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Practicing Emotional Intelligence in the Public Sector

Practicing Emotional Intelligence in the Public Sector. IPMA-HR Western Region Conference May 3, 2006. “Emotional intelligence is twice as important as cognitive abilities in predicting employee performance and accounts for more than 85% of star performance in top leaders

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Practicing Emotional Intelligence in the Public Sector

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  1. Practicing Emotional Intelligence in the Public Sector IPMA-HR Western Region Conference May 3, 2006

  2. “Emotional intelligence is twice as important as cognitive abilities in predicting employee performance and accounts for more than 85% of star performance in top leaders Daniel Goleman, Harvard Business Review

  3. Self-Awareness The ability to recognize and understand your moods, emotions, and drivers, as well as their effects on others.

  4. Hallmarks of Self-Awareness • Self-confidence • Realistic self-assessment • Self-deprecating sense of humor

  5. Energy Follows Focus “In all my years of analyzing organization the greatest benefits seem to come from making small improvements in those activities we do most often, rather than one time breakthroughs in peripheral areas of the organization.” Henry B. Eyring, Ph.D. Professor of Business Management, Stanford University

  6. Self-Management/Regulation The ability to control or redirect disruptive impulses and moods. The propensity to suspend judgment - to think before acting

  7. Hallmarks of Self-Management • Trustworthiness and integrity • Comfort with ambiguity • Openness to change

  8. “We need to learn how to point to problems without having to solve them. It is a misuse of our power to take responsibility for solving problems that belong to other. Our task is to keep a constant dialogue going about the problems and ask people to diagnose and solve them. The key issue is to tell the truth about difficult issues.” Peter Block, “Stewardship”

  9. Motivation A passion to work for reasons that go beyond money and status A propensity to pursue goals with energy and persistence

  10. Hallmarks of Motivation • Strong drive to achieve • Optimism, even in the face of failure • Organizational commitment

  11. The Real Role of Leadership “There is a possibility underemphasized in leadership research - that the only thing of real importance that leaders do is create and manage culture.” Edgar Schein

  12. Empathy The ability to understand the emotional make up of other people Skill in treating people according to their emotional reactions

  13. Hallmarks of Empathy • Expertise in building and retaining talent • Cross-cultural sensitivity • Service to clients and customers

  14. Social Skill Proficiency in managing relationship and building networks An ability to find common ground and build rapport

  15. Hallmarks of Social Skills • Effectiveness in leading change • Persuasiveness • Expertise in building and leading teams

  16. Can Emotional Intelligence be learned? The nature vs. nurture debate

  17. It is a matter of the brain… “Emotional Intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses and drives” Daniel Goleman,”Can emotional intelligence be learned”

  18. “First, the ineffective behavior must be brought into awareness. Next, a new or more effective behavior must be identified and finally the new behavior must be consciously rehearsed over and over until it is mastered and becomes unconscious” Daniel Goleman,”Can emotional intelligence be learned”

  19. 3 Keys to Learning Emotional Intelligence • Motivation • Extended practice • Feedback

  20. What should leaders do? Get Results!!

  21. Understanding Climate “Climate” refers to six key factors that influence an organizations working environment Flexibility Responsibility Standards Rewards Clarity Commitment

  22. The Five Components of EI • Self-Awareness • Self-Management/Regulation • Motivation • Empathy • Social Skills

  23. How Climate Feels “it’s flexibility-that is how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards; the clarity people have about mission, vision and values; and finally the level of commitment to a common purpose

  24. Six Basic Leadership Styles • The coercive style - “Do what I tell you” • The authoritative style - “Come with me” • The affiliative style - “People come first” • The democratic style - “What do you think?” • The pacesetter style - “Do as I do now” • The coaching style - “Try this”

  25. Flexibility is Power Think of the leadership styles as the clubs in a golf bag. In the hands of a professional each is used in the right place and circumstance, often with unconscious competence.

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