Caruso

David Caruso: Slides from NexusEQ 2004

©2004 David Caruso, distributed to conference delegates by permission 1

The Emotionally IntelligentManager

David R. Caruso

Thank you …

John (Jack) MayerPeter Salovey

Chuck Wolfe



Managing with Emotion

• Need (2 / 3/ 4) volunteer managers

• And their teams . . .

• Managers: lead the team in a task.– Managers given same objective.

– Timing

• Team: participate.

Discussion

• Enjoy the task?

• Was it a good experience?

• Were you effective?



Managing with Emotion

• Teams had nearly identical instructions

• How did they vary?

FeelingNegative Positive

Low

10

Energy5

1 5 10

High

How are you?

Mood Meter



Does it matter?

• How do we feel?• Does it matter?• Are we

– Focused on possibilities– Focused on problems– Will today be productive

How are you thinking?What are you thinking about?

Ken and Roberta: Ken

• Ken: a leader of critical productdevelopment team

• Team Meeting: Low morale

• Ken, with his dynamic and enthusiasticstyle, was able to generate a sense of hopeand excitement.

• Result? Team members reported a gooddeal of progress.

• Predicted that the product effort wouldcome in under or at budget, and on time.



How does teamfeel now?

How does thisfeeling impacttheir thinking?

How did theirfeelings change?

What did Kendo?

Questions

1

2

3

4

• Roberta’s team: excited by their progress

• But Roberta was low-key and negative

Ken and Roberta: Roberta



How does teamfeel now?

How does thisfeeling impacttheir thinking?

How did theirfeelings change?

What did Robertado?

Questions

1

2

3

4

• Result? Team focused on negatives anddetails.

• Feeling down, team members started tofocus on problems relating to productquality and timing.



Questions

Between Ken and Roberta, which one doyou feel is the better manager? Why?

Which manager would you prefer to workfor? Why?

Ken and Roberta

• Ken's project failed miserably.

• Roberta‘s project succeeded.

• Ken: serious quality problemsundetected.

• Roberta's team discovered andaddressed issues much sooner inthe development cycle.

Ken and Roberta - Outcome



• Questions

• Which manager was more effective?

• Why?

Ken and Roberta

Can you think of a team situationwhere a negative mood was helpfuland appropriate?

Can you think of a team situationwhere a negative mood was nothelpful or constructive?



• Roberta takes over from Ken.

• Meetings negatively charged.

• Team focuses on problems.

• They discover quality issues andscheduling problems previouslyoverlooked.

Roberta – Part 2

How does teamfeel?

How does thefeeling impacttheir thinking?

Why do they feelthis way? Ifthings continue,what will happento the team?

What does theteam leader needto do?

Questions

1

2

3

4



• Roberta manages emotions of team.

• Thorough problem diagnosisconducted.

• Now, she praises and supports team.

• Enhances the team’s mood.

• Team begins creative idea generationand problem resolution.

Roberta – Part 3

• “It is up to us to figure out just what wecan do about these problems. Thisteam has the brains, talent, and spirit toaccomplish this objective.”

Roberta – Inspires



• Team lists critical issues seriously

• Generates ideas openly.

• Evaluates ideas critically.

• Implements solutions with vigor.

Roberta – Results

• Ken created a positive mood.

• Team generated new and creative ideas,

• But did not focus on details.

• Roberta matched the mood to the task.

Lessons?



Roberta: An EmotionallyIntelligent Manager

• Identified how her team felt.

• Used the power of a negative mood to focuson problem diagnosis, not possibilities.

• Understood how a negative style wouldimpact the team.

• Managed the team mood to focus on detailswhen necessary and on the big picture whenappropriate.

Identify Emotions - accurately identify own andother’s emotions

Use Emotions to Facilitate Thought – emotions helpus to think

Understand Emotions – emotions have causes andchange in meaningful ways

Manage With Emotions - use the wisdom and data ofemotions to make ideal decisions. EMOTIONSCONTAIN DATA.

The Ability Model of EI

(After Mayer & Salovey, 1997)



What about us, now?

How does eachteam feel ?

How will thisfeeling impacttheir thinking?

If feelingscontinue, as-is,what will be theoutcome ?

What do we do ?

Questions

1

2

3

4

2- UseEmotions influence

thinkingMatch of emotion to task

3- UnderstandMeaning of emotions understood

What-if analysis

4- ManageStay open to emotionsIntegrate into thinking

1- IdentifyAware of emotionsExpress emotions

EmotionalIntelligence

Please re-form intoteams.

Need to create amood to join a strong,positive unit for eachgroup.



1 – Identify Emotions - accurately identify own andother’s emotions

• Carefully monitor and accurately identify ownemotions

• Recognize emotions in other people and in otherobjects

• Express feelings accurately

• Sensitive to false or manipulative emotionalexpression

Mood Meter

EmotionNegative PositiveLow

10

Energy5

1 5 10

High

1 – Identify Emotions



2 - Use Emotions to Facilitate Thought- matchemotions to thinking

• Emotions direct a person's attention to importantchanges

• Emotionality helps consider multiple perspectives.

• Different forms of reasoning facilitated by differentkinds of moods

3 - Understand Emotions - causes and changes ofemotions

• Recognize families of emotions of various intensityand similarity

• What each emotion means in terms of relationships.

• Recognize the existence of complex emotions

• Reasoning about the progression of feelings ininterpersonal relationships



Emotions can be VERYcomplicated.

• Jill is content.

• She receives unexpected news.

• Jill feels __________ .

Understand Emotions

R. PlutchikAmerican Scientist, 2001.



4 - Manage With Emotions – emotions contain data,stay open to the wisdom of feelings

• Stay open to feelings• Engage and disengage from emotion at appropriatetimes• Meta-evaluation: how clear, typical, acceptable, andinfluential one's mood is• Emotions are understood without exaggerating orminimizing their importance

2- UseEmotions influence

thinkingMatch of emotion to

task

3- UnderstandMeaning of emotions understood

What-if analysis

4- ManageStay open to emotionsIntegrate into thinking

1- IdentifyAware of emotionsExpress emotions

EmotionalIntelligence



Can we measure these abilities?

Test your Emotional Intelligence

A sample EI ability-test . . . .

Section A (Faces)

1 2 3 4 5

1. No Happiness 1 2 3 4 5

2. No Fear

ExtremeHappiness

ExtremeFear

What emotions are expressed by this face?



a. tension 1 2 3 4 5

b. anger 1 2 3 4 5

c. contentment 1 2 3 4 5

Not Useful Useful

Section B (Facilitation)

What mood(s) might be helpful to feel whentrying to discover the best points about theability model of EI ?

Josh felt anxious when he thought about all the

work he needed to do to get ready for a big

conference. He just received an e-mail that one

of the presenters canceled at the last minute,

and Josh had to create the presentation in just

one day. Now, he felt _______________.

Section C (Changes)



Action 1: He started to make a list of things at homethat he needed to do.

Action 2: He went for a run and began thinking aboutwhere and when he go on his next vacation.

Action 3: He decided it was best to ignore the feelingsince it wouldn’t last anyway.

a) Very ineffective b) Somewhat Ineffective c) Neutrald) Somewhat Effective e) Very Effective

Section D (Emotion Management)

Robert just came back from vacation. He was feelingpeaceful and content. How well would each actionpreserve his mood?

1. Happiness

1 2 3 4 5

2. Anger

Section E (Pictures)

How much is each feeling expressed by this picture?



a. cold 1 2 3 4 5

b. blue 1 2 3 4 5

c. sweet 1 2 3 4 5

Not Alike Very Much Alike

Section F (Sensations)

Imagine feeling surprised because Geetusent you a birthday present that was totallyunexpected. How much is the feeling ofsurprise like each of the following?

a. surprise and angerb. anger and fearc. anxiety and feard. disgust and angere. hatred and guilt

Section G (Blends)

SelectOne:

The feeling of contempt that some executives

have when hearing about the importance of

emotional skills in the workplace most closely

combines the emotions _______________.



Response 1: Reuven tried to understand Annie’s new role,and in a week engaged her in a non-threateningdiscussion.

Response 2: Reuven ignored the feeling, hoping it wouldgo away.

a. Very ineffective b. Somewhat ineffective c. Neutral d. Somewhat effective e. Very effective

Section H (Emotional Relationships)

Reuven and Annie are friends at work. Recently, Anniewas promoted and became Reuven’s manager.Reuven felt that Annie had become very bossy. Howeffective would each of these strategies be to helpReuven maintain a good relationship with Annie?

Scoring An EI Ability Test

• An intelligence / ability test assumesthere are correct answers.



Can there be right and wronganswers to emotions?

¸ Emotions provide critical information about the world.

¸ Evolutionary basis of emotions

¸ Emotions help us communicate

¸ There will be better – and worse – answers.

¸ Not all emotion-based questions can be scored

objectively !

So scoring an EI ability test differs fromscoring traditional intelligence tests

• Consensus: What does the group say?

• Expert: What does emotionsliterature say?



Identify Emotions- Faces- Pictures

Use Emotions (To Facilitate Thought)- Sensations- Facilitation

Understand Emotions- Blends- Changes

Manage Emotions- Emotion Management- Emotional Relationships

• Feedback:– Can be a VERY big

surprise!



If you’re good at it: teach how to leverage.

If you’re not so good:and if it’s important, develop remedialstrategy or enhance the skill

Teach and use the PROCESS:The Emotional Blueprint (Described inThe Emotionally Intelligent Manager)

Take The EI Manager Course

How are you and I feeling? Indicate how you and theother person feels right now.

How do I want you and I tofeel?

Are the feelings helping youto focus on the right things?If not, what feelings would bemore helpful?

Why are we feeling the way wedo?

What are you and I willing andable to do about changingthese feelings?

How are these feelings likelyto change?

How can we stay open to thewisdom in feelings? How canwe maintain or changefeelings

How are you and I feeling? Emotions contain data aboutpeople and the environment.

How does the feeling impactthinking? What mood wouldbe most helpful?

Feelings influence how wethink and what we think about.

Why are we feeling the way wedo and how might the feelingschange?

What are we able to do –and what are we willing to do -to keep or change thesefeelings?

Emotions have underlyingcauses, and they followcertain rules.

Optimal decisions and actionsneed to blend thinking withthe wisdom in feelings.

Questions to Ask Scientific Basis

Our model provides a four-step general problem-solving approach.



Applying EI: You can create an emotionalblueprint for any core management

function.

• Staff: Select

• Develop: Performance Feedback

• Build: Effective teams

• Plan: Set objectives, forecasting

• Lead: Motivate, delegate, and managechange

FeelingNegative Positive

Low

10

Energy5

1 5 10

High

How are you now?

Mood Meter



ResourcesThe Emotionally Intelligent Manager (www.EImanager.com)

MSCEIT Certification WorkshopNext date: March 3-4-5 2004 with a discountfor Nexus 2004 attendees.(www.Emotionaliq.com/Workshop.htm)

ContactDavid Caruso: [email protected]

Caruso

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