaction with a

client – You will think, feel, decide and act in each of these

situations – So chose to try an emotionally intelligent approach

Becoming an Emotionally Intelligent Individual

Ask yourself: • How am I feeling? • Why am I feeling this way? • How are these feelings guiding my thinking? • How might my feelings change? • Harness the wisdom of these feelings as you

decide and act

Becoming an Emotionally Intelligent Individual

DEVELOPING EQ BY CREATING A DESIRED FUTURE STATE

Creating a Desired Future State

“Be the change that you want to see in the world”

Mahatma Ghandi

• Reflect on the above quote and describe the ideal future state for yourself

• What do you need to start doing differently?

Memorable Quotes…

If you always do what you have always done, you always get what you’ve always got. So if you want something different,

do something different. Anonymous

He who knows others is wise. He who knows himself is enlightened.

Lao Tzu

Begin challenging your own assumptions. Your assumptions are your windows on the world. Scrub them off every once in

a while, or the light won't come in. Alan Alda

Contact Info

Sandra van den Ordel Lead Consultant ǀ Industrial Psychologist

[email protected]

Date post:	07-Nov-2014
Category:	Business
Upload:	xtraordinary-women
View:	184 times
Download:	0 times