This presentation was used for an hour-long talk at NIPM - Cochin Chapter to HR Managers and MBA students.
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1. The Emotionally Intelligent Manager NIPM Cochin Chapter Oct
29, 2013
2. A quick Self Assessment
3. Question 1: You are in a meeting when a colleague takes
credit for work that you have done. What do you do? a. Immediately
and publicly confront the colleague over the ownership of your
work. b. After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits you when
speaking about your work. c. Nothing, its not a good idea to
embarrass colleagues in public. d. After the colleague speaks,
publicly thank her for referencing your work and give the group
more specific details about what you were trying to
accomplish.
4. Question 2: You are a manager in an organization that is
trying to encourage respect for racial and ethnic diversity. You
overhear someone telling a racist joke. What do you do? a. Ignore
it. The best way to deal with these things is not to react. b. Call
the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
c. Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization. d. Suggest to the
person telling the joke that he go through a diversity training
program.
5. Question 3: A discussion between you and your partner has
escalated into a shouting match. You are both upset and in the heat
of the argument, start making personal attacks which neither of you
really mean. What are the best things to do? a. Agree to take a
20-minute break before continuing the discussion. b. Go silent,
regardless of what your partner has to say. c. Say you are sorry,
and ask your partner to apologize too. d. Stop for a moment,
collect your thoughts, then restate your side of the case as
precisely as possible.
6. Question 4: You have been given the task of managing a team
that has been unable to come up with a creative solution to a work
problem. What is the first thing that you do? a. Draw up an agenda,
call a meeting and allot a specific period of time to discuss each
item. b. Organize on off-site meeting aimed specifically at
encouraging the team to get to know each other better. c. Begin by
asking each person individually for ideas about how to solve the
problem. d. Start out with a brainstorming session encouraging each
person to say whatever comes to mind, no matter how wild.
7. Question 5: You have recently been assigned a young manager
in your team and have noticed that he appears to be unable to make
the simplest of decisions without seeking advice from you. What do
you do? a. Accept that he does not have what it takes to succeed
here and find others in your team to take on tasks. b. Get an HR
manager to talk to him about where he sees his future in the
organization. c. Purposely give him lots of complex decisions to
make so that he will become more confident in the role. d. Engineer
an ongoing series of challenging but manageable experiences for
him, and make yourself available to act as his mentor.
8. Scoring Q-1: a: 0 points; b. 5 points; c. 0 points; d. 10
points Q-2: a. 0 points; b. 5 points; c. 10 points; d. 5 points
Q-3: a. 10 points; b. 0 points; c. 0 points; d. 5 points Q-4: a. 0
points; b. 10 points; c. 0 points; d. 5 points Q-5: a 0 points; b.
5 points; c. 0 points; d. 10 points
9. Jack Mayer David Caruso Peter Salovey Daniel Goleman
10. This is not going to be an Academic Exercise! There are
numerous theories of EI A number of researchers have worked on it
Im not one of them! (But, its on the anvil!) We only are going to
discuss how EI can be used in the organisational context the books
I have read on the subject and the people I have worked with.) How
can EI by used to GET WORK DONE?
11. Emotional Intelligence refers to the capacity for
understanding our own feelings and those of others, for motivating
ourselves, and for managing emotions well in ourselves and our
relationships. - Daniel Goleman (1998)
12. Four Branches of Emotional Intelligence - Peter Salovey and
John D. Mayer Perceiving Emotions: Sensing the presence Reasoning
With Emotions: Usage while thinking Understanding Emotions: What is
the basis Managing Emotions: Regulation & Response
www.company.com
13. Daniel Golemans EI Theory Internal Motivation
www.company.com
14. What is the 90:10 rule?
15. A travel story A journey by air: You are on vacation The
wait at the airport The pick-up doesnt arrive on time Check-in is a
messy affair Room Service is delayed & they bring the wrong
stuff The cruise boat breaks down What is role of emotions in the
above events? . And the Result???? www.company.com
16. At Work A typical scene at the office You asked a team
member for an important report He comes in late the tyre was
punctured He doesnt have the data ready for compilation You are not
able to submit the report on time You get a mouthful from your
superior Imagine the Emotion Overload! All day an endless array of
EMOTIONS are on display www.company.com
17. Toxic Zone! Loses good people to Anger! Wins the argument
loses the person! Mr. Know-all! Doesnt give credit Wont appreciate
people Why? Insecurity? Insensitivity? Upbringing?
18. What portion of the decisions you make at work are
Emotional versus Rational?
19. How does low EQ show up at work? Blaming others Victim
statements such as If only he would . . . An inability to hear
critical feedback Diverse opinions that arent welcomed or valued
Passive, aggressive or passive-aggressive communication Leaders who
dont listen & become out of touch with their team Managers who
dont appreciate, recognise or develop people IS SOMEONE CALCULATING
THE COST??? Delay, Rework, Conflict, Re-recruitment Cost, Whispers
in the Pantry, Dip in Performance, Stress, Customer
Dissatisfaction! www.company.com
20. As managers and business executives we have often asked
ourselves the following questions: Why do certain employees get
into accidents more often than others? Why do they violate company
ethics and policies? Why do they ignore the rules of the
organization? Why do they use illegal drugs while on the job? Why
do different employees respond differently to challenges? Why do
some people cause conflict while others are good at resolving it?
Why do they put self-interest ahead of the organizational values?
Why do some salespeople win new business with ease while others
struggle to do so even though they seem to be putting the effort?
www.company.com
21. Personal Competencies Competencies that Determine How We
Manage Ourselves
22. Self Awareness Knowing one's internal states, preferences,
resources, and intuitions. This competency is important in the
workplace for the following reasons. Emotional awareness:
recognizing one's emotions and their effects and impact on those
around us Accurate self-assessment: knowing one's strengths and
limits Self-confidence: sureness about one's self-worth and
capabilities www.company.com
23. Self Regulation Managing one's internal states, impulses,
and resources. This competency is important in the workplace for
the following reasons. Self-control: Managing disruptive emotions
and impulses Trustworthiness: Maintaining standards of honesty and
integrity Conscientiousness: Taking responsibility and being
accountable for personal performance Adaptability: Flexibility in
handling change Innovation: Being comfortable with an openness to
novel ideas, approaches, and new information www.company.com
24. Self Expectations & Motivation Emotional tendencies
that guide or facilitate reaching goals. This competency is
important in the workplace for the following reasons. Achievement
drive: striving to improve or meet a standard of excellence we
impose on ourselves Commitment: aligning with the goals of the
group or organization Initiative: readiness to act on opportunities
without having to be told Optimism: persistence in pursuing goals
despite obstacles and setbacks www.company.com
25. Social Competencies Competencies that Determine How We
Handle Relationships
26. Intuition & Empathy. Our awareness of others' feelings,
needs, and concerns. This competency is important in the workplace
for the following reasons. Understanding others: An intuitive sense
of others' feelings and perspectives, and showing an active
interest in their concerns and interests Customer service
orientation: The ability to anticipate, recognize, and meet
customers' needs People development: Ability to sense what others
need in order to grow, develop, and master their strengths
Leveraging diversity: Cultivating opportunities through diverse
people www.company.com
27. Influence & Social Skills. Our adeptness at inducing
desirable responses in others. This competency is important in the
workplace for the following reasons. Influencing: Using effective
tactics and techniques for persuasion and desired results
Communication: Sending clear and convincing messages that are
understood by others Leadership: Inspiring and guiding groups of
people Change catalyst: Initiating and/or managing change in the
workplace Conflict resolution: Negotiating and resolving
disagreements with people Building bonds: Nurturing instrumental
relationships for business success Collaboration and cooperation:
Working with coworkers and business partners toward shared goals
Team capabilities: Creating group synergy in pursuing collective
goals Essentially what we call SOFT SKILLS! www.company.com
28. Proof One study of 44 Fortune 500 companies found that
salespeople with high EQ produced twice the revenue of those with
average or below average scores. Technical programmers
demonstrating the top 10 percent of emotional intelligence
competency were developing software three times faster than those
with lower competency. Another corporation measured that the
productivity difference between their low scoring emotional
intelligence employees and their high scoring emotional
intelligence employees was 20 times.
29. More Proof One other study in the construction industry
yielded results showing workers with low emotional intelligence had
a higher likelihood of getting injured while on the job. A large
metropolitan hospital reduced their critical care nursing turnover
from 65 percent to 15 percent within 18 months of implementing an
emotional intelligence screening assessment.
30. The caring Ears! - Power of Listening
31. Being a more EI Manager Embrace Differences to Make a Big
Difference Genuinely Care About People Help Employees Experience
Significance Be Accountable Like Everyone Else Be Mindful of Their
Needs
32. Coping with Emotions Consider the situation from someone
elses perspective Take a more realistic look at your situation.
Look at the situation as though it happened a long time ago can
remove some of the shock and intensity. Focus on the situation, not
the emotion. Try to see the situation realistically, not as totally
bad. Be optimistic. Use humor. www.company.com
33. Managing Your Emotions in the Workplace - Working with
People You Dont Like Know your work style. Know your feelings. Pick
a time of day. Choose a place. Plan ahead. Keep it short. Be
professional. www.company.com
34. Characteristics of a person with high EQ High self-esteem /
self-worth Knows own strengths and weaknesses Able to assess own
capabilities Able to handle pressure Ability to handle negative
feedback Taking responsibility for ones actions & words
Assertive in Communication / Good listeners Able to deliver bad
news with sensitivity Aware of consequence / impact of actions
Consistency / Honesty / Integrity / Empathy www.company.com
35. Relevance of Emotional Intelligence Being used increasingly
in recruitment The differentiator between success and failure
Decisions have greater clarity Improved Customer Satisfaction /
fewer errors Higher employee satisfaction and retention Long term
organizational success
36. So, its established that, in the organizational context,
Managers with higher levels of Emotional Intelligence (higher EQ)
.. - Produce Consistently Better Results!! - Are seen as Leaders
worth following! The Emotionally Intelligent Manager