1. Patrick Psaila, PsyPotential Workshop 5 - Emotion Matters

2. 10 9 8 7 6 5 4 3 2 1 0123456789 − Level of Charge/Energy + − Nature of Emotion + The Mood Meter – What are you feeling?

3. 10 9 8 7 6 5 4 3 2 1 0123456789 − Level of Charge/Energy + − Nature of Emotion + The Mood Meter The Mood Meter Anger Fear Sadness Apathy Happiness Enthusiasm Relaxation Calm

4. 10 9 8 7 6 5 4 3 2 1 0123456789 − Level of Charge/Energy + − Nature of Emotion + The Mood Meter The Mood Meter Optimal Performance Zone – FLOW

5. Pre- Frontal Cortex Limbic System - Amygdala

6. Defining Emotional Intelligence Daniel Goleman defines emotional intelligence having specific “competencies” to: Know and manage one’s feelings well, and deal effectively with other people’s feelings. 6

7. Defining Emotional Intelligence Mayer, Salovey and Caruso defined emotional intelligence as: The ability to Identify, Use, Understand and Manage emotions in oneself and others 7

8. Self-Awareness Social Awareness Self-Management Relationship Management 8 EI Competency Clusters

9. Defining Employee Engagement The emotional and functional commitment an employee has to his or her organisation

10. Research Conclusions

11. Research Findings Current Reality Managers and leaders have to operate in an environment characterised by: Volatility Aggressive & stiff competition Rapid & radical change – mergers; acquisitions; bankruptcy, downsizing

12. Research Findings Resulting in An increased focus on continuous relearning, development and negotiating work/life balance.

13. Research Findings The single most important contributor to employee engagement empowerment and satisfaction is the relationship they have with the leaders of the organisation.

14. Research Findings A Gallup organisation major survey found that only 26% of employees consider themselves as actively engaged in their work.

15. Research Findings Aon consulting reported in a recent research study that employee commitment is declining in every industry, age group, income group and job classification.

16. Research Findings 20 years of research and 60,000 exit interviews by the Saratoga Institute show that 80% of turnover is directly related to unsatisfactory relationships with one’s boss.

17. Research Findings A Gallup organisation study of about 1 million workers concluded that the main reason why people leave their jobs is because of bad bosses.

18. Research Findings Another Gallup study found that poorly managed workgroups are an average of 50% less productive and 44% less profitable than well-managed groups.

19. EI leadership Practices that Boost Employee Engagement

20. Solicit feedback about strengths and development areas from other leaders, direct reports and internal/external stakeholders. Self-Awareness

21. EI leadership Practices that Boost Employee Engagement Manage personal stress levels to avoid burnout Practice “deep intelligence” = EQ : PQ : SQ : IQ Self-Management

22. EI leadership Practices that Boost Employee Engagement Carry out management/leadership team analysis of strengths/development areas. Self/Team Awareness

23. EI leadership Practices that Boost Employee Engagement Conduct annual employee engagement surveys to get an understanding of necessary changes in policies, procedures, processes, systems and management practices that improve engagement. Social/Systems Awareness

24. EI leadership Practices that Boost Employee Engagement Manage underperformance consistently, fairly and constructively. Relationship Management

25. EI leadership Practices that Boost Employee Engagement Create and utilise teams to encourage employee participation in problem solving, decision making and planning processes. Relationship Management

26. EI leadership Practices that Boost Employee Engagement Carry out and analyse exit interviews and develop strategies to ensure retention of high potential talent. Social/Systems Awareness

27. EI leadership Practices that Boost Employee Engagement Focus on making work meaningful by connecting it to the purpose, mission and values of the organisation and even better to one’s personal values. Relationship Management

28. EI leadership Practices that Boost Employee Engagement Create a supportive and caring culture by encouraging teamwork, collaboration and trust. Relationship Management

29. EI leadership Practices that Boost Employee Engagement Support and implement initiatives such as: Corporate wellness programmes Family friendly policies Work/Life balance drives Social Awareness & Relationship Management

30. EI leadership Practices that Boost Employee Engagement Give regular feedback to employees Show appreciation and give praise for good work Give public recognition where it is due Relationship Management

31. EI leadership Practices that Boost Employee Engagement Make work as interesting as possible Provide opportunities for career growth and learning Pay adequately and fairly Relationship Management

32. EI leadership Practices that Boost Employee Engagement Avoid prolonged periods of indecision, uncertainty, role ambiguity, job insecurity. Allow maximum job autonomy and personal initiative to boost empowerment. Social Awareness & Relationship Management

33. The Rise of Compassionate Management More and more compassionate management practices are proving to be not only good for employee well-being and health which positively impacts the bottom line but also directly boosts employee engagement.

34. Annie McKee Emotion Really Matters!

35. Thank You ! www.psypotential.com