1. Emotional Intelligence Workshop
Pete Farlam (BSU)
October 2013

2. Emotional Intelligence
Workshop

4. What is EQ and why is it important?
Basic principles:
Self Awareness
Social Awareness
Self Regulation
Social Skills
EQ  Success
EQ > IQ

6. EQ Fundamentals Identification and labeling of feelings
Where do you place responsibility for these? (Internal vs external)
Communicate feelings appropriately and at appropriate times
Capacity to tolerate opposites (good and bad; loving and angry feelings, anxiety and frustration)

9. Your top 5?

10. My top 5 … Individualisation (Relationship Building)
Empathy (Relationship Building)
Learner (Strategic Thinking)
Intellection (Strategic Thinking)
Context (Strategic Thinking)
What about Execution and Influencing?

11. CANOE
Conscientious (efficient vs easy-going)
Agreeable (friendly / compassionate vs cold / unkind)
Neurotic (sensitive / nervous vs secure / confident / stable)
Open (inventive / curious vs consistent / cautious)
Extraverted (outgoing / energetic vs solitary / reserved)

14. Strengths
Relationship building
Strategic thinking
Influencing
Executing
Weaknesses
Personality weaknesses
Experience
Inadequate training?
Opportunities
Financial
Collaboration
Social network
Time?
Threats
Financial
Competition
Social (e.g. crime)
Regulations

15. Used as case study material in MBAs (e.g. Harvard)
The 1996 everest tragedy
Used as case study material in MBAs (e.g. Harvard)

16. Scott Fischer
Rob Hall

17. Mark Shuttleworth: Scott was afraid of unpopularity, the public, failure. Amundsen was afraid of the cold.

18. Rob Hall and Scott Fischer SWOT Analysis
Skills & Expertise:
Climbed Mt Everest 4 times
Successfully guided 39 clients to
summit
Positive Attitude & confidence
Management Level:
Detail-oriented; meticulous
Efficient operator
Caring personality
Well-respected by clients & staffs
Skills & Expertise: Climbed Mt Everest with minimum oxygen supply
Energetic & Charismatic
Build client’s confidence & self reliance by giving more freedom to clients during acclimatization W
Client Dependency
No specific turnaround time
Failed to follow his own principle in
turnaround time
No prior experience in guiding a team
Poor judgment in clients capabilities
No clear hierarchal organization – Poor management
Difference in staff’s wages O - T
Stubbornness of team members (e.g.
Hansen)
Lack of confidence & trust in the team
leader

19. Team SWOT Analysis Strengths Weaknesses
Skills & Expertise
Positive Attitude & confidence
Organized & detail oriented(Hall)
Overconfidence of leaders & clients
Clients not fit
Clients have minimal to no climbing experiences
Team performance based on weakest link
Lack of communication & trust within the team
No moral support and physical guidance
- Turnaround time (rule too loose “1 or 2PM”)
Opportunities
Threats
Able to capitalize & share on the team members expertise & strengths
Heroic acts of Sherpa, guides & clients in Camp Four
Mental & Environmental stressors:
Competition between two teams
Presence of reporters
Clients invested money, time & effort
Probabilities of success vs. failure
Unpredictable deadly weather
Overcrowding in bottlenecks & routes at Mt.
Everest
Decision-making compromised at high altitudes

20. Jon Krakauer (Into Thin Air):
‘Having failed to get anybody to the top in 1995, it would have been bad for Hall’s business if he failed again in – especially if Fischer succeeded. Fischer was trying very hard to eat Hall’s lunch, and Rob knew it. Under the circumstances, the prospect of turning his clients around while his rival’s clients were pushing toward the summit may have been sufficiently distasteful to cloud Hall’s judgement.’

22. Motivation Daniel Pink: Drive
Motivation is different for different people.
It’s a complex web of interacting dynamics.
Daniel Pink: Drive
Autonomy
Mastery
Purpose

28. Your top EQ moments of 2013? Personal (Positive and Negative)
Houses (F S W O G K B M)
Tutor groups
Classroom
Sport & Cultural
School generally (e.g. Oklahoma, Eisteddfod, Staff conference, Prize-giving & Valedictory …)