Emotional Intelligence Profile

1Anne SampleEIP Executive report © 2016 JCA Global Ltd

EmotionalIntelligenceProfileExecutivereportAnne SampleMonday 16 May 2016

(Previous: Thursday 25 June 2015)sample

jcaglobal.com

Contents

4 About this report

5 Introduction to Emotional Intelligence

6 Your Emotional Intelligence Profile

8 Your narrative section

24 Your item analysis

30 Your summary profile

34 Your development summarysample


About this reportThis is a confidential report which is to be used under the guidance of a trained professionalwho is qualified to use the Emotional Intelligence Profile. The information in this reportshould only be disclosed to third parties with the prior agreement of the participant.

A full understanding of this analysis should also take into account other relevant informationsuch as personality, actual experience, skills and knowledge, current circumstances, cultureetc.

Your Emotional Intelligence Profile Executive report contains the following:

A brief explanation of the six key parts of Emotional Intelligence.

Your score on sixteen different aspects of Emotional Intelligence.

A description of your score on each of the sixteen Emotional Intelligence scales.

A list of your responses to each question.

A colour coded summary of your profile in relation to the six key parts of EmotionalIntelligence.

Emotional Intelligence focuses you on the personal changesyou may choose to make in order to get the best out ofyourself and truly engage, inspire and motivate others.

4Peter Clarke© 2016 JCA Global Ltd

Emotional Intelligence focuses you on the personal changes you may choose to make in order to get the best out of yourself and truly engage, inspire and motivate others.sample


Introduction toEmotional IntelligenceEmotional Intelligence is a combination of attitudes and behaviours that distinguishoutstanding performance from average performance. Emotional Intelligence provides aframework for understanding how you manage yourself to be personally and interpersonallyeffective:

Personal IntelligenceBeing effective at picking up what is going on inside of you (Self Awareness) and takingappropriate actions to manage yourself (Self Management).

Interpersonal IntelligenceBeing effective in picking up what is going on for other people (Awareness of Others) andtaking appropriate action to manage them (Relationship Management).

Your Emotional Intelligence is influenced by your attitudes. In particular, your attitude towardsyourself (Self Regard) and your attitude towards other people (Regard for Others). To makedevelopmental changes stick, it is important to develop the right attitudes along with yourbehaviours. The relationship between the various parts of Emotional Intelligence is shown inthe diagram below.

Personal Intelligence Interpersonal Intelligence

Behaviour Self Management Relationship Management

Feeling Self Awareness Awareness of Others

Attitude Self Regard Regard for Others

Who you are being compared againstThe Emotional Intelligence questionnaire is a self-report measure and your EmotionalIntelligence Profile reflects your self-perceptions. Your results are based on a comparison witha mixed group of over 6000 leaders from a range of large organisations. The EmotionalIntelligence questionnaire is specifically designed for senior leaders and aims to challenge andemphasise areas for potential improvement within this high performing group. Your results arecompared against other high performers; therefore a low score is still relative to the top end ofthe working population.


Introduction toEmotional IntelligenceEmotional Intelligence is a combination of attitudes and behaviours that distinguishoutstanding performance from average performance. Emotional Intelligence provides aframework for understanding how you manage yourself to be personally and interpersonallyeffective:

Personal IntelligenceBeing effective at picking up what is going on inside of you (Self Awareness) and takingappropriate actions to manage yourself (Self Management).

Interpersonal IntelligenceBeing effective in picking up what is going on for other people (Awareness of Others) andtaking appropriate action to manage them (Relationship Management).

Your Emotional Intelligence is influenced by your attitudes. In particular, your attitude towardsyourself (Self Regard) and your attitude towards other people (Regard for Others). To makedevelopmental changes stick, it is important to develop the right attitudes along with yourbehaviours. The relationship between the various parts of Emotional Intelligence is shown inthe diagram below.





Who you are being compared againstThe Emotional Intelligence questionnaire is a self-report measure and your EmotionalIntelligence Profile reflects your self-perceptions. Your results are based on a comparison witha mixed group of over 6000 leaders from a range of large organisations. The EmotionalIntelligence questionnaire is specifically designed for senior leaders and aims to challenge andemphasise areas for potential improvement within this high performing group. Your results arecompared against other high performers; therefore a low score is still relative to the top end ofthe working population.


Relationship Management

Awareness of Others

Regard for Others

Self Management

Interpersonal IntelligencePersonal Intelligence

Self Awareness

Self Regard

Behaviour

Feeling

Attitudesample


Your Emotional IntelligenceProfileLinear scoringScores are presented in decile bands. Each score is equivalent to 10% of the comparison group. Forexample, a decile score of 1 sits within the lowest 10% range. Therefore, a score of 8 would mean that80% of the comparison group rated themselves equal to or lower than you rated yourself and 20% of thecomparison group rated themselves higher. The ideal position is to score higher on each scale.

Previous completion score

Attitude1. 1Self Regard

The degree to which you accept and value yourself.

2. 6Regard for OthersThe degree to which you accept and value others as people, as distinct from liking or approving of whatthey may do.

Feeling3. 9Self Awareness

The degree to which you are in touch with your physiology, feelings and intuitions.

4. 8Awareness of OthersThe degree to which you are in touch with the feelings of others.

Self Management5. 1Emotional Resilience

The degree to which you are able to pick yourself up and bounce back when things go badly for you.

6. 3Personal PowerThe degree to which you believe that you are in charge of and take sole responsibility for your outcomes.

7. 4Goal DirectednessThe degree to which you relate your behaviour to long-term goals.

8. 4FlexibilityThe degree to which you feel free to adapt your thinking and your behaviour to changing situations.

9. 1Connecting with OthersThe extent and ease with which you are able to make significant connections with other people.

10. 3AuthenticityThe degree to which you invite the trust of others by being principled, reliable, consistent and known.


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Multi-scale scoringMulti-scale scores are presented in decile bands. Each score is equivalent to 10% of the comparisongroup. For example, a decile score of 1 sits within the lowest 10% range. Multi-scale scores measurewhether you display too much, too little or the ideal amount on a particular scale. The ideal position is toscore low on the red scales (too little and too much) and high on the green scale (ideal). The blue barrepresents the degree to which this overall balance between the three scales is achieved.

Previous completion score

Relationship Management11. 7Trust

Your tendency to trust others.

9Mistrusting9Carefully Trusting

1Over Trusting

12. 2Balanced OutlookHow well you manage to balance optimism with realism.

10Pessimistic8Realistically Optimistic

10Over Optimistic

13. 9Emotional Expressionand ControlThe degree to which you manage to balance the expression and control of your emotions.

1Under Controlled10Free and in Charge

9Over Controlled

14. 1Conflict HandlingHow well you handle conflict.

10Passive3Assertive

8Aggressive

15. 3InterdependenceHow well you manage to balance taking yourself and taking others into account.

6Dependent7Interdependent

10Over Independent

Developing your Emotional Intelligence16. 7Reflective Learning

The degree to which you enhance your Emotional Intelligence by reflecting on what you and others feel,think and do.


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Your narrative section1. 1Self Regard

Definition The degree to which you accept and value yourself.

Interpretation Your key descriptors

A tendency to ignore positivefeedback and put oneself down.

Self-confidence easily knockedby feelings of self-doubt andinsecurity.

Possible need to continuallyprove oneself.

May display defensive or rigidbehaviour.

A preoccupation or excessiveworry about personalshortcomings.

Your Self-Regard score was low compared to otherleaders. Developing and maintaining your Self Regard orself-esteem is a prerequisite for effective leadership.Having low Regard in yourself may manifest in self-doubtand insecurity, worrying about your shortcomings andputting yourself down. Low Self Regard may also distortyour awareness causing you to interpret experiencesnegatively. For successful people, low Self Regard is oftena byproduct of success; having received a lot of positivefeedback, self-esteem can become exclusively contingenton getting more positive feedback. Such thoughts corrode abroader sense of self-worth and promote a preoccupationwith the need to feel competent. A fear of ‘being found out’can lead a person to stick rigidly within their comfort zonesor seek to prove themselves over and over again resultingin chronic uneasiness. Feeling the need to constantlyprotect one’s self-image can lead to superficial bravado, aninability to develop open and trusting relationships and rigid behaviours such as having to be thecentre of attention, avoiding people altogether, insisting on being in charge or avoiding anyresponsibility. Leaders that excel in the workplace take steps to maintain and cultivate their SelfRegard.

_________________________________Development suggestions

Once a day take a few minutes to notice your 'inner critic' and challenge it with the question"Is that really true?"

Reject any 'put-downs' that come your way. A 'put-down' is when someone (includingyourself) criticises something about who you are as a person rather than what you havedone. Every time you say something negative about yourself, counter it with somethingpositive.

Foster team spirit by giving and accepting compliments from others rather than dismissingthem. Dismissing a compliment may make the person giving the compliment feel rejectedand reduce rapport.

Each day allocate uninterrupted time for yourself to do what you want both in work andoutside of work.


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2. 6Regard for Others

Definition The degree to which you accept and value others as people, as distinct from liking or approvingof what they may do.


Tend to be more task thanpeople focussed.

Supportive and helpful whenchoosing to engage with others.

Will use praise and personalencouragement to motivateothers.

Listen to people’s concerns andrespond to their needs.

May sometimes be critical orunsympathetic towards people.

Your Regard for Others score was typical of most leaderswhich suggests you have a reasonable acceptance andappreciation of others but with some room for furtherdevelopment. Demonstrating Regard for Others helps buildtrust, collaboration and effective working relationships.When you display Regard for Others, people will likely feelvalued and their regard for themselves will increase.Conversely, when you display less Regard for Others thiscould significantly impair people’s regard for themselves. Itmaybe when you are particularly busy or under stress youpay less attention to others, for example if you forget theirname or sometimes ignore them, they are likely to feelundervalued. If your goal is to inspire high performance,then it is critical to continue to show Regard for Others andpay attention to their needs so that they feel significant andmotivated. Cultivating and maintaining a positive attitudetowards people will also support you in displayingcompassion and humility.


Notice and recognise when others do something well and show your appreciation.

When critiquing performance balance negative feedback with positive feedback and ensureyou focus on behaviour while guarding against making it overly personal.

Make time for people and give them your full attention while you are with them. For example,ask more questions than making statements - seek to understand a person’s point of viewfirst.

Try to do the small things that can make a big difference, such as remembering a person’sname, a smile, saying “good morning” or asking them a question.


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3. 9Self Awareness

Definition The degree to which you are in touch with your physiology, feelings and intuitions.


Correctly interpret differentemotional states and how theyimpact on own behaviour.

Clearly express own emotionswhen communicating to others.

Understand own emotionalresponses to different stressors.

Balance logic and intuition whenmaking decisions.

Display accurate awareness ofown values and needs.

Your Self Awareness score was very high compared toother leaders. Self Awareness in Leadership Intelligenceterms goes beyond self-knowledge, for example knowingwhat you are good or poor at, personal likes and dislikes ortypical patterns of behaviour. In this case, Self Awarenessis the awareness of your physiology and feelings in a givenmoment in time, and an understanding of the impact thesehave on your thinking and behaviour. A high SelfAwareness score suggests you are likely to be aware ofyour feelings, needs and typical reactions to things. If youtend to notice your feelings early, then you will be moreable to intervene and prevent the feeling from negativelyimpacting your behaviour, for example frustration turning toanger. Likewise, if you notice how you feel under stress youare more likely to learn what causes you stress and how tomanage this effectively. Knowing when you can physicallyand mentally perform at your best and when you need torelax and recover will help you create a sustainable basis for high performance leadership. Whenanalysing problems or taking action, you are likely to balance logical analysis with intuitive thoughtproviding you, as a busy leader, with a quick and accurate guide to decision-making. Your highSelf Awareness provides a firm platform for developing your overall Leadership Intelligence.

_________________________________Building and managing strengths

Use your Self Awareness to notice what aspects of Leadership Intelligence you coulddevelop, for example situations in which you feel uncomfortable.

Seek to become more aware of yourself in a given moment, for example during highpressure situations. This provides a step towards managing your feelings, a necessary skillfor a leader.

If you are very aware of your negative feelings, remember to balance this with noticing yourpositive feelings. It may help you to write down your positive feelings.

Remind yourself to be as attentive to others’ feelings as you are to your own. When youcheck how you are feeling in an interaction, ask yourself how the other person might befeeling too.


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4. 8Awareness of Others

Definition The degree to which you are in touch with the feelings of others.


Show a keen interest in andunderstanding of people.

Display tact, interpersonalsensitivity and empathy.

Pay attention to and showconsideration for people’sfeelings.

Display a flexible interpersonalstyle.

Develop a clear understandingof individuals’ motivations andneeds.

Your Awareness of Others score was high compared toother leaders. This ability is a vital attribute forunderstanding how to motivate, engage and lead people. Ahigh Awareness of Others score suggests you are likely tounderstand, empathise and pay attention to the feelings ofothers. You may notice people’s individual needs andwants and therefore adapt and respond appropriately tothem. You may display high levels of interpersonalsensitivity and empathy. Empathy is the ability tounderstand how others are feeling and is essential forbuilding relationships, team-working, handling conflict,motivating and influencing others. Underlying your highAwareness of Others may be an appreciation for andvaluing of individual differences. If on the other hand yourBelief in Others (scale 2) is low, your Awareness of Othersmay be negatively distorted, for example you may be hypervigilant of others because you assume people cannot betrusted. Cultivating positive underlying attitudes towards others will increase your ability to developand coach people effectively. Continuing to develop Awareness of Others will make aconsiderable difference to your success in leading change and influencing people.


Keep using your listening skills to encourage staff to talk honestly and openly about howthey are feeling. This alone provides support and builds trust.

Continue to practice empathy, 'step into another person's shoes' to feel and experience theworld as they do. This is most challenging to do with those that you feel threatened by.

Encourage staff and colleagues to share what is on their mind, prompt and really listen tothe content of what they are saying. Mirror their body language subtly thereby giving anon-verbal message that you are interested in what they are saying.

Observe people in a meeting and practice trying to understand how they might be feeling.Test out your assumptions with those people and seek to learn what a few people's bodylanguage means.


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5. 1Emotional Resilience

Definition The degree to which you are able to pick yourself up and bounce back when things go badly foryou.


Tendency to exaggerateproblems.

Become despondent easily ortake things to heart.

Take a long time to bounceback from disappointments.

Tendency to ruminate on issuesor be unforgiving towardsyourself.

Strong negative feelings suchas anxiety or stress.

Your Emotional Resilience score was low compared toother leaders. Leadership can be exciting, but suchpositions are also accompanied by inherent pressure. Yourlow score suggests you may be finding it difficult to copewith adversity, and you may feel despondent, exhausted,stressed or even ‘burnt out'. You may have a tendency tofocus on negative events, become anxious, assumeproblems are unsolvable (at least by you) and engage inexcessive worry. If you are not applying your innerresources to cope with demands as effectively as youmight, you could feel at the mercy of strong emotions andreactivity. Lower Emotional Resilience can be perpetuatedif you are unforgiving towards yourself, perfectionist,sacrifice too much of yourself to work and fail to engage inenough recovery time to sustain your leadershipeffectiveness. You may have a habit of trying to ignoreemotional and physical signals that indicate your need torenew energy. As a result, you may feel drained, emotionally fragile, or your physical health maybe affected. Cultivating the habits of mind, body and behaviour that enhance EmotionalResilience will help counter the effects of stressful roles and create resilient leadershipeffectiveness.


If you are feeling the effects of stress on your physical health, particularly if you are living anunhealthy lifestyle, look after yourself physically, for example through exercise and nutrition.

Ask for support from a trusted individual. Talk through your concerns to gain a differentperspective and establish a rounded view of the issues.

Distract yourself from stressful situations temporarily by doing a physical activity, such as gofor a walk, have an informal conversation, or breathe deeply with your eyes closed fortwenty seconds.

Attempt to understand what causes you negative stress by writing down those situations inwhich you felt under pressure. Note down how you reacted and the events leading up to thestressful situation. You may then choose to ask for help or delegate during these situations.


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6. 3Personal Power

Definition The degree to which you believe that you are in charge of and take sole responsibility for youroutcomes.


Less likely to seek outopportunities for control andmore responsibility,

Some dependency on others tomake decisions or take action

Can feel disempowered andfrustrated by perceivedconstraints.

May externalise responsibilitye.g. not take accountability foractions.

Sometimes see self as a victimof circumstance.

Your Personal Power score was fairly low compared toother leaders. Leaders displaying high Personal Powerrecognise what they can influence, exercise choice in theiractions and decisions, accept accountability and feelempowered. Your low score suggests that you currently donot believe you have significant influence or control overevents or circumstances, perhaps in certain areas of yourwork. People tend to act in accordance with their beliefs; ifyou believe you can or you believe you can’t do something,then this is what will probably happen. You may display atendency to externalise responsibility, for example beingcritical of others, not acknowledging your own successes ornot seeking responsibility. This may cause you to feelgenerally disempowered or despondent, which may affectthe confidence you have in your skills, abilities andeffectiveness to make things happen. Feeling confident andable to make a difference is often tied up with ourexpectations. If you have a tendency to set the bar too high you may feel like giving up, or if youset it too low you may become bored. Developing your Personal Power so you feel moreempowered and self-assured is an important aspect of self-determined leadership.


When there appears to be no choice, stop and challenge yourself to identify at least threeoptions that have desirable consequences. If you find it difficult to identify clear options, elicitadvice from someone who can help.

Note down every time you start a sentence with 'I should' or 'I must'. Consider replacing'should' and 'must' with 'will' or 'responsible for'. Then begin to action the statements.

Recall a time when you felt empowered for taking on responsibility, not just organisationallybut also socially, physically and mentally. Remind yourself of this when faced withchallenging situations.

Explore the option of getting involved in slightly more challenging work that will stretch youand increase your confidence and capability.


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7. 4Goal Directedness

Definition The degree to which you relate your behaviour to long-term goals.


Clear on most of your personalwants and goals.

Engage in some long-termthinking and future planning.

Can sometimes be distracted,impulsive and lackconcentration.

At times may overly focus onachieving the goals of others.

May lose sight of broader aimsand purpose when underpressure.

Your Goal Directedness score was typical of other leaders,suggesting that most of the time you know what you wantand have a sense of purpose and direction to get there. Asa leader this may help you to keep your goals in mind, sothat what you do moves you towards rather than away fromyour goals. However, it may be that during busy periodsand times of stress you become distracted by competingpriorities and do not achieve what you set out to do.Distractions may come from within yourself, for exampleyou may lose attention, be impulsive, or be constantlyseeking something different. Alternatively, distractionsmay be external, for example you may focus more onmeeting the needs of others at the cost of meeting yourown needs. Being Goal Directed is an important element tobeing satisfied and motivated in your work life, as knowingwhat you want is the first step to making it happen.Continuing to develop your Goal Directedness will enableyou to create a compelling set of personal aims that are intrinsically motivating and provide apersonal compass for focused effort and future personal development.


Put strategies in place for success, for example planning ahead, setting targets and havingclearly defined objectives. Set realistic time frames to help you move towards your goals. Make the goal specific and ensure it is something you are personally motivated to achieve.

Draw upon other personal qualities you may have to develop your Goal Directedness, suchas perseverance, focus, self-discipline, inner conviction and a will to succeed.

Make others aware of your goals and write them down. These two actions will make themmore real, tangible and likely to happen. Work out what is really important for you, what yourvalues are and what you want to achieve in the next five years.

Recognise and try to avoid short-term distractions - go somewhere quiet to work, away frompeople who might distract you. Set yourself short periods of concentration time followed by abreak.


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8. 4Flexibility

Definition The degree to which you feel free to adapt your thinking and your behaviour to changingsituations.


Usually willing to exploreoptions and experiment.

Able to change or adaptpersonal ways of working whenrequired.

Will sometimes stick to ownpreferences rather thansituational requirements.

May be slower to innovate orembrace new ideas.

May be less flexible and staywithin own comfort zones whenunder pressure.

Your Flexibility score was typical of most leaders. Differentpeople and situations require different leadership styles;therefore the capacity to be flexible is an essentialrequirement for the effective leader. Your score onFlexibility suggests you adapt to some extent but maybecome more rigid when under pressure. On theseoccasions you may be less willing to move outside yourcomfort zones and try new ways of doing things. This maylimit your ability to adapt appropriately to change or newworking environments. If you adopt an overly rigid approachwhen interacting with people you will likely meet withresistance, which will limit your ability to influence andmotivate people. When you are under less pressure youmay show greater Flexibility in your interactions,demonstrate appreciation for others’ viewpoints and bewilling to explore alternative perspectives. Not only will thisresult in people feeling that they can contribute and arevalued but your team is likely to explore ideas and options more fully. Leadership developmentinvolves continued personal change and development. Improving your Flexibility will help assistyou in significant and rapid personal growth.


Before making a decision or reacting to a proposed organisational or role change, spend afew minutes considering alternative ways of responding.

Consult the views of others and consider each opinion and suggestion from the perspectivethat it could be the best way forward. Also consider the advantages for the change.

Check that you are not rejecting change for the wrong reasons, such as a fear of theunknown, feeling outside of your comfort zone or stuck habits.

If you find changing your behaviour difficult, start with small changes which hold no risk, forexample move your watch from the wrist you normally keep it on to the other for a few days.Notice your initial reactions and the time it takes for you to feel comfortable.


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9. 1Connecting with Others

Definition The extent and ease with which you are able to make significant connections with other people.


May lack social confidence insome situations.

Could invest more time intobuilding relationships.

Can appear guarded, closed orslightly detached.

Focus more on tasks than onpeople.

Takes time to form connectionsand engage with people.

Your Connecting with Others score was low compared tomost leaders. Your ability and willingness to build strongrelationships and networks is an important part ofsustainable leadership effectiveness. Evidence shows thatstrong relationships boost job satisfaction, improve jobretention and increase creativity. Your low score suggestsyou may have a tendency to be guarded about yourself andinvest insufficient time into building and maintainingrelationships. People may experience you as detached,which may limit your ability to form close connections andtrusting relationships. You may have a preference to beformal and business-like in your interactions, avoid initiatingcontact with people or feel uncomfortable talking openlywith others about emotions. You may be shy and retiring,lack confidence with people, or have a fear of beingignored. Building networks and the breadth of yourrelationships requires investing time and energy intomaking connections with people. Strengthening the depth of your connections with peoplerequires being open, listening without judgment and being prepared to express your feelings andvulnerabilities. Doing this will help you to build trusting relationships, create effective networks atwork, gain people’s support in times of need and generally enhance the quality and depth of yourrelationships.


Make a deliberate effort to initiate contact with people and communicate with them face toface.

Make it part of your daily routine to spend time getting to know people.

Notice what you don't share when talking with people; risk being more open than you wouldusually. For example, when appropriate, share something about yourself on a personallevel, express your feelings and share your vulnerabilities.

Identify which area of relationships is stronger for you - 'depth' or 'breadth'. Experiment indeveloping the area that is least strong.


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10. 3Authenticity

Definition The degree to which you invite the trust of others by being principled, reliable, consistent andknown.


May be inconsistent or hard toread.

May not always act inaccordance with own principlesor values.

Can be unpredictable andunreliable.

May agree to things that youare unable to deliver.

Change direction in an attemptto meet others' expectations.

Your Authenticity score was fairly low compared to otherleaders. This suggests that you may not have clarity onwhat your values are or do not always act in accordancewith them. At heart people need to be able to predict howyou might act in any given situation in order to really trustyou and feel comfortable working alongside you. Oneexplanation for a low score is if you have a tendency to tryto please others by agreeing to do things that you areunable to deliver or compromise your principles. If you letpeople down or fail to meet commitments you may be seenas unreliable and inconsistent. Getting other people’shonest opinion of you can be a useful measure of howauthentic you actually are. For example, do people thinkyou say one thing whilst actually really thinking or feelingsomething different?. Authenticity is about being consistentand genuine in that your behaviour matches yourunderlying attitudes. Regardless of whether or not yourbehaviour is well-intentioned, being authentic and true to your principles is a critical aspect totrusted leadership.


Ask a range of people who experience you in different settings whether you are consistentand reliable with them in all situations. Ensure that you extend your reliability to all people inall situations. Ask them what they would like you to do to improve on this even further.

You could help others to get know you more quickly by telling people about your principles,for example what is important to you, what your values are, what you expect from others andwhat are your likes and dislikes. Invite them to share this with you to maintain a balancedinteraction.

Be reliable and keep your promises, only agree to deliver on things if you have made anassessment of your workload and priorities to ascertain how achievable it is.

Write down your top three values. On a scale of 1-10 rate how much you live by each ofthem, identify examples of when you have done so. If you struggle with examples thenconsider whether you need to change something in your life to be truer to your values.


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11. 7Trust9Mistrusting9Carefully Trusting

1Over Trusting

Definition Your tendency to trust others.


Delegate responsibilityappropriately.

Monitor others progress in asupportive manner.

Will take action early if peopleare not delivering.

May be questioning of people’smotives.

Sometimes lack confidence inpeople’s ability to completetasks.

Your Carefully Trusting and Mistrusting scores were bothhigh compared to other leaders. Trust is a key componentin developing collaborative and supportive relationships.Your scores suggest that you usually get the balance rightbetween placing your Trust in others while at the same timeensuring your Trust in them is well founded. For example,you may accurately assess people’s ability to deliver workand set stretching but achievable targets. An important partof leadership is recognising what level of Trust to place indifferent people. If people feel trusted and they havesufficient competence then they will feel motivated toperform and take responsibility for achieving results. If theyare mistrusted they may become de-motivated, and if theyare Over Trusted, for example your expectations of themare overly ambitious, they may feel anxious and ultimatelyfall short. However, your score on Mistrust was also high.This may suggest you have room for further development,for example; giving people the freedom to develop their own ways of working, while giving themthe reassurance and support they may require. When people are trusted they are more likely toreciprocate with loyalty and mutual respect. Displaying the correct degree of Trust in others willhelp create a positive and reassuring work environment.


Notice which people or situations cause you to be more trusting or mistrusting. Is there acommon theme? Notice how your own frame of mind affects your level of trust.

Ask others what they want. Do they want more or less input from you? Do they feel they arebeing checked up on?

Check whether you have provided people with the right information and communicated yourexpectations accurately and clearly before assuming they will not deliver.

Continue to create an environment were people can genuinely feel able to learn from theirmistakes.


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12. 2Balanced Outlook10Pessimistic

8Realistically Optimistic10Over Optimistic

Definition How well you manage to balance optimism with realism.


Judgment and decision makingmay be strongly influence byyour frame of mind.

At times, may overlook, dismissor ignore problems.

May exaggerate problems orgive up when things go wrong.

Regularly change decisions.

Have the capacity for realisticand accurate judgment.

Your scores were all high suggesting that your behaviourmay vary between being Pessimistic, Realistic andOver-optimistic depending upon your frame of mind and thesituation. Your scores suggest that at times you can bevery positive in your expectations and general view ofsituations, while at other times you can be very negative.One explanation could be that you generally start offexpecting everything to turn out well (Over-Optimistic) andrebound to feelings of disappointment (Pessimistic) whenthings don’t work out as you had hoped. If your judgmentbecomes overly influenced by your frame of mind and youflip between an overly positive perspective and an overlynegative one, people you are leading may find you to beinconsistent and difficult to read. However, your Realismscore suggests that you have the capacity to take a morebalanced perspective, which will help you set aspirationalbut achievable goals. You are also likely to checkassumptions and facts, and look for contradictory evidence, which will help you improve youroverall judgment and decision making. As a leader, inspiring and motivating people to follow you,by projecting a positive view of the future combined with a realistic plan of how to get there isessential. Balanced Outlook is an important attribute to develop in order to shape the way you andother people view the future in a positive and meaningful manner.


When making decisions, check your frame of mind / mood. Pause and reflect on whetherthis is skewing your perception or if you are acting impulsively and could you be moreobjective.

Balance your enthusiasm for an idea with finding out the facts and checking details beforefinalising a decision.

If you have a skill at providing critical analysis then consider carefully how you communicatethis to others so as not to appear overly negative, for example; ask questions, findsomething positive to say and offer solutions.

There may be times that you use overly negative language when experiencing difficulties,for example; it's hopeless, pointless, or will never work. Look to balance or moderate yourlanguage with positive messages designed to encourage and motivate, such as; good idea,nice job, or well done.


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13. 9Emotional Expressionand Control

1Under Controlled10Free and in Charge

9Over Controlled

Definition The degree to which you manage to balance the expression and control of your emotions.


Demonstrate reasonable levelsof emotional self-control.

May feel uncomfortable whenothers display emotion.

Display emotional maturity anddo not over-react.

Resolve differences with peoplequickly.

Refrain from overt expression ofenthusiasm and passion.

Your Free and in Charge score was high compared to otherleaders. Expressing emotions and passion can be a realasset for a leader, especially when motivating or influencingpeople. Your score suggests that you feel fairly free toexpress your emotions but are also in charge of when andhow you do this. For example, you may be more likely tohave reasonable self-control, to not allow your feelings tobe controlled by other people and to be less emotionallyvolatile. Typically, you will not overly suppress your feelingseither and you are likely to show people warmth and to beemotionally responsive. Emotions are closely connectedwith motivation and performance; too little and wedisengage, too much and we can’t think clearly and ourperformance is impaired. Your score suggests that youeffectively manage your emotional response to mostsituations. However, your score on Over Controlled wasquite high. This may suggest you have room for furtherdevelopment, for example using positive emotion to enthuse people and build close relationships.Continuing to effectively express emotions with skill and control is an important element of buildinggood relationships and inspiring others.


Continue to make a conscious effort to notice emotions when dealing with others. Make sureyou acknowledge the emotions of others and demonstrate your passion. For example;overtly state your commitment, show encouragement and recognise the hard work of others.

Use emotion to inspire. Identify what people are passionate about and ensure you matchand reflect the emotional tone within your communication to them.

Identify what situations cause a strong emotional reaction in you. Notice your feelings early,for example; frustration before it becomes anger and anticipation before it becomes anxiety.

Consider incorporating more physical activity in to your weekly routine in order to provideadditional release from stressful situations.


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14. 1Conflict Handling10Passive

3Assertive8Aggressive

Definition How well you handle conflict.


Initially less inclined to assertown wishes or opinions.

Capitulate easily and thenbecome rigid.

May be Passive-Aggressive e.g.seek opinions but ignore them.

Not fully express own needs orput them second to the needs ofothers.

Suppress own emotions andmay become confrontational orhostile.

Your scores on Passive and Aggressive were both veryhigh compared to other leaders. People are different andwant different things, therefore managing conflicts andasserting yourself is an inevitable part of a leadership role.Your scores suggest that you may demonstrate a tendencyto suppress your feelings and bottle up your frustrations(Passive). These emotions may eventually build up and bereleased with insufficient self control (Aggressive). Therewill be occasions where a leadership role will require you toassert your views strongly and deal with opposition or seekcompromise and work collaboratively. If you finddisagreement or resistance uncomfortable you may betempted to ignore problems or take on extra work ratherthan risk confrontation. You may put your own needssecond, put up with things that are not right for you oragree to things that you do not want. Being Passive mayhave benefits such as people find you accommodating andnon-threatening. However, over time this may result in feelings of frustration, anger andimpatience, adversely affecting your perspective and judgment. Frustration can also manifest lessovertly as Passive-Aggressive, for example ignoring others input and pushing ahead regardless.Developing your Conflict Handling and assertiveness skills will help enhance your ability tonegotiate, maintain relationships, deal with confrontation and collaborate.


Practice listening to others and reflecting back what you have heard, before giving youropinion.

If you feel yourself becoming frustrated learn how to calm down. For example; breathingdeeply, taking a short break or expressing feelings before they become too strong.

Take care that your personal ambition and drive does not have a detrimental affect onothers, for example; being overly competitive, only focussing on tasks and not people, oryou losing sight of the team objectives.

Most people feel uncomfortable giving feedback, yet often the person receiving it is moreable to deal with it than we expect. If you tend to avoid addressing issues, don’t makeexcuses and deal with them early.


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15. 3Interdependence6Dependent

7Interdependent10Over Independent

Definition How well you manage to balance taking yourself and taking others into account.


Comfortable making owndecisions and relying on self.

May not consult or considerothers' perspectives fully.

May be seen as a reluctantteam player and asindividualistic.

May take on too muchresponsibility.

Have the capacity to workcollaboratively when required.

Your Over Independence score was high compared toother leaders. Leadership is a collective endeavor,therefore, it is vital you work alongside others effectively.Your scores suggest that you may have a preference forworking on your own and to do things in your own way.Although having the courage of your convictions, beingwilling to be in the minority and being able to workindependently are all attractive attributes. As a leader, thisneeds to be balanced with the flexibility to workcollaboratively, be consultative and work in teams.However, your highscore on ‘Interdependence’ suggestsyou have the capacity to be more collaborative whennecessary. The effect of being overly independent could bethat you take too much on yourself, inhibit others by makingdecisions for them, do not fully consider how your actionswill impact others, show a lack of appreciation towardsothers’ contributions, become isolated from your team orfind it difficult to work in collaboration with people. You may have an individualistic nature, havelow trust or confidence in others, or have a strong desire to feel in control of what you do.Whatever the reason, developing your capacity to work interdependently is necessary for effectiveleadership, team working, collaboration and building effective relationships.


If you have a preference for being an individualistic expert, endeavour to share yourexpertise and thinking with others. Involve people early in a prospect; elicit their ideas beforedeciding the way forward.

Having your own inner conviction is a good basis for leading others; ensure you convey thisto people in a way they can engage with it.

For a piece of work you have, check whether there is someone more appropriate to delegateit to and allocate time to develop and coach them to complete the work.

Create a team environment where generating ideas and solutions are encouraged. Whereideas are welcomed without criticism, ridicule or risk.


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16. 7Reflective Learning

Definition The degree to which you enhance your Emotional Intelligence by reflecting on what you andothers feel, think and do.


Clear on and take responsibilityfor personal development.

Seek opportunities to developor broaden skill set.

Adjust and adapt to changingcircumstances

Seek and receptive toconstructive feedback.

Plan and actively organisepersonal development.

Your Reflective Learning score was high compared to otherleaders. Research has overwhelmingly found that the mosteffective leaders are lifelong learners; learning to feel, thinkand behave differently based upon experience andchanging circumstances. Your Reflective Learning scorewas high, suggesting that you often reflect upon yourexperiences and that you may have a consistent approachto self-development or raising your own self-knowledge.Reflective Learning is an important factor in helping youdevelop your Leadership Intelligence. It will enable you tobecome more aware of yourself, to understand yourstrengths, your development areas, what helps you toperform at your best and what hinders your performance.You may be effective at taking learning from pastexperiences and adjusting your behaviour to newsituational demands or keeping your personal andprofessional development up-to-date. In order to remain aneffective leader it is important to continue to develop the attitudes and skills of lifelong learningand fully engage in your own personal and professional development.


Continue to build an accurate picture of your strengths and development areas. Activelyseek feedback from your boss and subordinates, undertake a 360 feedback process andask people for their views.

Show others you take your development seriously; lead by example, state you developmentareas, make time to develop your strengths and close important development gaps.

Get clear on your development goals and identify what success at the next level up lookslike. Find a success profile against these roles then accurately assess yourself against theserequirements.

When you reflect upon your experiences, go further and consider what triggered the event?Is there a common theme? How would you prepare differently next time? Does your currentbehaviour reflect an underlying attitude? Challenge yourself, what would you need to think,feel or do differently to get a better result?


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Your item analysisThe item analysis lists all the items in the questionnaire. These are divided into three sections:

These are items that you rated yourself Low on (scores 1 and 2 on a 1 to 5 scale) interms of this aspect of Emotional Intelligence.

These are items that you rated yourself Average on (score 3 on a 1 to 5 scale) in termsof this aspect of Emotional Intelligence.

These are items that you rated yourself High on (score 4 and 5 on a 1 to 5 scale) in termsof this aspect of Emotional Intelligence.

The purpose of these items is to help you understand your profile scores in more detail. Yourprofile scores are purely a reflection of your answers to the questionnaire. Only you know whyyou gave the response you did. If your response is in the red zone then consider how this mayblock your effectiveness. If your response is in the green zone then consider how this may beused to enhance your effectiveness.

AttitudeScale and Response ItemSelf RegardAgree I need to change some things about myself if I am to be happyAgree I worry about my shortcomingsDisagree I accept and am happy with all of meAgree I am prone to feelings of self-doubt and insecurityDisagree I have complete belief in myselfAgree I tend to put myself down with negative self-talk

Regard for OthersAgree It is hard for me to tolerate some people

Scale and Response ItemSelf RegardNeither I often need encouragement to feel ok about myself

Regard for OthersNeither I tend to be critical of other people

Scale and Response ItemSelf RegardAgree I am very happy with myself and who I have become

Regard for OthersDisagree I find it difficult to understand people who have opposite feelings or beliefs to my ownAgree I see it as my job to understand and accept others and not to judge themStrongly disagree Some people tend to find me somewhat judgmental and unsympatheticAgree I am sympathetic to a whole range of other peopleAgree I feel empathy for others and accept how they are


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FeelingScale and Response ItemNo items listed

Scale and Response ItemAwareness of OthersNeither I am better than most at understanding people

Scale and Response ItemSelf AwarenessStrongly disagree I tend to bury and ignore my feelingsAgree I pay a lot of attention to what my body tells meDisagree I am not an intuitive sort of personAgree I know how my different feelings express themselves in my bodyStrongly disagree I only register my feelings when they are very powerfulAgree I can detect even the smallest changes in how I feelDisagree I am not the sort of person to get in touch with my feelings easilyAgree I incorporate my intuitions into my thinking

Awareness of OthersDisagree I am not as sensitive or aware of other people's feelings as some people areAgree I can tell how other people are feelingStrongly agree I make a particular point of asking others how they are feelingStrongly agree I can easily see something from another person's perspectiveAgree I pick up easily what is happening for other people


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Self ManagementScale and Response ItemEmotional ResilienceDisagree When things go badly, I bounce back easilyAgree When I am upset or anxious, I quite often don't know how to deal with itDisagree I have the capacity for managing stressDisagree I can let go, relax and manage my anxietyDisagree I pick myself up easily when faced with problemsDisagree I am a very resilient person, especially in difficult times

Personal PowerAgree Other people sometimes have more control over what happens to me than I doDisagree I am entirely in control of my life

Goal DirectednessAgree I am not always sure what I wantAgree I tend to just go with the flow rather than have any planDisagree I can completely control my behaviour in order to achieve my ends

FlexibilityAgree Once I have made my decision, I stick to it whateverAgree I find unexpected change unsettling

Connecting with OthersDisagree There are many people I can easily call on for helpStrongly agree I am a closed and private personDisagree I like to get close to other people by sharing feelings with themAgree I do not put a lot of time into maintaining friendshipsAgree I do not find it easy making new friendsStrongly agree I live a more isolated existence than most

AuthenticityAgree If I make a mistake I will sometimes try to cover it upAgree I often behave in a certain way to impress other peopleDisagree I am true to myself even if it means risking disapproval

Scale and Response ItemPersonal PowerNeither I find ways of getting what I want

Scale and Response ItemEmotional ResilienceDisagree I fairly easily get despondent or depressed

Personal PowerAgree I am confident in my abilitiesAgree I know I can achieve anything that I put my mind toAgree I have made all my own successAgree I believe that I alone am always responsible for everything I do

Goal DirectednessAgree People would say I am a very determined personStrongly agree I go for what I wantAgree I tend to set myself explicit targets and goals, which then govern my behaviourAgree I am conscious of how to manage my feelings to get what I want

FlexibilityAgree I particularly like to try new ways of doing thingsAgree It is easy for me to adjust my responses to changing conditionsDisagree It is sometimes difficult for me to change the way I do thingsAgree I am not stuck in my ways

Connecting with OthersStrongly disagree I find it uncomfortable when people are very emotional with me

AuthenticityStrongly agree My core beliefs dictate a lot about how I behaveDisagree My beliefs and attitudes can shift depending on who I am with and on the situationStrongly agree I know what my inner principles are and live by themAgree The way I live my life completely fits and reflects my values


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Relationship ManagementScale and Response ItemMistrustingStrongly agree There are only a few people I would ever depend onStrongly agree I need to know someone very well before I will tell them anything personal

Over TrustingAgree I am a very trusting person

PessimisticStrongly agree I have a fear of failureAgree I tend to exaggerate problemsAgree I anticipate problems rather than successes

Over OptimisticAgree I sometimes get into trouble because I assume that everything will always be fineAgree I tend to believe what I want to believeAgree I always believe that everything will turn out fine, even when things look bad

Over ControlledAgree I find it difficult to say what I really feelAgree Some people find me a bit inhibited and unemotionalAgree I keep my emotions well under control

PassiveAgree I tend to give way when other people oppose meStrongly agree I dislike and try to avoid confrontationAgree I go along with things I don't really like to avoid confrontationAgree I sometimes put up with things I do not like because I find it difficult to stand up for

myselfAssertiveDisagree I know how to ask for what I want and am not inhibited about doing so

AggressiveAgree When I have a disagreement with someone, we fall outAgree It is hard for me to always stay calm and respectful when I disagree with someone

DependentAgree When starting a task I feel unsure of myself until other people have approved my plans

Over IndependentStrongly agree I am an individualist - liking to do things my wayAgree It frustrates me when other people get involved in what I am doingAgree I prefer working on my own

Scale and Response ItemMistrustingNeither I tend to be suspicious of other people's motives and reliabilityNeither I have learned not to take anyone's word for anything

Over OptimisticNeither I do not often check out the realism of my hopes and revise them accordingly

Scale and Response ItemCarefully TrustingStrongly agree I incline toward trusting others, but protect myself by checking in what respect and to

what extent they are trustworthyAgree I trust others, but not to the extent of putting myself at riskAgree I assume people to have good intentions, unless proven otherwiseAgree In my experience on the whole people live up to the trust I place in them

Over TrustingStrongly disagree I am very ready to trust others unconditionallyStrongly disagree I tend to be very open with people even if I don't know them wellDisagree Some people think I am sometimes naive and gullible

PessimisticDisagree I often expect the worst before I attempt something new

Realistically OptimisticStrongly agree I am fairly optimistic but test my hopes against realityAgree I am confident of my success, but at the same time realisticAgree I expect things to go well, but check to see what is really happening


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Agree I am neither overly optimistic nor overly pessimisticUnder ControlledDisagree I sometimes have difficulty in choosing how and when to express my feelingsStrongly disagree If I have a strong feeling, I let it out no matter whatDisagree I do things on the spur of the moment that I regret laterStrongly disagree When I am angry I sometimes can't help being aggressive

Free and in ChargeAgree I can express my feelings easily, but can choose when and how to do soStrongly agree I am at ease with my feelings, but also in control of themAgree It is easy for me to show how I feel, but also to hide my feelingsStrongly agree I show my feelings naturally, but only when I choose to do so

Over ControlledDisagree I am not a spontaneous sort of person

AssertiveAgree I welcome critical feedback and find it easy to acceptAgree I keep calm even when others become angryAgree I am capable of challenging people without undermining them

AggressiveStrongly disagree I can be a fairly aggressive personDisagree When I am upset and angry I tend to attack other people

DependentDisagree I do not feel comfortable working independentlyDisagree I prefer to follow rather than to leadDisagree It is sometimes hard for me to make decisions without support from others

InterdependentStrongly agree I work well with others and take them into account, but do not depend on them too muchAgree I enjoy collaborative workingAgree I enjoy interacting with other people and stand up for myself when necessaryAgree I find the give and take of social relationships easy

Over IndependentDisagree I sometimes find it difficult to take other people into account


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Developing your Emotional IntelligenceScale and Response ItemNo items listed

Scale and Response ItemReflective LearningNeither I am easily able to review what I, and other people, have done in a non-judgmental way

so that I can get the full learning out of it

Scale and Response ItemReflective LearningAgree I frequently review each day, my successes and failures, and identify what I have

learned.Agree I notice what works and what doesn't in my interactions with others, and change my

behaviour accordinglyAgree I measure my achievements against my goals and work out why I did or did not get what

I wanted, and what I can learn from thatAgree I often reflect deeply about myself and change my behaviour accordinglyAgree I change my behaviour as a result of asking for feedback from others


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Your summary profileYour Emotional Intelligence results represent your responses to questions relating to each ofthe sixteen scales. The measurement for the questionnaire works by calculating how differentyour patterns of responses to the questions are when compared to a large group of otherresponses.

The Summary Profile below represents your overall level of effectiveness (strengths anddevelopment areas) on each of the six parts of the Emotional Intelligence framework. Thesehave been colour coded as follows:

You rated yourself lower than the other leaders rate themselves.

You rated yourself about the same as the other leaders rate themselves.

You rated yourself higher than the other leaders rate themselves.





Pause for reflectionThe profile above indicates your view of your own Emotional Intelligence at the time youcompleted the questionnaire:

Consider the difference between your Personal Intelligence (the left side of the model) andyour Interpersonal Intelligence (the right side of the model).

Consider the difference between the three levels: your Attitude (the bottom of the model),your Feeling (the middle part of the model) and your Behaviour (the top of the model).

Scores are not necessarily good or bad. They should be used to help you focus on 'where youare now' against 'where you want to be'.


Relationship Management

Awareness of Others

Regard for Others

Self Management

Interpersonal IntelligencePersonal Intelligence

Self Awareness

Self Regard

Behaviour

Feeling

Attitude

Your summary profileYour Emotional Intelligence results represent your responses to questions relating to each ofthe sixteen scales. The measurement for the questionnaire works by calculating how differentyour patterns of responses to the questions are when compared to a large group of otherresponses.

The Summary Profile below represents your overall level of effectiveness (strengths anddevelopment areas) on each of the six parts of the Emotional Intelligence framework. Thesehave been colour coded as follows:

You rated yourself lower than the other leaders rate themselves.

You rated yourself about the same as the other leaders rate themselves.

You rated yourself higher than the other leaders rate themselves.





Pause for reflectionThe profile above indicates your view of your own Emotional Intelligence at the time youcompleted the questionnaire:

Consider the difference between your Personal Intelligence (the left side of the model) andyour Interpersonal Intelligence (the right side of the model).

Consider the difference between the three levels: your Attitude (the bottom of the model),your Feeling (the middle part of the model) and your Behaviour (the top of the model).

Scores are not necessarily good or bad. They should be used to help you focus on 'where youare now' against 'where you want to be'.


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Your Attitude summaryThe matrix below gives an indication of the balance between your Attitudes of Self Regardand your Regard for Others. Your score is shown by the blue ball. The most effectiveposition is to be ideal towards the top right hand corner; the least effective position is to be blocked potential towards the bottom left hand corner.

HIG

H submissive ideal

blockedpotential critical

LOW HIGH

Self Regard

Reg

ard

for O

ther

s

IdealPositive attitude to self and othersFeel confident and competentAccepting of self and othersAuthentic and open to development

CriticalPossibly critical and blamingCan be aggressive or defensiveMay be mistrustingOverly independent

SubmissiveCan be passive and over-trustingMay be dependent on othersPossible lower self-confidenceSelf-critical and self-doubting

Blocked potentialCan be rigid and inflexiblePossibly defensiveCan be pessimistic and negativeMay feel resigned and helpless

Summary descriptionYour Regard for Others is slightly higher than your Self Regard. This attitude may leadto behaviours such as blaming yourself when things go wrong, feeling down on yourself,struggling with confidence or being unsure of what you want. In dealing with others, youmay trust them too much, be too reliant on their opinions, or give way too quickly inconflict situations. Other people may experience you as generally supportive andhelpful, however given your average Regard for Others score, at times you may becomecritical or lack sympathy. To develop greater Self Regard, when you notice beingself-critical, challenge the negative thoughts by focusing on the relevant positive aspectsof yourself and the situation. Be sure to accept compliments from others, taking care toreally absorb and accept the positive messages about yourself. Additionally, to ensureyour Regard for Others is maintained - keep a focus on the value of other people; forexample, by giving them your attention, asking questions, listening and offering praise.


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Your Feeling summaryThe matrix below shows the balance between your Feeling scales of Self Awareness and Awareness of Others. Your score is shown by the blue ball. The ideal position is to be fullyaware and present towards the top right hand corner, the least effective position is to be lessaware towards the bottom left hand corner.

HIG

H other focused present

less aware self-focusedLOW HIGH

Self Awareness

Aw

aren

ess

of O

ther

s

PresentIn touch with own feelingsIntuitive and sensitive to othersObservant of surroundingsEmpathic towards others

Self-focusedSelf-containedAware of own feelingsReflective and consideredPossibly detached

Other focusedAware of others feelingsAim to please othersTendency to put self secondMay ignore own needs and well-being

Less awareCan be cool and aloofMay be emotionally distantLess aware of own and others feelingsSometimes unresponsive

Summary descriptionYour Self Awareness and Awareness of Others scores are both high in relation to thecomparison group. This suggests you may know and understand yourself well. Theimpact of this is that you may be clear on what matters to you, know how differentactivities, circumstances and people affect you and are able to get more of what youwant and enjoy. The scores also suggest you are accurate in what you notice andunderstand about other people. In particular you may be aware of other people’sfeelings, needs, moods and motivations. The impact on other people is that you maycome across as sensitive to their emotions and interests, helping them feel understoodby you. Continuing to focus on how you and others are feeling will help you build deepand long-lasting relationships.


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Your Behaviour summaryThe matrix below shows the balance between your Behaviour scales of Self Managementand Relationship Management. Your score is shown by the blue ball. The ideal position is tobe effective towards the top right hand corner, the least effective position is to be self limitingtowards the bottom left hand corner.

HIG

H facilitative effective

selflimiting self-driven

LOW HIGH

Self Management

Rel

atio

nshi

p M

anag

emen

t EffectiveInterpersonally connectedTrusting and flexiblePositive and takes responsibilityGoal directed and assertive

Self-drivenTask focused and self-motivatedTakes responsibilitySelf-reliant and independentLess interpersonally connected

FacilitativeCo-operative and engagingPersonal and openMay lack focus and directionMay be pessimistic or tend to worry

Self limitingMay lack self-confidenceMay be pessimistic or detachedMay under-rate selfMay lack self-direction and motivation

Summary descriptionYour Self Management and Relationship Management scores both fall into theSelf-limiting position, however your Relationship Management is slightly higher thanyour Self Management. This suggests you may be more effective at buildingrelationships, co-operating and engaging with people than at motivating and managingyourself. Perhaps you enjoy building relationships between other people, but are unsureof what you want or how to direct your talents to meet your own needs. The impact maybe that you help others meet their own or the organisation’s needs, but struggle toachieve tasks or outcomes personal to you. To develop Self Management set clear andrealistic expectations, keep setbacks in perspective, be consistent but remain adaptableto change, take responsibility for your actions and meet your commitments. Youraverage score for Relationship Management suggests you may also benefit fromfocusing more on building and maintaining effective relationships.


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Your development summaryDevelopment suggestionsBelow are three suggestions for your development based on the areas you scoredrelatively lower on.

Develop your assertiveness. Seek to understand the other person's needs first. Then bebrave, confident and forthcoming in expressing your needs, wants and opinions in arespectful manner. If you become angry or upset, stop the conversation and identify whathas caused this emotional reaction. Take care to discuss sensitive issues calmly.

Develop your ability to connect with others. For example, make a deliberate effort toinitiate contact with people and communicate with them face to face. Notice what youdon't share when talking with people; risk being more open than you would usually. Forexample, when appropriate, share something about yourself on a personal level, expressyour feelings and share your vulnerabilities.

Develop your emotional resilience. Identify what triggers you. Learn to observe yourfeelings as they arise and label them. Pause and use breathing exercises to calm downand then choose how to respond. Additionally, maintain your energy through goodnutrition, getting enough sleep, exercise and relaxation.

Building on your strengthsBelow are three suggestions for making best use of your strengths based on the areas youscored relatively higher on.

Use your skills in expressing emotion appropriately to have a positive impact on people.Inspire and motivate others through practicing different approaches to expressingemotion. For example, show concern for others, be caring and soft spoken to engendertrust and loyalty; display enthusiasm and optimism to create energy around achieving adifficult goal.

Use Self Awareness to become a master in managing your state. During a situation inwhich you feel uncomfortable or under pressure, notice the feelings as they arise; forexample, frustration before it becomes anger or nervousness before it becomes anxiety.Labelling your feelings in these moments and calming your physiology through controlledbreathing will enhance your ability to choose the most effective course of action.

Develop advanced Awareness of Others by routinely challenging yourself to view thesituation from another person's perspective; take time to explore how they would befeeling and why. Use empathetic listening skills to summarise the emotional experienceof other person and encourage them to talk openly about how they are feeling. Use this


insight to provide tailored support and build deeper levels of trust.


Your personal developmentAnswer these questions below to begin mapping out a personal development plan.

Your reflectionsWhat have you learnt or become aware of from reading your Emotional IntelligenceProfile Development summary?

Your strengthsHow are your strengths working for you?

How can you make more use of your strengths to your own and your organisation'sadvantage?

Your developmentHow are your development areas limiting or hindering your performance?

What actions can you take to address your development areas?

15Peter Clarke

© 2016 JCA Global Ltd

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JCA Global LtdThe Quadrangle Imperial Square Cheltenham GL50 1PZ

Telephone: +44 1242 239 238 [email protected]

jcaglobal.com

Emotional Intelligence Profile

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