A Emotional Intelligence 119[1][1]

Emotional Intelligence A Leader’s Primer

 Feelings

are indispensable for rational decision making. They are like a compass, they guide us in the right direction.

Three Competency Domains 1.

Technical Skills

2.

Cognitive Abilities

3.

EI Abilities

Studies* show: For all levels of jobs, EI competencies are twice as effective as IQ in determining an individual’s success rate. The higher the level of a position in an organization, the more EI seems to matter.  Executive Leaders show an 85% correlation between EI competency and success.

EI Competencies Self-Awareness  Self-Management  Social Awareness  Relationship Management 

EI

Self-Awareness Knowing one’s internal states, preferences, resources and intuitions 

Emotional Self-Awareness

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Accurate Self-Assessment

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Realistic Self-Confidence

Knowing one’s internal states, preferences, resources and intuitions 

Emotional Self-Awareness – Recognize your own inner signals, note how decisions and values match

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Accurate Self-Assessment – Know your real limits and strengths, be graceful in learning, know when to ask for help

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Realistic Self-Confidence – Be willing and able to play to your strengths, admit you have them!

Self-Management Managing one’s internal states, impulses and resources 

Emotional Self-Control

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Transparency

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Optimism

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Adaptability

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Innovation

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Achievement

ging one’s internal states, impulses and resou Emotional

Self-Control – Manage your own disturbing emotions, stay calm and clearheaded Transparency

– Live your values, admit mistakes, never turn a blind eye Optimism

– Roll with the punches, expect the best of everyone. Adaptability – Flexible, nimble, fluid, comfortable with ambiguity 

Innovation

them

– Seize opportunities, or create

Achievement

– Continually learning – and

Social Awareness Awareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization 

Empathy

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Organizational Awareness

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Service Orientation

Awareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization 

Empathy – Listen, attune, grasp other’s perspectives

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Organizational Awareness – “P”olitically and “p”olitically astute, know the values and unspoken rules

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Service Orientation – be available to your staff, serve to receive excellent service

Relationship Management       

Inspirational Influence Developing Others Change Catalyst Conflict Management Building Bonds Teamwork & Collaboration

Awareness of one’s effect on others, ability to work effectively and efficiently with others

Awareness of one’s effect on others, ability to work effectively and efficiently with others    

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Inspirational – Embody what you ask of others Influence – Be persuasive and engaging Developing Others – Cultivate people’s abilities Change Catalyst – Recognize the need for change, challenge the status quo Conflict Management – acknowledge and redirect Building Bonds – Cultivate the web of relationships Teamwork & Collaboration – Be a model of respect, helpfulness and cooperation

Your goals… or what do you really want 

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Jot down three areas where you’d like to be more effective (work and / or personal life) Prepare to discuss some of these goals with the group Provide your insights to participants

Self Assessment Opportunity 

Self assessment available at: http://www.utne.com/azEQ.tmpl

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Slideshow available at: http://www.psers.state.pa.us/ei.ppt

EQ Self-Assessment Checklist   Rate each question below on a scale of 1-5, according to how true it is of you.

1

2

virtually never

3

4

5

virtually always

____ 1) I am aware of the physical reactions (twinges, aches, sudden changes) that signal a gut reaction.” ____ 2) I readily admit mistakes and apologize. ____ 3) I let go of problems, anger, or hurts from the past and I can move beyond these. ____ 4) I generally have an accurate idea of how another person perceives me during a particular interaction. ____ 5) I have several important things in my life that I am enthusiastic about and I let it show. ____ 6) I can easily meet and initiate conversation with new people when I have to. ____ 7) I take a break or use another active method of increasing energy when I sense that my energy level is getting low.

Assessment Discussion Discuss these questions in groups: 

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Is self-assessment a valuable tool? How are comparisons of group scores useful? Is it worth the time to develop “soft” skill sets? What resources are out there for us?

How can we use Emotional Intelligence Concepts in a Leadership Context??? 

EI is our ability to acquire and apply knowledge from our emotions and the emotions of others in order to solve problems, and live a more successful, fulfilling life.

Issues affecting HR professionals  

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Brainstorm issues How can we incorporate EI “tactics” to help us do our jobs effectively? How can we use EI competencies to “shield” us from the traumatic energy that comes our way?

EI Competencies Self-Awareness  Self-Management  Social Awareness  Relationship Management 

EI

(from Primal Leadership Goleman, Boyatzis and McKee 2002)

A chance to question our answers 

What issues do you see arising in attempting to institute an EI competency in your agency?

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What value do you see in developing EI competencies for yourself and those staff who work with you?

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What are your questions / concerns / comments about this presentation?

EI !

Bibliography 

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Introduction to Type and Emotional Intelligence: Pathways to Performance (Author: Roger R. Pearman) – Copyright 2002 by CPE, Inc. The Manager’s Pocket Guide to Emotional Intelligence (Author: Emily A. Sterrett, Ph.D.) – Copyright – 2000 by HRD Press 2000 Ways to Raise a Boy’s Emotional Intelligence (Author: Will Glennon) – Copyright 2000 – Conari Press The Emotional Intelligence Activity Book: 50 Activities for Promoting EQ at Work (Author: Adele B. Lynn) – Copyright 2002 HRD Press

Emotional Intelligence A Leader’s Primer