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?

    http://localhost/var/www/apps/conversion/tmp/scratch_3/1%20John%20McEnroe's%20most%20famous%20outburst%20happened%20in%20Stockholm%20in%201984.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/1%20John%20McEnroe's%20most%20famous%20outburst%20happened%20in%20Stockholm%20in%201984.mp4
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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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    www.company.com

    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

    http://localhost/var/www/apps/conversion/tmp/scratch_3/2%20Pursuit%20Of%20Happiness%20Basketball%20Scene.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/2%20Pursuit%20Of%20Happiness%20Basketball%20Scene.mp4
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    www.company.com

    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

    http://localhost/var/www/apps/conversion/tmp/scratch_3/3%20Self-regulation%20-%20Stickman%20Struggles%20with%20Anger.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/3%20Self-regulation%20-%20Stickman%20Struggles%20with%20Anger.mp4
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    www.company.com

    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

    http://localhost/var/www/apps/conversion/tmp/scratch_3/4%20Iqbal%20-%20Motivation.MPGhttp://localhost/var/www/apps/conversion/tmp/scratch_3/4%20Iqbal%20-%20Motivation.MPG
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    Social CompetenciesCompetencies that

    Determine How We Handle

    Relationships

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    www.company.com

    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

    http://localhost/var/www/apps/conversion/tmp/scratch_3/5%20Sesame%20Street%20-%20Empathy.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/5%20Sesame%20Street%20-%20Empathy.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/5%20Sesame%20Street%20-%20Empathy.mp4http://localhost/var/www/apps/conversion/tmp/scratch_3/5%20Sesame%20Street%20-%20Empathy.mp4
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    www.company.com

    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!

    http://localhost/var/www/apps/conversion/tmp/scratch_3/6%20Motivation%20by%20Recognition_munna%20bhai.mpghttp://localhost/var/www/apps/conversion/tmp/scratch_3/6%20Motivation%20by%20Recognition_munna%20bhai.mpg
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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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    www.company.com

    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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    www.company.com

    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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    www.company.com

    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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