GSR-EI

8/10/2019 GSR-EI

http://slidepdf.com/reader/full/gsr-ei 1/205

Prepared and Presented by ;

Dr. Al Moez Ledin Allah Al Husseini

Emotional Intelligence

For ManagersWorkshop

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Before we start…!!!

Lets Try Togetherthis

Intelligence Gauge

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Exercise of the brain is as important as

exercise of the muscles. As we grow

older, it's important that we keep

mentally alert. The saying; "If you don't

use it, you will lose it," also applies to

the brain, so.....

Following is a way to gauge your loss or

non-loss of intelligence. Take the following

test and determine if you are losing it or arestill "with it."

OK, relax, clear your mind and... Lets begin.

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1. What do you put in atoaster?

Answer:

"bread." If you said "toast," then you are wrong

my friend.

If you said, "Bread," go to Question 2.

“

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2. Say “Silk" five times. Nowspell “Silk."

What do Cows drink?

Answer:

Cows drink water. If you said "milk," you are wrong..a little stressed.

If you said "water," proceed to question 3

Milk

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3. If a red house is made from redbricks, and a blue house is made from

blue bricks, and a pink house is madefrom pink bricks and a black house ismade from black bricks, what is a

green house made from??Answer:

Greenhouses are made from glass. If you

said, "Green bricks,“ you are not

concentrating.

If you said "glass," then go on to Question 4.

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4. Twenty years ago, a plane was flying at 20,000 feet over

Germany. If you recall, Germany at the time was politically divided

into West Germany and East Germany. There is an engine failure

and the plane crashes smack in the middle of "no man's land"

between East Germany and West Germany.

Where would you bury the survivors?. . In East Germany or West Germany or in "no man's

land"?

Answer:

You don't, of course, bury survivors.

If you said, "You don't bury the survivors," proceed to question. 5

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5. If the hour hand on a clockmoves 1/60 of a degree every

minute how many degrees willthe hour hand move in one hour?

Answer:

One degree. If you said, "360 degrees"or anything other than "one degree,"you are to be congratulated on gettingthis far, but you are obviously out of

your league.Everyone else proceed to the final question.

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6. Without using a calculator -- You are driving a

bus from London to Milford Haven in Wales In London,

17 people get on the bus. In Reading, six people get off

the bus, and nine people get on. In Swindon, two

people get off and four get on. In Cardiff, 11 people get

off and 16 people get on. In Swansea, three people get

off and five people get on. In Carmarthen, six people

get off and three get on. You then arrive at MilfordHaven.

What was the name of the bus driver?

Answer: Don't you remember? It was YOU!!! Youwere the bus driver!!!

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What's Your EQ?

The Harvard School OfBusiness

Emotional Intelligence Test

(20 Minutes)Please Complete the Test Paper Delivered to you and hand

back the completed Test to your Instructor .

Results will be discussed in tomorrows session

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Lets Start our

Workshop

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Effective Leaders“EmotionalIntelligenceSets ApartGood and

EffectiveLeaders”

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What is Intelligence?

Typically focused on

– analytic reasoning

– verbal skills – spatial ability

– attention

– memory

– judgement

Murky concept with

definitions by many

experts...

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One DefinitionIndividuals differ from oneanother in their ability tounderstand complex ideas,to adapt effectively to the

environment, to learn fromexperience, to engage invarious forms of reasoning,to overcome obstacles bytaking thought… Concepts

of intelligence are attemptsto clarify and organize thiscomplex set of phenomena.

Neisser et al, 1996.

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IQ A weak predictor for

– achievement

– job performance success

– overall success, wealth, & happiness

Accounts for a major component of

employment success according to

numbers of studies covering career

success; maybe as much as 20-25%.

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How do we view emotions?

•chaotic•

haphazard•superfluous•incompatible with reason•disorganized•largely visceral•resulting from the lack of effective adjustment

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How do we view emotions?

•Arouse, sustain, direct activity•Part of the total economy ofliving organisms

•Not in opposition to intelligence•Themselves a higher order of intelligence

Emotional processingmay be an essential partof rational decision making

http://www.epub.org.br/cm/n02/historia/phineas.htm

http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm

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The main purpose of the innermostpart of the brain is survival.

To Get at

Emotion,

Go Deep...

Amygdala isdeep within the most elemental parts

of the brain.

http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm

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There is a

Biological Purpose for Emotion

Signaling function (that we might takeaction)

Promote unique, stereotypical patterns

of physiological change

Provide strong impulse to take action

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Basic Emotions--presumed to be hard

wired and physiologically distinctive

Joy

Surprise

Sadness

Anger

DisgustFear

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Evolutionary Advantage to

EmotionFor example:

– Fight or flight response

– but can basic

emotions overwhelmrational thinking?

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António Damásio, The Father Of Emotional Intellignce

António Damásio, is a Portuguese behavioralneurologist and neuroscientist working in theUnited States. His career at Iowa lasted from1976-2008. Besides being a well-known

researcher in several areas of the neurology, he isa best-selling author of books which describeEmotional Intellignce. .

As a researcher, Dr. Damásio's main interest isthe neurobiology of the mind, especially neuralsystems which subserve memory, language,emotion, and decision-making.

His research has helped to elucidate the neuralbasis for the emotions and has shown that

emotions play a central role in social cognitionand decision-makin .

http://en.wikipedia.org/wiki/Portugal

http://en.wikipedia.org/wiki/Behavioral_neurologist


http://en.wikipedia.org/wiki/Neuroscientist

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Neurobiology

http://en.wikipedia.org/wiki/Mind

http://en.wikipedia.org/wiki/Memory

http://en.wikipedia.org/wiki/Language

http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Decision-making




http://en.wikipedia.org/wiki/Emotion

http://en.wikipedia.org/wiki/Language

http://en.wikipedia.org/wiki/Memory

http://en.wikipedia.org/wiki/Mind

http://en.wikipedia.org/wiki/Neurobiology

http://en.wikipedia.org/wiki/United_States

http://en.wikipedia.org/wiki/Neuroscientist



http://en.wikipedia.org/wiki/Portugal

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Neurobiology of Rationality

Damasio’s work shows

how neurobiology can

help us understand the

role of emotion inthinking. 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 emergingas an essential

contributor to rational

decision making.

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•The 5 Components•

of EI

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1. Emotional Self-Awareness2. Managing one‟s own emotions

3. Using emotions to maximize

intellectual processing

and decision-making

4. Developing empathy

5. The art of social relationships

(managing emotions in others)

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Why we Need EI..?

Emotional Intelligence is very important formanagers as it is one of the importantdeciding factor for relationship

management resulting in :1. Motivation,

2. Retention ,

3. Self management

4. Managing others.

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Emotional Intelligence isthe ability of an individualto :

To deal successfully with otherpeople ,

To manage one’s self,

To motivate other people,

To understand one's ownfeelings

To appropriately respond tothe everyday environment

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In Working with Emotional Intelligence, author DanielGoleman defines EI in theworkplace as the ability of

employees to recognize: Their own feelings

The feelings of others

What motivates them

How to manage their emotions, both in themselves and in

relationships with others

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Emotional Intelligence doesn't mean being soft – it means being intelligentabout emotions – a different way of

being smart.

Emotional intelligence is your abilityto acquire and apply knowledge from

your emotions and the emotions ofothers in order to be more successfuland lead a more fulfilling life and

career.

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Need

When ManagersFail, It is UsuallyDue To Poor

EmotionalIntelligence

by Freda Turner

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Bosses and leaders, in particular, need high EQ because theyrepresent the organization to the public, they interact withthe highest number of people within and outside theorganization and they set the tone for employee morale, saysGoleman

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Passion

EmpathyInnovation Maturity

Achievemen

drive

Honesty

Traits of Successful Leaders

Traits Courage Commitment

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A bad leader

Does not listen

Fails to delegate

Does not show respect

Shows no interest in followersGives negative feedback to a third party

Does not praise when praise is due

Criticizes in front of others Takes personal credit for others ideas

Is always taking control

Has a tendency to bully!

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The Five Ps of Leadership

ay attention to what’s important

raise what you want to continue

unish what you want to stop

ay for the results you want

romote those people who deliver those

results

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Leaders with empathy are able to understand theiremployees’ needs and provide them with constructive

feedback, he says

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CHARISMAThe process of influencing major changes inthe attitudes and assumptions of organization

members, and building commitment for the

organization’s objectives

The special quality that gives someone power

and authority over a large number of people

M d l f P l M i d

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Model of Personal Meaning and

Charismatic Leadership

LeaderPersonalMeaning

LeaderBehavior

Attributions ofCharismaticLeadership

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Personal Meaning

“The degree to which

people’s lives make

emotional sense andthat the demands

confronted by them are

perceived as being

worthy of energy and

commitment.”

S f

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Sources ofPersonal Meaning

Self-concept/identityLegacyBeliefs

Culture andtraditionsPolitical/socialorientation

Spirituality andreligionHobbies/personalpursuits

Values/ideals

Ch i d U ti l

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Charisma and UnconventionalBehavior

To transcend the

existing order

Evoke sentiments of

adoration

Exemplifies heroism,

personal risk, & self-

sacrifice

Counter to the norm

Eff t f

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Effects ofCharismatic Leadership

Trust in “rightness” of vision

Similarity of followers‟ & leader‟s beliefs &

values

Heightened sense of self-confidence

Acceptance of higher or challenging goals

Identification with & emulation of leader

Unconditional acceptance of leaderStrong affection for leader

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Empowers

Others

Visionary

Self

Promoting

VerbalSkills

MinimumInternalConflict

High EnergyAction

Orientation

InspiresTrust

High Risk

Orientation

SelfConfidence

MoralConviction

RelationalPowerBase

Charismatic

LeaderCharacteristics

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VISIONThe ability toimagine different andbetter conditions andways to achievethemFuture orientationSee the difference in

how things are andhow they should be

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COMMUNICATIONS SKILLS

Great rhetorical skills – Especially oral – Can speak about the

vision and make thefollowers “see it”

– Think of MLK,Jr‟s “IHave A Dream” speech – Hitler captivated

people, even thosewho spoke no German

Writing, whileimportant, is not aspowerful – Winston Churchill used

both masterfully

SELF CONFIDENCE & MORAL

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SELF CONFIDENCE & MORAL

CONVICTIONUnshakable self confidence

– Passed on to followers

True faith in the “cause”

Strong moral beliefs

Willingness to sacrifice

– Self & followers

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TRUST

Followers have total trust and belief in the

leader and the “cause”

Show commitment to followers, who return

it

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ACCEPT RISK

Willing to be at great personal risk

– Professionally

– Physically

Willing to risk the followers

Use unconventional (risky) strategies &

methods to achieve goals

ABILITY TO MINIMIZE

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ABILITY TO MINIMIZE

INTERNAL CONFLICTThrough strength of belief

With referent power

Due to follower belief in the leader and the

cause

WILLINGNESS & ABILITY TO

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WILLINGNESS & ABILITY TO

EMPOWERKnow they need the efforts & ideas of

others

Let the subordinate leaders do those

things they are able to do

Often take credit for followers’ ideas and

efforts

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SELF-PROMOTING

Beat their own drums

Campaign for “the cause”

Explain their vision to all who will listen or

read

CAN CHARISMA BE

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CAN CHARISMA BEDEVELOPED?

Evidence seems to indicate that it can

It may be that individuals who develop

charisma have the undevelopedcharacteristics which “practice” brings to the

forefront

4 Strateg ies to Develop

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4 Strateg ies to Develop

Charismatic Qual i t ies

Develop visionary skills

Practice being candid

Develop warm, positive,humanistic attitude

Develop an enthusiastic,optimistic, energetic personality

Why Emotional Intelligence

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Why Emotional Intelligenceis necessary for managers

Helps managers handleadversity & setback

Teaches managers cope when change &uncertainty hits

organization or their

personal lives.

Why Emotional Intelligence is

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Why Emotional Intelligence isnecessary for managers

Help them manage effectiverelationship.

Help them being focusedand stay on track byremembering purpose &vision.

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EQ & ManagersEmotional Intelligence is very importantfor managers as their behavior & treatmentof their people determine turnover andretention of the company.

Managers & supervisors are the direct lineof contact for the employees. They interactdaily with individuals who have distinctneeds, wants & expectations.

They significantly influence the attitudes,performance & satisfaction of employees

within their departments & otherdepartments.

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EQ is very important formanagers as they are the directline of contact & their behavior

& treatment determinesretention & turnover

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EQ & ManagersThe stress of trying tolead and satisfy so manypeople's changing needsand expectations can be

overwhelming, to saynothing of the demandsfrom uppermanagement. Being both

firm and caring at thesame time causes manyto feel inadequate for therole..

85 % percent ofturnover is reportedlydue to an inadequaterelationship between

the employee and theirdirect supervisor

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When trust is lacking performance suffers

EQ & Managers

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Enhancing EI skills enables Supervisors and Managers to regulate theiremotions and motivate themselves more effectively – allowing them tomanage their own emotional turmoil effectively and demonstrate

compassion and empathy for their employees.

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IT also provides them with thecourage to push against the system to

make necessary changes for theirpeople.

All employees want asupportive, caringSupervisor or Manager who has their bestinterests at heart

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EQ & Managers

Knowing this, theemployee will bemore likely to

turndown offersfrom othercompanies to work

for such a person.

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Upon graduating from college,Debra believed that if she workedhard, she would achieve hercareer success goals

She racked up a list of

accomplishments

However, just two years into her careershe was fired.

Example to illustrate how EQcan positively or negativelyimpact one's career and theorganization:

Example to illustrate how EQ can positively or

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Example to illustrate how EQ can positively or

negatively impact one's career and the organization:

Debra Benton reports in herbook, Lions Don ' t Need toRoar , "I was stunned ...college courses had notaddressed the importance of

people skills or being a teamplayer. That lack of knowledgecost me my job." She thoughtwork was all about producingresults. While working with anoutplacement firm, Debra met

other high producers who hadlost their jobs for the samereason.

That lack of people managementcost her job

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The number one-factor that setshigh-powered professionals apartfrom the pack is a high level ofemotional intelligence,compassion and energy tofunction in a team environment Debra soon learned that

shooting stars have ashort life cycle if they areunable to relate to andunderstand others.

An Example of EQ

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Suppose that the morning of a big presentation you

have a fight with any of your family member. Not a big argument—maybe just one of those unnervingspats about who forgot to pick up the dry cleaning—so your morning doesn’t get off on the right foot.Then you car is punctured upping your stress level a

bit more. When you arrive at work, there’s a problem

with the elevators, causing more delay. Arriving atthe conference room for your presentation, you findthat the sound system doesn’t work and the catererhasn’t shown up with refreshments. Your juniorassociate— who was supposed to call the caterer—

bears the brunt of your anger that has been buildingsince you left the house.

Types of EQ

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Types of EQ

Working with people means

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Working with people meansworking with Emotions

When people are working ata common place , emotions will play a role. theories tothe contrarynotwithstanding. ―Don’t

bring your personalproblems to work‖ is one variation of the argumentthat emotions areinappropriate in the workplace. Business

decisions, so the argumentgoes, should be based oninformation, logic and calmcool reason, with emotionskept to a minimum.

Managing Emotions at

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Managing Emotions atWorkplace

But it is unrealistic to suppose thatemotions can be checked at the door when you arrive at work. Somepeople may assume, for a variety ofreasons, that emotional neutrality isan ideal, and try to keep feelings out

of sight. Such people work andrelate in a certain way: usually theycome across as rigid, detached orfearful, and fail to participate fullyin the life of the workplace. This isnot necessarily bad in somesituations, but it is usually not good

for an organization for such peopleto move into management roles. Thesame would be true for people whoemote excessively, who tell you howthey feel about everything. Simply being around them can beexhausting.

Developing EI in the

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Developing EI in the workplace

Developing emotionalintelligence in the

workplace meansacknowledging thatemotions are alwayspresent, and doingsomething intelligent withthem. People varyenormously in the skill

with which they use theirown emotions and react tothe emotions of others—and that can make thedifference between a good

manager and a bad one.

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It’s not overly egalitarian to

suggest that most professionals,managers and executives arefairly smart people (of course

there can be glaring exceptions),

but there can be a hugedifference in how well theyhandle people. That is, the

department manager may be agenius in technical, product or

service knowledge—and getfailing marks in terms of people

skills.

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Importance of Emotional

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Importance of EmotionalIntelligence

People derail because ofclassic emotional failings, notthe lack of technical skills –Developing emotionalintelligence can help

companies generateproductive & profitableoutcome. The manager whoknows how to stay motivatedunder stress , motivate others,navigate complex

interpersonal relationships,inspire others and build teams who is an unchallenged experton a product or service will getsuperior results

Components of Emotional

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Components of EmotionalIntelligence

There are five parts to it .

1. Knowing what you're feeling

2. Managing your feelings, especially

distressing feelings.

3. Self-motivation,

4. Empathy

5. Managing relationships

Probabilities of not having an Good

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Emotional Intelligence and theirconsequences

While people have shown they can producebetter results at workplace, many of us lackemotional intelligence. We simply don‟tknow how to perceive, understand, expressand manage our emotions effectively. Thereare adverse consequences to have lowemotional intelligence.

These includes:-

1. Relationship Problems

2. Rage in the Workplace

3. Poor decision making capability

4. failure to advance in career

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Relationship Problems Rage in the workplace

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Poor decision making capability

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Failure to advance in career


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Important Factors

1.Motivation,

2.Retention ,3.Self management

4.Managing others.

Motivating Employees

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Motivating Employees

• The greatest motivation –comes froma person‟s belief system

• Motivation is like a fire- unless youkeep adding fuel to it, it dies. But ,ifthe source of motivation is belief ininner values, it becomes long lasting

• Experience shows that People will do

a lot for money, more for a goodleader and do most for a belief• People do things for their own

reasons, not yours

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Once upon a time there

was a bunch of baby

frogs........

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… participating in a

competition.

The target was to get

to the top of a hightower.

A d f l h d th d

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A crowd of people had gathered

to observe the race and

encourage the participants.....

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The start shot rang out.......

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Quite honestly:

None of the onlookers believed that the baby

frogs could actually accomplish getting to the

top of the tower .

Words like:

"Åh, it’s too difficult!!!

They’ll never reach the top."

or:

" Not a chance... the tow er is too h igh !"

One by one some of the baby frogs fell

ff

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off…

...Except those who fastly climbed

higher and higher..

The crowd kept on yelling:

"It’s too difficult. Nobody is going to make it!"

More baby frogs became tired and gave

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More baby frogs became tired and gave

up...

...But one kept going higher and higher.....

He was not about giving up!

At the end everybody had given up,

except the one determined toreach the top!

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All the other participants naturally

wanted to know how he hadmanaged to do what none of them

others had been able to do!

One competitor asked the winner, what

was his secret?

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The truth was.......

The winner was deaf!!!!

The lesson to be learned:

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Don‟t ever listen to people who are

negative and pessimistic...

…they will deprive you of your

loveliest dreams and wishes youcarry in your heart !

Always be aware of the power of words, as everything

you hear and will interfere with your actions!

Therefore:

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Always stay…

POSITIVE!

And most of all:Turn a deaf ear when people tell you, that you

cannot achieve your dreams!

The Magic of

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g fEMPLOYEE

RETENTION and EI

Growth Opportunities

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Growth Opportunities

Growth is everyone’s prime objective.Therefore it is implicit to offer growthopportunities.

The vital factor that ensures a majority ofsenior level employees remain associatedwith your organization. This is more crucialin an industry like BPO, which has the

highest churn rate because of theprolonged boom in the industry.

Attracti e Package

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Attractive Package

Remuneration package is the driving forceof any employment.

Handsome package as a platform for

people to take new initiatives.

Besides basic package, there can also be

performance-based incentives-relating to

targets achieved, accuracy andproductivity.

Personnel Training

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Personnel Training

An organization should also take due careof the training and development needs of

its employees.

Besides helping them improve their skillsand enhance their performance, it should

also foster a faster growth rate in their

career path.

Recreation

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Recreation

Recreation is an important as any other tool. Ithelps in creating a conducive environment – making fun for everyone.

Thus, it is necessary to introduce consistent

recreation initiatives like Sports, Activities, familyget together and unwinding zones at the

workplaces

Besides this, cultural programmers and Birthdaycelebrations break the monotony of everydaywork pressure.

The Grievances

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The Grievances

In order to create a supportive work atmosphere,ensure a prompt atmosphere, ensure a prompt

redressed of grievances. This reinforces an

employee’s belief in the management and in the

fact, that no stone will be left unturned to identify

and solve their grievances and quickly as

possible.

Coned…..2page

The Grievances

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The Grievances

The unbridled growth of the new economy, theemergences of the knowledge worker and the highdemand for talent in the domestic and global marketshave rewritten the rules of the game.

Though hiring good employees is a nightmare, it is moredifficult to retaining good employees. The talentmanagement is the key area in every organization worthits HR department and CEOs are more worried aboutintellectual capital than working capital. To add to theproblems are the huge packages being doled out at alllevels.

Emotional Intelligence - the fivedomains Of Self Management

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domains Of Self Management

Goleman identified the five 'domains' ofEQ as:

Knowing your emotions.

Managing your own emotions.Motivating yourself.

Recognizing and understanding other

people's emotions.Managing relationships, i.e.., managing

the emotions of others

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SELF-AWARENESS

High self-awareness refers to having anaccu rate understanding of how you behave,

how o ther people perceive you, recogn izing

how you respond to others, being sensi t ive

to you r att itudes, feel ings , emotion s, intentsand general commun icat ion sty le at any

given moment and being able to accu rately

disc lose this awareness to o thers.

SKILL INDICATORS

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SKILL INDICATORS – Know when you are th ink ing negat ively

– Know when you r self -talk is helpfu l

– Know when you are becom ing angry

– Know how you are interpreting events

– Know what senses you are current ly us ing – Know how to communicate accurately

what you exper ience

– Know the moments your mood sh i f ts – Know when you are becom ing defens ive

– Know the impact you r behav ior has on

others

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SKILLS ASSESSMENT

–Do you recogn ize your feel ings andemot ions as they happen?

–Are you aware of how others

perceive you?

–How do you act when you are

defensive?

–Are you aware of how you speak toyoursel f?

SELF – MANAGEMENT and

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AWARENESS

Emo tional awareness

Accurate sel f -assessm entSelf-conf idence

SELF - REGULATION

Self-control :

Trustwor th inessConscient iousness :

Adaptabi l i ty

Innovat iveness

SELF - MOTIVATION

Achievement dr ive :Commitment :

Init iat ive

Opt imism :

SELF – MANAGEMENT and AWARENESSE ti l R i i ’ ti d th i ff t P l

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Emo tional awareness : Recognizing one’s emotions and their effects. People

with this competence:

•Know which emotions they are feeling and why

•Realize the links between their feelings and what they think, do, and say•Recognize how their feelings affect their performance

•Have a guiding awareness of their values and goals

Ac curate self-assessment : Knowing one’s strengths and limits. People with

this competence are:

•Aware of their strengths and weaknesses•Reflective, learning from experience

•Open to candid feedback, new perspectives, continuous learning, and self

development

•Able to show a sense of humor and perspective about themselves

Self-conf idence : Sureness about one.s self-worth and capabilities. Peoplewith this competence:

•Present themselves with self-assurance; have .presence.

•Can voice views that are unpopular and go out on a limb for what is right

•Are decisive, able to make sound decisions despite uncertainties and

pressures

SELF - REGULATION

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SELF - REGULATION

Self-control : Managing disruptive emotions and impulses. People with this

competence:•Manage their impulsive feelings and distressing emotions well

•Stay composed, positive, and unflappable even in trying moments

•Think clearly and stay focused under pressure

Trustwor th iness : Maintaining standards of honesty and integrity. People

with this competence:•Act ethically and are above reproach

•Build trust through their reliability and authenticity

•Admit their own mistakes and confront unethical actions in others

•Take tough, principled stands even if they are unpopular

Conscient iousness : Taking responsibility for personal performance.

People with this competence:

•Meet commitments and keep promises

•Hold themselves accountable for meeting their objectives

•Are organized and careful in their work

SELF – REGULATION (Cont)

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( )Adaptabi l i ty : Flexibility in handling change. People

with this competence:

•Smoothly handle multiple demands, shiftingpriorities, and rapid change

•Adapt their responses and tactics to fit fluid

circumstances

•Are flexible in how they see events Innovat iveness : Being comfortable with and open to

novel ideas and new information.


•Seek out fresh ideas from a wide variety of sources

•Entertain original solutions to problems

•Generate new ideas

•Take fresh perspectives and risks in their thinking

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SELF - MOTIVATIONAch ievement dr ive : Striving to improve or meet a standard of excellence.


•Are results-oriented, with a high drive to meet their objectives and standards

•Set challenging goals and take calculated risks

•Pursue information to reduce uncertainty and find ways to do better

•Learn how to improve their performance

Commitment: Aligning with the goals of the group or organization. People with

thiscompetence:

•Readily make personal or group sacrifices to meet a larger organizational

goal

•Find a sense of purpose in the larger mission•Use the group.s core values in making decisions and clarifying choices

•Actively seek out opportunities to fulfill the group.s mission

Managing Others

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Managing Others

Management Skills For

Everyone

Personal Management Skills

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Personal Management Skills

Steps for great self-esteem:

Take responsibilityWatch your negative self talk

Don’t allow others negativity

to affect you

Commit to building your self-esteem daily

Have an optimistic attitude

Management: to be in command or tohave under control.

Examples of Self Talk

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Examples of Self Talk

Negative Self Talk:I’m so stupid sometimes!

I look awful today!

I just keep getting fatter

and fatter!

I’m always broke!

Why do these things

always happen to me?

Positive Self Talk:I am capable!

I have many wonderful

qualities!

I love myself just the way I am!I believe in my ability to

succeed!

I deserve the respect of

others!

Setting Goals is SMART!

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Setting Goals is SMART!

“Goal” In Goal-Setting:

Specific

Measurable

Achievable

Reviewed/revised

often

Time specific

Assertive Behavior

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SkillsLearning to say “NO”: 1. Acknowledge the request

2. Decline

3. State reason

4. Offer alternative solutions

5 Major time wasters:

1. Spreading yourself too

thin2. Being Afraid

3. Not wanting to say no

4. Being tied to the phone

5. Procrastinating

Team/Office Politics

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Team/Office Politics

Power, know who has itOpportunity to alignyourself

Learn to keep on top ofthings

Identify with a mentor

Track your success skills

Involve yourself in otheractivities

Communicate effectively

and know how to handle

Dealing With Difficult People

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Dealing With Difficult People

Sherman Tanks- directors gone bad,they like to bully/threaten

Snipers- Passives, socializers, takeshots at you

Exploders- Socializers, blow up thenare embarrassed

Complainers- any type! Complain overand over

Gossipers- any type! Like to spread

rumors

Ways To Handle Difficult

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y

People

1. Tolerate it withoutresentment

2. Tolerate with resentment

3. Leave the situation

4. Protest….

+ = + If they are nice be

nice- = + Give jerks the

benefit of the doubt

Career Killers

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Career KillersLack of direction or goals

Having no EmotionalIntelligence

Not using Emotional Intelligence

Refusing to be a team player

Behaving passively oraggressively

Negative work habits

Attitude of indifferenceExpecting others to look out foryou

Ending On A Positive

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Note

The power of a smile:

Sets a positive tone

Gives you an air of

confidence

Energizes you

Reduces tension

Improves tonalityMakes you look younger

Helps you build thereputation as an

achiever

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MANAGING

PEOPLE WITHEI

MANAGING PEOPLE : some principles

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• CONSISTENCY IN DEALINGS, APPROACH

• DEMONSTRATE FAIRNESSE EMOTIONALINTELLIGENCE

• EXHIBIT LEADERSHIP QUALITIES

• PLAN<SET GOALS AND STRATEGY

• EXUDE CONFIDENCE IN HIMSELF, TEAM

• CLARITY IN COMMUNICATION

• SET EXAMPLE

•

AUTHENTIC & DIRECT• SELF-RESPECT

• LEARN FROM FAILURE

Key Aspects of the Management Process

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The Four Management Functions

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The Four Management Functions

Planning Organizing

Leading Controlling

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Mintzberg's 10Managerial

Roles

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Strategic Skills Environmentalassessment scanning

Strategy formulation

Mapping strategicintent and definingmission

Strategyimplementation

Human resourcesknowledge

Task Skills

Setting and prioritizingobjectives

Developing plan ofaction andimplementation

Responding in a flexiblemanner

Creating value

Working through theorganizational structure

Allocating humanresources

Managing timeefficiently

(continued)

P l Skill

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People Skills Delegating

Influencing

Motivating

Handling conflict

Win-win negotiating

NetworkingCommunicating – Verbal

– Nonverbal

Listening

Cross-culturalmanagement

Heterogeneous teamwork

Self-Awareness SkillsPersonal adaptability

Understanding personal

biases

Internal locus of control

Working Environments

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The physical workplace provision has animportant effect on individual productivity andsatisfaction – Comfort;

– Privacy; – Facilities.

Health and safety considerations must be taken

into account – Lighting;

– Heating;

– Furniture.

How EQ succeeds IQ

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Q Q

Emotional Intelligence explains why inspireof equal intellectual capacity, educational

background, training or experience somepeople excel while others of same caliber

and high educational degree lag behind.

Emotional Intelligence is the dimension of

intelligence responsible for our ability tomanage ourselves and our relationship withothers.

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EQ versus IQ

Intelligence quotientIQ

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or IQ An intelligence quotient or IQ is a scorederived from one of several differentstandardized tests attempting to measureintelligence. The term "IQ," is a translation of theGerman Intelligenz-Quotient ,

IQ scores are used in many contexts: aspredictors of educational achievement or specialneeds, by social scientists who study thedistribution of IQ scores in populations and the

relationships between IQ score and othervariables, and as predictors of job performanceand income.

Emotional Intelligence(quotient) or EQ

http://en.wikipedia.org/wiki/Standardized_test

http://en.wikipedia.org/wiki/Intelligence

http://en.wikipedia.org/wiki/German_language

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/Income

http://en.wikipedia.org/wiki/Income

http://en.wikipedia.org/wiki/Education

http://en.wikipedia.org/wiki/German_language

http://en.wikipedia.org/wiki/Intelligence

http://en.wikipedia.org/wiki/Standardized_test

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(quotient) or EQ

Emotional Intelligence is a way ofrecognizing, understanding, and choosinghow we think, feel, and act. It shapes ourinteractions with others and ourunderstanding of ourselves. It defines howand what we learn; it allows us to setpriorities; it determines the majority of our

daily actions. Research suggests it isresponsible for as much as 80% of the"success" in our lives."

EQ versus IQ

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Q Q

In the business world so much of emphasis has been placed on intellect. Intellect has proveninvaluable to drive our success in business.Process and procedures based on

analysis,logic,strategies are critically importantHowever to get the higher level of competence in business we must blend the progress that wehave made in using intellect & IQ with the

invaluable competencies of EQ.

Why EQ…???

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y Q

EQ is the distinguishing factor that determines if we make lemonade when life hands us lemons orspend our life stuck in bitterness.EQ is the distinguishing factor that help us tomaintain a warm relationship or a distantcontacts.EQ is the distinguishing factor which drawsothers to us or repels them.EQ is the distinguishing factor which enable usto work in coordination with others or to createa disputed situation.EQ is the distinguishing factor which enables to win the heart of people or to win the situation byargument.

Why EQ

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EQ is the distinguishing factorthat determines if we makelemonade when life hands uslemons or spend our life stuck in bitterness

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EQ is the distinguishing factorthat help us to maintain a warmrelationship or a distantcontacts.

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EQ is the distinguishing factor

which draws others to us orrepels them.

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EQ is the distinguishing factor which enableus to work in coordination with others or tocreate a disputed situation

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EQ is the distinguishing factor which enables to win the heart of people or to win the situation by

argument

Benefits of EQ

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Q

The competencies & gift that EQ gives us are many.Included are skills that drive our internal world as well asour response to the external one.

Some examples includes

personal motivation,

personal mastery over our life’s purpose & intention empathy for others

social expertise that allow us to network and developrelationships that enhance our purpose

character & integrity that enable us to appear genuine

and aligned;a tenacity to face and resolve both internal and externalconflict

personal influence that enable us to advance ourpurpose.

Benefits of EQ

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Personal Motivation

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Personal mastery over ourlife’s purpose & intention

Empathy

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Social expertise that allow usto network and developrelationships that enhanceour purpose

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Character & integrity

that enable us toappear genuine andaligned

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A tenacity to face and resolve both internal and externalconflict

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Personal influence that enableus to advance our purpose.

Use of EQ at Workplace

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It is EQ that will solve ourretention & morale problems

improve our creativity

create synergy from teamwork

speed our information by way of sophisticated peoplenetworks

drive our purpose

and ignite the best and most inspired performance fromour followers.

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It is EQ that will solve our

retention & morale problems

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Improve our creativity

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Create synergy from

teamwork

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Speed our information by way ofsophisticated people networks

Why use EQ in the workplace

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The workplace & workplaceculture is changing. Today theemphasis is more on peoplefocused style of leadership.Today employees aremotivated by the relationship

they have in their workplace &EI seems like a logicalframework to help build theserelationships. Emotionsinfluence all aspect of our lives.

Its impossible to separate themfrom work. They play a largerole in how others perceive usthrough our tone of voice, facialexpressions and body language.

EQ in the Workplace

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It is really very sad that after so muchresearch on the benefits of EmotionalIntelligence, too many managers andleaders continue to ignore the facts. They're

stuck in their old patterns of intimidationand coercion, demoralizing employees andcreating attitudes of grudging compliance.The point to remember is EmotionalIntelligence is learnable. All that needs tohappen is for managers and leaders to seethe benefit of doing so.

Application of EQ in theWorkplace

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Workplace

EI is increasingly being applied to organizationallevel initiatives such as workforce planning,performance management, strategic and culturalchange as well as the recruitment process.

According to Jim Hunter, CEO at Genos, issues ofemployee retention and employer of choice arefront of mind in many corporations. ―EI is beingseen as an excellent medium to enhance theenvironment, culture, leadership and team

dynamic within an organization.‖

Managing Conflictin the Workplace Using

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in the Workplace Using


Why Conflict Arises

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Type “A” Personality

Vs.

Type “B Personality

Type ”A” Personality

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Highly Competitive

Strong Personality

Restless wheninactive

Seeks Promotion

PunctualThrives on deadlines

Multi jobs at once

Type “B” Personality

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Works methodically

Rarely competitive

Enjoys leisure time

Does not anger easily

Does job well but

doesn‟t need

recognitionEasy-going

Aggressive People

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Body language – Stiff and straight

– Points, bangs tables to emphasize points

– Folds arms across bodyVerbal language

– “I want you to…”

– “You must…” – “Do what I tell you!”

– “You‟re stupid!”

Aggressive people

are basically

insecure….. Try to

avoid them.

Submissive people

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Body Language

– Avoids eye contact

– Stooped posture

– Speaks quietly

– Fidgets

Verbal Language

– “I‟m sorry”

– “It‟s all my fault”

– “Oh dear”

Submissive people

have a great sense

of inferiority

Assertive People

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Body language – Stands straight

– Appears composed

– Smiles – Maintains eye contact

Verbal language

– “Let‟s” – “How shall we do this?”

– “I think… What do you think?”

“I would like ”

Types of Conflict

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Within an individual

Between two individuals

Within a team of individuals

Between two or more teams within an

organization

Causes of conflict

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Conflict of aims- different goalsConflict of ideas- different

interpretations

Conflict of attitudes - differentopinions

Conflict of behavior- different

behaviors are unacceptable

Stages of Conflict

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Conflict arisesPositions are stated and hardened

Actions, putting into action their

chosen planResolution???

Preventing Conflict

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Assess positive and negativepersonality traits of people involved

Determine personality type

– Aggressive – Submissive

– Assertive

Assess if people are introvert orextroverts...

Preventing Conflict

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Review past conflictsAssess communication skills of those

involved

Read body language of participants

Preventing Conflict

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Try to reduce conflict – Realize that communication is colored by

personal experience, beliefs, fear,

prejudices

– Try to be neutral

– Plan the timing and place of the

conversation

– Realize that outside stress may add toconfrontation

– Eliminate/reduce external interruptions

Preventing Conflict

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Manage the language used

– Neutral vs. loaded words

– Reduce technical language

– Allow for cultural differences in language

– Words may have different meanings fordifferent people…ask them to elaborate

Aids to Communication

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Listen ActivelyRelax

Observe body

language

Develop interest in

others interests

Ask for clarification

Plan what you aregoing to say

Tailor words toperson

Determine the best

timing

Determine the best

place

Why is the

conversationnecessary

Personalities who cause conflict

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AggressorPassive

Absentee

Error prone

Negative attitude

Chatterbox

Do nothing

Personalities who cause conflict

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UnreliableTime waster

Resentful person

WAC‟em method

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What‟s bothering you?

A -What do you want to Ask the

person to do?

Check in to see if what you’ve asked

for can happen

EI is being seen as an excellentmedium to enhance the

i t lt l d hi

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environment, culture, leadership

and team dynamic within anorganization.”

Quote

“Y b l ‟ ti

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“You can buy people‟s time; you

can buy their physical presence at

a given place; you can even buy a

measured number of muscular

motions per hour. But you cannot

buy enthusiasm…you cannot buy

loyalty…you cannot buy thedevotion of their hearts. This you

must earn."

Emotional Ambivalence fuelsorganizational success

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Creativity Innovation & EmotionalIntelligence :-

People who are emotionally ambivalent –

simultaneously feeling positive andnegative emotions – tend to be morecreative in the workplace than those whofeel just happy or sad, or lack emotion atall, according to a new study.

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The task of the leader is to get hispeople from where they are to wherethey have not been.

- Henry Kissinger

Leaders in Emotional Intelligence

http://images.google.com/imgres?imgurl=http://download.microsoft.com/download/d/a/1/da1340ec-3833-480b-aa53-d04c61858979/Bill_Gates.jpg&imgrefurl=http://veronicadelacruz.wordpress.com/category/cnn/&h=1181&w=1181&sz=992&tbnid=RZuYA5qTBupA4M:&tbnh=150&tbnw=150&prev=/images%3Fq%3Dpictures%2Bof%2Bbill%2Bgates%26um%3D1&start=3&sa=X&oi=images&ct=image&cd=3

http://www.theimageworks.com/htm/table3.htm

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Solid ,pure human

relations and support are

the key to any success

Talal Abu Ghazaleh

Coming together is a

beginning; keeping together

is progress; working

together is success.

Henry Ford

First they ignore you,

then they laugh at you,

then they fight you,

then you win

Mohandas Gandhi Personality is reduced and deformed

with depleted thoughts and stagnant

mind.

King Hussein

I have found that beinghonest is the best

technique I can use.

Right up front, tell people

what you're trying to

accomplish and what

you're doing... Lee

Iacocca

In times of rapid change,

experience could be your

worst enemy.

J. Paul Getty

Success is a lousy teacher. It

seduces smart people into

thinking they can't lose . Bill

Gates

You achieve your

goals with a smile

or a laugh

Adel Emam

The 3 Leaders Roles in EI

http://www.brainyquote.com/quotes/quotes/h/henryford121997.html

http://www.brainyquote.com/quotes/quotes/j/jpaulgett150859.html

http://www.google.jo/url?q=http://www.metacafe.com/watch/698279/morgan_ahmed_morgan/&sa=X&oi=video_result&resnum=2&ct=thumbnail&usg=AFQjCNHO0cNa1A2z0XH6YwKCqaQcg_8mww

http://images.google.com/imgres?imgurl=http://download.microsoft.com/download/d/a/1/da1340ec-3833-480b-aa53-d04c61858979/Bill_Gates.jpg&imgrefurl=http://veronicadelacruz.wordpress.com/category/cnn/&h=1181&w=1181&sz=992&tbnid=RZuYA5qTBupA4M:&tbnh=150&tbnw=150&prev=/images%3Fq%3Dpictures%2Bof%2Bbill%2Bgates%26um%3D1&start=3&sa=X&oi=images&ct=image&cd=3

http://www.google.jo/imgres?imgurl=http://cache.viewimages.com/xc/3163253.jpg%3Fv%3D1%26c%3DViewImages%26k%3D2%26d%3D41CAE2DF95708CE2799AFA20202A696AA55A1E4F32AD3138&imgrefurl=http://&h=134&w=135&sz=45&tbnid=C1rVOgugzN4J:&tbnh=134&tbnw=135&sa=X&oi=image_result&resnum=1&ct=image&cd=3

http://www.brainyquote.com/quotes/quotes/j/jpaulgett150859.html

http://www.google.jo/imgres?imgurl=http://cache.viewimages.com/xc/1600303.jpg%3Fv%3D1%26c%3DViewImages%26k%3D2%26d%3D17A4AD9FDB9CF1939057D9939C83F1067BABAB7259EF9B985A5397277B4DC33E&imgrefurl=http://&h=135&w=108&sz=32&tbnid=9PUerDvSxBcJ:&tbnh=135&tbnw=108&sa=X&oi=image_result&resnum=1&ct=image&cd=2

http://www.atlastours.net/kinghussein/p08.html

http://www.theimageworks.com/htm/table3.htm

http://www.brainyquote.com/quotes/quotes/h/henryford121997.html

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1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Effective RELATIONSHIPS

The 7 Requirements forLeadership Behavior

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Leadership Behavior

1- Shows Enthusiasm

2- Supports Other People“ Become Genuinely interested in other people”- Dale Carnegie

3- Recognize individual efforts“ Give honest, sincere appreciation” , DaleCarnegie


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4- Listen to individual’s ideas and problems. “ Be a good listener. Encourage others to talk about

them selves” , Dale Carnegie

Ignoring,

Pretending ,

Selective ,

Empathetic listening

The 7 Requirements for

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Leadership Behavior5- Provide direction“ Ask questions instead of giving orders”, Dale

Carnegie

6- Encourage.“ Let the other person feels the idea is his or her” –

Dale Carnegie

“ Use encouragement. Make the fault seem easy tocorrect” Dale Carnegie


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p

7- Develop other people.

LEADERS create LEADERS

The 3 Leaders Tools

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Delegation

Coaching

Empowerment

Inspired to become a leader… START NOW

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1. Have a dream ….VISION

2. GAP analysis ….SELF AWARNESS

3. Plan …..SMART

4. Act ….. ENTHUSIASM

5. Evaluate ….. RECHARGE YOURBATTERIES

Emotional IntelligenceManagement Competencies

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Without emotional intelligence managementcompetencies , the executive or manager ismore likely to derail.

With these emotional intelligencemanagement competencies, managers and

executives are more likely to receiveperformance based bonuses, higher salariesoverall, and experience greater job security.

ere s w y ese e g emo onaintelligence management competencies

qualities are so important now

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Self-awareness andaccurate self-assessment: Without self-awareness andaccurate self-assessment,executives and managers will be too quick to get

irritated with others, willcreate problems in their work relationships and intheir personal relationships, will come across as abrasive,

won’t be able to admitmistakes or accept useful,realistic criticism, and won’thave a realistic awareness oftheir strengths orlimitations.

Initiative

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Executives and managers whoare rather low in initiative ill beresponding to events, rather thanbeing proactive, thereby findingthemselves in continual crisis

mode. Plus when leaders aren’tutilizing initiative, they may fail toseize strategic opportunities,either because they haven’tstarted their analysis and planning

process early enough or becausethey may resist taking even wellcalculated risks.

Sound decision-making

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If a manager or executive islow in their ability to makesound decisions this will onlybe accentuated in a period ofgreat uncertainty and

turbulence. Executives low inthis area may spend moretime than they can afford to inanalysis, may notdemonstrate the courage to

make choices, may avoidtaking responsibility, and maylack the commitment toexecute a decision fully.

Empathy

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When managers and executivesdon’t demonstrate enoughempathy in times of uncertainty orcrisis, they will likely be seen asindifferent, uncaring and in-

authentic – all of which will makeemployees be less cooperativeand less communicative. Themanager may be left feelingmisunderstood, and will have

difficulty “reading” theiremployees

Communication

d i ill b

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Managers and executives will be

hampered to an extraordinarydegree if they don’t use adequatecommunication skills duringturbulent times. By notcommunicating well enoughmanagers will tend to avoidgetting into dialogue aboutimportant issues, will often onlycommunicate good news and willtend to try to hide bad news – hurting trust, and will have greatdifficulty in managingcomplicated issues. In addition,

they will appear unavailable anduncaring to others, which willhurt teamwork and cooperation.

Influence

Wh i d

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When executives and managersare low in the managementcompetency of influence they willfail to leave the right impression, will tend to alienate others rather

than getting support, may end up working too independently andeven against the group, and willhave difficulty motivating thegroup quickly enough to address

the eminent challenge

Adaptability

With t i th bilit t b

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Without ramping up the ability to be

more adaptable in a time ofturbulence and uncertainty manyexecutives and managers will tend torespond negatively to new, changingsituations. In addition, they mayshow emotional strain to otherswhen they have to shift priorities;tend to express, or simmer with,frustration with change – even if it isfor a positive purpose; will havedifficulty adapting their responsesand tactics to fit the emergingcircumstances; and ultimately will

often be hesitant in taking on newchallenges.

Self-managementWh

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When managers orexecutives have low self-management they tend toreact impulsively instressful situations,possibly get overly

stressed, angry or upsetwhen facing rapidlychanging situations orconflict at work; andsometimes respond toproblems in a noconstructive manner – which often causesunwanted consequences.

Advice on Using

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Emotional Intelligencein Your Life

Do not undermine your

worth by comparing

yourself with others

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yourself with others.

It is because we are

different that each of us is

special.

Do not set your goals by

what other people deem

important.

Only you know what is best

for you….

Do not let your life slipthrough your fingers by

living in the past nor for the

future.

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Do not give up when you

still have something to give.

Nothing is really over until

the moment you stoptrying.

It is a fragile thread that

binds us to each other…..

By living your life one dayat a time, you live all the

days of your life.

Do not be afraid to

encounter risks. It is by

taking chances that we learn

h t b b

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Do not shut love out

of your life by saying

it is impossible to

find. The quickest

way to receive love is

to give love; the

fastest way to loselove is to hold it too

tightly.

how to be brave.

Do notdismiss your

dreams.

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To be

without

dreams is to

be withouthope; to be

without hope

is to bewithout

purpose.

Do not run through life so fast thatyou forget not only where you have

been, but also where you are going.

8/10/2019 GSR-EI


Life is not a race, but a journey to be savored

each step of the way.

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Just do it!„Many of life‟s failures are people who did not

realize how close they were to success when

they gave up.‟

T. Edison

Conclusion

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Thus in today's scenario its veryimportant for any manager orexecutive to learn this skill of Emotional Intelligence

We all can be emotionally intelligent by practicing it as it is a very muchtrainable skill.

Lets learn it and use it fororganizational as well as for ourpersonal success.

8/10/2019 GSR-EI


Date post:	02-Jun-2018
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GSR-EI

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