1. Julie Cooper Emotional Intelligence

2. Emotional intelligence is: “the capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and our relationships” Daniel Goleman

3. Emotional Intelligence “Is the capacity to create positive outcomes in your relationships with others and with yourself’’ Six Seconds Organisation

4.  Claims  Criticism  Competences and framework  Are we doing it already?  How to learn EQ

5. Daniel Goleman Ph.D in clinical psychology from Harvard Award winning scientific journalist, covered behavioural and brain science for New York Times and Psychology Today Helped establish emotional literacy programmes for schools while at Yale Published “Emotional Intelligence” in 1995. It has sold five million copies. Published “Working with Emotional Intelligence” in 1998 Borrowed the phrase from other psychologists Peter Salevoy and John Mayer had a conceptual EQ model less encompassing than Goleman’s

6. Claims EQ is on the decline in children – a more emotionally troubled generation are entering the workforce EQ matters twice as much as cognitive abilities Cognitive abilities will get you through the door; EQ will make you thrive once you are in

7. Claims Four out of five American companies are trying to promote EQ in employees through training There are deplorable weaknesses in how businesses train people!

8. Claims Four out of ten people are not able to work co-operatively with fellow employees We can add EQ skills to our toolkit for survival at a time when ‘job stability’ seems to no longer exist

9. Employers look for seven key traits: Listening Adaptability and resilience Personal management Motivation and confidence Pride in work Interpersonal and intrapersonal skills Competence in reading, writing and computation

10. Value of Emotional Intelligence Level of Job Complexity Low complexity jobs Medium complexity jobs Higher complexity jobs Impact of EQ Top 1% produce 3 times more output than bottom 1% Top 1% is 12 times more productive than the bottom 1% The added value to the top 1% is 127% greater than average

11. Comments and Criticism Some of the traits that Goleman identifies are considered personality traits by other theorists, who therefore question whether they are the learnable John Mayer

12. Comments and Criticism “Convenient shorthand for underlining the importance of people ” David White “An encouraging prescription for building career skills,…others say its validity is unproven” Bridget Murray American Psych. Ass.

13. Comments and Criticism “Promoting the praline manager; hard on the outside, soft in the middle” Aka growing up!

14. Emotional Intelligence Framework Personal competence:  Self awareness  Self regulation  Self motivation Social competence:  Empathy  Social skills

15. Knowing our internal store of emotional memory, wisdom and judgment, which gives us the capacity for intuition and gut feeling. Self awareness

16.  Emotional awareness  Knowing which emotions you are feeling and why  Accurate self assessment  Aware of your strengths and weaknesses  Self confidence  Strong sense of one’s self worth and abilities Where do we find this?

17. Self regulation Managing impulse as well as distressing feelings

18. Self regulation  Self control: Managing disruptive emotions and impulses effectively.  Trustworthiness: Displaying honesty and integrity, acting ethically and above reproach  Conscientiousness: Dependability and responsibility in fulfilling obligations  Adaptability: Flexibility in handling change and challenge  Innovation: Open to novel ideas, approaches and new information Where do we find this?

19. Motivation Striving to improve or meet a standard of excellence

20. Motivation  Achievement drive: Results oriented, high drive to meet objectives and standards  Commitment: Readily make sacrifices to meet a larger organisational goal  Initiative: Displaying proactivity  Optimism: Persisting in seeking goals despite obstacles and setbacks Where do we find this?

21. Begins on the inside. Sensing what others feel, a social radar. Empathy

22.  Understanding others: Sensing others’ feelings and perspectives, and taking an active interest in their concerns.  Developing others: Acknowledging and rewarding strengths and accomplishments, identifying needs for further growth, giving tasks that help develop skills  Service orientation: Anticipating, recognising and meeting customers needs.  Leveraging diversity: Cultivating opportunities through different kinds of people. Respecting and relating well to people from varied backgrounds  Political awareness: Reading social and political currents Empathy Where do we find this?

23. Social skills Handling another persons emotions

24. Social skills  Influence: Being able to persuade others  Communication: Listening openly and sending convincing messages  Conflict management: Negotiating and resolving disagreements  Leadership: Inspiring and guiding individuals and groups, articulating and arousing enthusiasm for a shared vision  Change catalyst: Initiating or managing changes. Recognising the need for change and removing barriers

25.  Building bonds: Nurturing instrumental relationships  Collaboration and co-operation: Working with others towards shared goals  Team capabilities: Creating group synergy in pursuing collective goals, modelling team qualities like respect, helpfulness, and co-operation Social skills Where do we find this?  Influence: Being able to persuade others  Communication: Listening openly and sending convincing messages  Conflict management: Negotiating and resolving disagreements  Leadership: Inspiring and guiding individuals and groups, articulating and arousing enthusiasm for a shared vision  Change catalyst: Initiating or managing changes. Recognising the need for change and removing barriers

27. Gender differences Women are stronger on awareness of their emotions, show more empathy, more adept interpersonally. Men are more self-confident, optimistic, adapt more easily, handle stress better. Overall the score is the same

28. How do we learn EQ? Daniel Goleman recommends:  Assess the job to identify which competencies are most important  Assess the individual to find out their existing strengths and weaknesses  Assess readiness

29. How do we learn EQ?  Tailoring a programme with plenty of opportunity to practice  Commitment is also needed -it can take up to six months to learn new habits, longer if you have to unlearn bad ones  Make change self-directed – a plan for learning that fits in with our lives, interests, resources and goals.  Focus on clear, manageable goals

30. How do we learn EQ?  Prevent relapse – a backward step is not a complete relapse  Give performance feedback – let your people know how they are doing  Encourage practice. Repeated practice is more effective than one intensive session. “People who develop multiple relationships with a range of co-workers in varying areas of competence stand to improve the most”

31. How do we learn EQ?  Encourage and reinforce – create an atmosphere that rewards and even celebrates self-improvement  Evaluate – Include sound outcome measures and include job performance measures.

32. Practical suggestions  Analyse your existing practice, act on the good and cut the bad  Be more thorough at assessing need before putting people through a sausage mill approach to training  Know the outcome you want so that you can measure progress towards it

33. Practical suggestions  Build good evaluation and ongoing support into your training and be prepared to pay for it!  Use appraisal as a real tool for personal development  Think laterally about solutions.

34. What one thing will you take from today?

35. Thank you! www.springdevelopment.net