The EI Manager
Transcript of The EI Manager
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The Emotionally Intelligent Manager
NIPM Cochin ChapterOct 29, 2013
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A quick Self ssessment
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Question1:You are in a meeting when
a colleague takes credit for work that youhave done. What do you do?
a. Immediately and publicly confront the colleague over
the ownership of your work.
b. After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits
you when speaking about your work.
c. Nothing, its not a good idea to embarrass colleagues
in public.
d. After the colleague speaks, publicly thank her for refer-
encing your work and give the group more specific details
about what you were trying to accomplish.
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Question2:You are a manager in anorganization that is trying to encourage respect
for racial and ethnic diversity. You overhear
someone telling a racist joke. What do you do?
a. Ignore it. The best way to deal with these things is not
to react.
b. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
c. Speak up on the spot, saying that such jokes areinappropriate and will not be tolerated in your
organization.
d. Suggest to the person telling the joke that he go
through a diversity training program.
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Question3: A discussion between you and yourpartner has escalated into a shouting match. You are
both upset and in the heat of the argument, start makingpersonal attacks which neither of you really mean. What
are the best things to do?
a. Agree to take a 20-minute break before continuing
the discussion.
b. Go silent, regardless of what your partner has to
say.
c. Say you are sorry, and ask your partner to apologize
too.
d. Stop for a moment, collect your thoughts, then
restate your side of the case as precisely as possible.
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Question4:You have been given the taskof managing a team that has been unable to
come up with a creative solution to a work
problem. What is the first thing that you do?
a. Draw up an agenda, call a meeting and allot a specific
period of time to discuss each item. b. Organize on off-site meeting aimed specifically at
encouraging the team to get to know each other better.
c. Begin by asking each person individually for ideas
about how to solve the problem. d. Start out with a brainstorming session encouraging
each person to say whatever comes to mind, no matter
how wild.
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a. Accept that he does not have what it takes to succeed
here and find others in your team to take on tasks. b. Get an HR manager to talk to him about where he sees
his future in the organization.
c. Purposely give him lots of complex decisions to make
so that he will become more confident in the role. d. Engineer an ongoing series of challenging but
manageable experiences for him, and make yourself
available to act as his mentor.
Question5: You have recently been assigned ayoung manager in your team and have noticed that he
appears to be unable to make the simplest of decisionswithout seeking advice from you. What do you do?
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Scoring
Q-1: a: 0 points; b. 5 points; c. 0 points; d. 10 points
Q-2: a. 0 points; b. 5 points; c. 10 points; d. 5 points
Q-3: a. 10 points; b. 0 points; c. 0 points; d. 5 points
Q-4: a. 0 points; b. 10 points; c. 0 points; d. 5 points Q-5: a 0 points; b. 5 points; c. 0 points; d. 10 points
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Jack Mayer
David Caruso
Peter Salovey
Daniel Goleman
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This is not going to be an Academic Exercise!
There are numerous theories of EI
A number of researchers have worked on it
Im not one of them! (But, its on the anvil!)
We only are going to discuss how EI can be
used in the organisational contextthe books Ihave read on the subject and the people I have worked with.)
How can EI by used to GET WORK DONE?
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Emotional Intelligence refers to thecapacity for understanding our own
feelings and those of others, for
motivating ourselves, and for managing
emotions well in ourselves and our
relationships.- Daniel Goleman (1998)
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Four Branches of Emotional Intelligence
- Peter Salovey and John D. Mayer
Perceiving Emotions:Sensing the presence
Reasoning WithEmotions: Usage whilethinking
UnderstandingEmotions: What is thebasis
Managing Emotions:Regulation & Response
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Daniel GolemansEI Theory
nternal Motivation
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What is the 90:10 rule?
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A travel story
A journey by air: You are on vacation
The wait at the airport The pick-up doesnt arrive on time
Check-in is a messy affair
Room Service is delayed & they bring the wrong stuff
The cruise boat breaks down What is role of emotions in the above events?
. And the Result????
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At Work
A typical scene at the office
You asked a team member for an important report He comes in latethe tyre was punctured
He doesnt have the data ready for compilation
You are not able to submit the report on time
You get a mouthful from your superior
Imagine the Emotion Overload!
All day an endless array of EMOTIONS are on display
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Toxic Zone!
Loses good people to Anger! Wins the argument
loses the person!
Mr. Know-all! Doesnt give credit
Wont appreciate people
Why? Insecurity? Insensitivity? Upbringing?
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What portion of thedecisions you make at work
are Emotional versus
Rational?
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How does low EQ show up at work?
Blaming others
Victim statements such as If only he would . . .
An inability to hear critical feedback
Diverse opinions that arent welcomed or valued Passive, aggressive or passive-aggressive communication
Leaders who dont listen & become out of touch with their team
Managers who dont appreciate, recognise or develop people
IS SOMEONE CALCULATING THE COST??? Delay, Rework, Conflict, Re-recruitment Cost, Whispers in the Pantry,
Dip in Performance, Stress, Customer Dissatisfaction!
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As managers and business executives we have often asked
ourselves the following questions:
Why do certain employees get into accidents more often than others?
Whydo they violate company ethics and policies?
Why do they ignore the rules of the organization?
Why do they use illegal drugs while on the job?
Why do different employees respond differently to challenges?
Why do some people cause conflict while others are good at resolving it?
Why do they put self-interest ahead of the organizational values?
Why do some salespeople win new business with ease while othersstruggle to do so even though they seem to be putting the effort?
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Personal CompetenciesCompetencies that
Determine How We Manage
Ourselves
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Self Awareness
Knowing one's internal states, preferences, resources,
and intuitions. This competency is important in the
workplace for the following reasons. Emotional awareness: recognizing one's emotions
and their effects and impact on those around us
Accurate self-assessment: knowing one's strengths
and limits Self-confidence: sureness about one's self-worth
and capabilities
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Self Regulation
Managing one's internal states, impulses, and resources. Thiscompetency is important in the workplace for the followingreasons.
Self-control: Managing disruptive emotions and impulses
Trustworthiness: Maintaining standards of honesty andintegrity
Conscientiousness: Taking responsibility and being
accountable for personal performance Adaptability: Flexibility in handling change
Innovation: Being comfortable with an openness to novelideas, approaches, and new information
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Self Expectations & Motivation
Emotional tendencies that guide or facilitate reachinggoals. This competency is important in the workplace forthe following reasons.
Achievement drive: striving to improve or meet astandard of excellence we impose on ourselves
Commitment: aligning with the goals of the group ororganization
Initiative: readiness to act on opportunities withouthaving to be told
Optimism: persistence in pursuing goals despiteobstacles and setbacks
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Social CompetenciesCompetencies that
Determine How We Handle
Relationships
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Intuition & Empathy.
Our awareness of others' feelings, needs, and concerns.
This competency is important in the workplace for the
following reasons.
Understanding others:An intuitive sense of others'feelings and perspectives, and showing an active interest in
their concerns and interests
Customer service orientation: The ability to anticipate,
recognize, and meet customers' needs
People development: Ability to sense what others need in
order to grow, develop, and master their strengths
Leveraging diversity: Cultivating opportunities through
diverse people
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Influence & Social Skills.
Our adeptness at inducing desirable responses in others. This competency is
important in the workplace for the following reasons.
Influencing:Using effective tactics and techniques for persuasion and
desired results
Communication:Sending clear and convincing messages that are
understood by others
Leadership:Inspiring and guiding groups of people
Change catalyst: Initiating and/or managing change in the workplace
Conflict resolution: Negotiating and resolving disagreements with people
Building bonds:Nurturing instrumental relationships for business success
Collaboration and cooperation: Working with coworkers and business
partners toward shared goals
Team capabilities: Creating group synergy in pursuing collective goals
Essentially what we call SOFT SKILLS!
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One study of 44 Fortune 500 companies foundthat salespeople with high EQ producedtwice the revenueof those with average or
below average scores. Technical programmers demonstrating the top
10 percent of emotional intelligence competencywere developing software three times fasterthan those with lower competency.
Another corporation measured that theproductivity difference between their lowscoring emotional intelligence employees andtheir high scoring emotional intelligence
employees was 20 times.
Proof
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One other study in the construction industryyielded results showing workers with low
emotional intelligence had a higherlikelihood of getting injured while on thejob.
A large metropolitan hospital reduced their
critical care nursing turnover from 65percent to 15 percent within 18 months ofimplementing an emotional intelligencescreening assessment.
More Proof
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The caring Ears!- Power of Listening
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Being a more EI Manager
Embrace Differences to Make a Big Difference
Genuinely Care About People
Help Employees Experience Significance
Be Accountable Like Everyone Else
Be Mindful of Their Needs
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Coping with Emotions
Consider the situation from someone elses perspective
Take a more realistic look at your situation.
Look at the situation as though it happened a long time
agocan remove some of the shock and intensity.
Focus on the situation, not the emotion.
Try to see the situation realistically, not as totally bad.
Be optimistic.
Use humor.
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Managing Your Emotions in the Workplace- Working with People You Dont Like
Know your work style. Know your feelings.
Pick a time of day. Choose a place.
Plan ahead.
Keep it short.
Be professional.
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Characteristics of a person with high EQ
High self-esteem / self-worth Knows own strengths and weaknesses
Able to assess own capabilities
Able to handle pressure
Ability to handle negative feedback
Taking responsibility for ones actions & words
Assertive in Communication / Good listeners
Able to deliver bad news with sensitivity Aware of consequence / impact of actions
Consistency / Honesty / Integrity / Empathy
R l f E i l I lli
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Relevance of Emotional Intelligence
Being used increasingly in recruitment
The differentiator between success andfailure
Decisions have greater clarity
Improved Customer Satisfaction / fewer
errors
Higher employee satisfaction and retention Long term organizational success
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TheEmotionally IntelligentManager
So, its established that, in the organizationalcontext, Managers with higher levels of
Emotional Intelligence (higher EQ) ..
- ProduceConsistently Better Results!!
- Are seen as Leaders worth following!
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