11–13 November 2013 Leveraging Emotional Intelligence Page 1 Sponsored by Leveraging Emotional Intelligence in the Workplace Rahul Dogra

11–13 November 2013 Leveraging Emotional Intelligence Page 2 Sponsored by Leveraging Emotional Intelligence in the Workplace We will identify how to leverage emotional intelligence – Focus on developing key skills, including: Self-awareness to assess your emotions and its impact Self-motivation a desire to achieve success Self-regulation to establish self control Empathy to understand the feelings of others Relationship skills to apply the above in social situations

11–13 November 2013 Leveraging Emotional Intelligence Page 3 Sponsored by Good Managerial Traits W hat are the facets and traits of a good manager? Authentic Good listeners Whatever we have accomplished has been because other people have helped us – Walt Disney

11–13 November 2013 Leveraging Emotional Intelligence Page 4 Sponsored by Different Approaches Have you met a highly intelligent individual who does not command respect or work well with the team? Paradoxically, have you met a manger who is not “technically gifted”, but is respected? How can we explain this ?

11–13 November 2013 Leveraging Emotional Intelligence Page 5 Sponsored by Is IQ Not Enough? Our notion of intelligence focussed on a single measure – Individual Intelligence Quotient (IQ) Howard Gardner (1983) presented Multiple Intelligences Linguistics - Words and language Linguistics - Words and language Logical / Mathematical - Math and logic Logical / Mathematical - Math and logic Visual / Spatial -Images and space Visual / Spatial -Images and space Musical - Music and rhythm Musical - Music and rhythm Body / Kinesthetic - Sports and movement Body / Kinesthetic - Sports and movement Naturalist - The environment Naturalist - The environment Interpersonal - Other people’s feelings Moral - Ethics and humanity Moral - Ethics and humanity Spiritual - Religion Spiritual - Religion Intrapersonal - Self awareness

11–13 November 2013 Leveraging Emotional Intelligence Page 6 Sponsored by Focus for Behavioral Change We all possess EI, IQ and personality – Determines how we behave – Unable to determine individual EI based on their IQ and vice versa We have more ability to change our EI as opposed to our IQ and personality Personality EIIQ Stays constant – difficult to change Skills and competencies that we can develop and enhance

11–13 November 2013 Leveraging Emotional Intelligence Page 7 Sponsored by Origins of Emotional Intelligence Mayer and Salovey * (1990) introduced the term – Describes a person's ability to understand their own emotions and the emotions of others and to act appropriately based on this understanding Popularised by Daniel Goleman in his book “Emotional Intelligence” (Bantram 1995) It is viewed as a means of developing and enhancing individual management and leadership capabilities – Through an analysis of behaviour, management styles, attitudes and interpersonal skills * Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9,

11–13 November 2013 Leveraging Emotional Intelligence Page 8 Sponsored by Emotions Think of an emotion – Is it easy to do? Some questions: – Are we in touch with our emotions? – Compare children to adults – Is it good or bad to show emotions in the workplace? – Consider different cultures, how do they express their emotions?

11–13 November 2013 Leveraging Emotional Intelligence Page 9 Sponsored by Developing Our Emotional Intelligence Do we develop Emotional Intelligence traits from courses / education? Can they be learnt or we born with these traits? – More of a learn by doing approach Debates: – Age: Young / Old – Gender: Women / Men

11–13 November 2013 Leveraging Emotional Intelligence Page 10 Sponsored by The Benefits of EI Increasingly we are working in organizations with different – Cultures, genders, generations, geographical locations, work pressures EI can assist us in our work and personal environments How can EI benefit you? – Think before you speak – Develop meaningful long lasting relationships – Understand others – Enable others to become more productive – Improve your communication style – Be proactive with situations that create conflict

11–13 November 2013 Leveraging Emotional Intelligence Page 11 Sponsored by Goleman’s EI Components EI Personal Social Understand others and their feelings 1.Empathy 2.Relationship management Understand yourself, your goals, intentions, responses and behaviour 1.Self-awareness 2.Self-motivation 3.Self-regulation

11–13 November 2013 Leveraging Emotional Intelligence Page 12 Sponsored by Self-Awareness Assess your emotions and their impact on others Aware of your emotions Recognize how your feelings impact personal performance Understand your personal values and goals Develop an accurate self profile Aware of your strengths and weaknesses, areas of development Reflect and learn from experience Are open to feedback, new perspectives and continuous learning Assess your personal self- worth and capabilities Have a sense of presence Present the case, but are aware of the context, and implications Able to make decisions and implement them

11–13 November 2013 Leveraging Emotional Intelligence Page 13 Sponsored by Self-Motivation Checklist Have a desire to achieve Deal in results, remain goal driven Set challenging goals and take “calculated” risks Seek continual improvement that leads to improved performance Are committed Work towards the organisation’s goals, not your personal goals Make decisions aligned to teams values Seek out and seize new opportunities Demonstrate initiative and optimism Go the extra mile Are not distracted by red tape Handle setbacks constructively

11–13 November 2013 Leveraging Emotional Intelligence Page 14 Sponsored by Self-Regulation Checklist Establish self control Actively manage feelings and emotions – not control them Think before acting Trustful Continually build and enhance trust Own up to mistakes and look for lessons learned Conscientious Meet commitments Accountable for actions taken Take an organised approach to their work Adaptable and innovative Proactively handle change and manage conflict Seek entrepreneurial solutions

11–13 November 2013 Leveraging Emotional Intelligence Page 15 Sponsored by Empathy Understand the feelings of others Tune into their situation, not yours Show sensitivity “placing yourself in their shoes” Understand the need of the customer Remain market and customer centric Develop meaningful and long standing relationships Develop others Provide appropriate coaching and mentoring Make others succeed Politically aware Leverage networks – official and unofficial Culturally aware Understand cultural difference and leverage diversity

11–13 November 2013 Leveraging Emotional Intelligence Page 16 Sponsored by Relationship Management Influence Create a win-win, not win lose We spend 40% of time on non selling – Dan Pink (To Sell is Human) Communication Foster open communication and handle different communication styles and channels Leadership Inspire, guide and lead, by your values, and understanding the values of others Conflict management Handle and manage conflicts pro-actively Team capabilities Identify the individual needs of the team, play to their strengths

11–13 November 2013 Leveraging Emotional Intelligence Page 17 Sponsored by Self Assessment Pair off with the person next to you What comes easily to you and what do you need to work at? If you want to take a test, then visit: You will need to buy the book Emotional Intelligence 2.0, Bradberry and Greaves to get the pass code

11–13 November 2013 Leveraging Emotional Intelligence Page 18 Sponsored by StrengthsWeaknessAction Self-Awareness Understand your emotions and their affect on others; Develop an accurate self profile; Understand your: personal self-worth and capabilities Self-Motivation Have a desire to achieve; Are committed; Demonstrate initiative and optimism Self-Regulation Establish self control; Trustful; Conscientious ; Adaptable and innovative Empathy Understand the feelings and moods of others; Understand the need of the customer; Develop others ; Politically aware; Culturally aware Social skills Influence; Communication; Leadership; Conflict management; Team capabilities

11–13 November 2013 Leveraging Emotional Intelligence Page 19 Sponsored by Self-Awareness, Self-Motivation, Self-Regulation Checklist Strengths Weaknesses Actions

11–13 November 2013 Leveraging Emotional Intelligence Page 20 Sponsored by Empathy, Social Skills Checklist Strengths Weaknesses Actions

11–13 November 2013 Leveraging Emotional Intelligence Page 21 Sponsored by EI and Job Roles

11–13 November 2013 Leveraging Emotional Intelligence Page 22 Sponsored by Sam Walton and EI Sam Walton founder of Wal-Mart, formed a guide for managing a business successfully. – “Made in America”, (Bantram 1992) Before EI had entered our lexicon, you could suggest that this was an example of an Emotionally Intelligent Leader

11–13 November 2013 Leveraging Emotional Intelligence Page 23 Sponsored by Sam Walton’s as an Emotionally Intelligent Leader Commit to your goals: Believe in them with passion Share your rewards: Treat all associates as partners and share profits with them. Behave as a servant leader to your associates Motivate your colleagues: Continually motivate to challenge them and keep their roles interesting. Money and ownership are not enough Communicate all you know: The more understanding partners have, the more they will care Appreciate your associates: Nothing else can substitute for a few well chosen sincere words of praise. They are free and worth a fortune Celebrate your success: Have fun and always show enthusiasm Listen to everyone: To push responsibility down in the organisation and allow good ideas to bubble up, you need to listen to what your colleagues are telling you

11–13 November 2013 Leveraging Emotional Intelligence Page 24 Sponsored by Starting the Journey To develop emotional intelligence, you learn by doing People build their EI when there is a: – Motivation to learn or to change – Consistent practice of new behaviours – Seek feedback on behaviour Develop a plan – Identify where you are now – Identify where you want to be – How will I get there? – What do I expect to see when I am there? – Practise a new skill repeatedly, until it becomes a habit

11–13 November 2013 Leveraging Emotional Intelligence Page 25 Sponsored by Take Away Guidelines for acquiring a new skill: – Create awareness from yourself – Find someone who is good at the skill Watch them practising their skill Engage them and learn their approaches – Practise doing it yourself (seek guidance as necessary) – Ask for feedback then – Practise – Practise – until it becomes a habit