Emotional Intelligence Workshop Financial Management Institute of Canada / Institut de la gestion financière du Canada

1. Emotional Intelligence WorkshopFinancial Management Institute of Canada / Institut de la gestion financière du Canada24 November 2008 Office of the Auditor General of Canada

2. Session Overview • To introduce participants to the concept of emotional intelligence and provide basic tips and techniques for its application. At the end of this workshop, the participants will have: • discovered what emotional intelligence is and why it is important • increased awareness of how emotion physically manifests itself in people • tricks and tools for managing their emotional reactions and choosing appropriate responses • skills for interacting with others in an emotionally intelligent manner Office of the Auditor General of Canada

3. Table Group Introductions Présentation des personnes regroupées aux tables Office of the Auditor General of Canada

4. Discussion Questions: • Was this a challenging exercise? Why or why not? • Is it acceptable to talk about feelings in the workplace? • What role should emotions play at work? • Do emotions in the workplace matter? Office of the Auditor General of Canada

5. Definition Définition La capacité d’obtenir des résultats optimaux de ses relations avec soi et avec les autres. (6 secondes Réseau IE) The capacity to get optimal results from your relationships with yourself and others. (6 Seconds EI Network) Office of the Auditor General of Canada

6. So, what is emotional intelligence? Office of the Auditor General of Canada

7. L’intelligence émotionnelle. Ne pas confondre avec : Emotional Intelligence is not: • Les aptitudes • Les réalisations • La personnalité • Le fait d’être affable • Le fait d’être comme un livre ouvert • Le fait d’avoir un « côté féminin » • Une caractéristique que l’on possède ou non • Aptitude • Achievement • Personality • Necessarily being nice to people • Wearing your emotions on your sleeve • A “woman’s touch” • Something you’ve got or you don’t Office of the Auditor General of Canada

8. Champion or Chump?Un exercice … Office of the Auditor General of Canada

9. Facteurs qui expliquent la différence entre la personne qui excelle et celle dont le rendement se situe dans la moyenne : 1/3 de compétences techniques et d’habileté cognitive 2/3 de compétences émotionnelles The difference between a top and average performer is:1/3 due to technical skills and cognitive ability2/3 due to emotional competence Office of the Auditor General of Canada

10. Higher levels of emotional intelligence are associated with better performance in the following areas: • Participative management • Putting people at ease • Self-awareness • Balance between personal life and work • Straightforwardness and composure • Building and mending relationships • Doing whatever it takes • Decisiveness • Confronting employee problems • Change management Office of the Auditor General of Canada

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12. Tuning In To Your Self À l’écoute de soi • Emotional Self Awareness / Conscience émotionnelle • Accurate Self Assessment / Auto-évaluation juste Office of the Auditor General of Canada

13. Self Management Auto-discipline • Self Control / Maîtrise de soi • Adaptability / Adaptabilité Office of the Auditor General of Canada

14. Tuning In To The Other Person Ecoute des autres • Empathy / Empathie • Service Orientation / Souci du service à la clientèle Office of the Auditor General of Canada

15. Relationship Management Gestion des relations • Influence / Influence • Conflict Management / Gestion des conflits • Teamwork and Collaboration / Travail d’equipe et collaboration Office of the Auditor General of Canada

16. What is EI used for? • Being in touch with your feelings • Managing your emotions without being overcome • Not letting setbacks and disappointments derail you • Channelling your feelings to assist you in achieving your learning goals • Having a strong sense of empathy • Listening to your and others’ feelings so you can learn from them Office of the Auditor General of Canada

17. Emotional Intelligence WorkshopFinancial Management Institute of Canada / Institut de la gestion financière du Canada24 November 2008 Office of the Auditor General of Canada

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19. Tuning In To Your Self À l’écoute de soi Why Bother?? Office of the Auditor General of Canada

20. Choice begins the moment you become present … Dès que vous êtes attentif, vous commencez à faire des choix … Eckhart Tolle, The Power of NOW Office of the Auditor General of Canada

21. Emotions: • are information • cannot be ignored or hidden • must be incorporated into decisions if they are to be effective • are not always data driven • follow logical patterns • help us survive Office of the Auditor General of Canada

22. There is no thinking without feeling and no feeling without thinking. The more conscious one is of what one is experiencing, the more learning is possible. Il n’y a pas de pensée sans sentiment ni de sentiment sans pensée. Plus l’on est conscient de ce que l’on expérimente, plus il est possible d’apprendre. McCown et al. Self-Science: The Emotional Intelligence Curriculum, Self-Science Basic Assumptions Office of the Auditor General of Canada

23. Basic Emotions LOVE SADNESS ANGER FEAR HAPPINESS SURPRISE Office of the Auditor General of Canada

24. Self Management Auto-discipline • Self Control / Maîtrise de soi • Adaptability / Adaptabilité Office of the Auditor General of Canada

25. Emotions are not good or bad.They just are. Les émotions ne sont ni bonnes ni mauvaises. Elles sont là tout simplement. Office of the Auditor General of Canada

26. “Your experience is not what happens to you, but what you do internally with what happens to you.You create your experience.” Ron Short, 1998 Office of the Auditor General of Canada

27. SITUATION RESPONSE GAP Office of the Auditor General of Canada

28. Amygdala Hijacking Réaction soudaine et incontrôlée • A trigger • An instant reaction • A strong emotion • A subsequent feeling of regret • Un élément déclencheur • Une réaction instantanée • Une émotion qui entraîne une forte réaction • Le sentiment de regret qui en découle Office of the Auditor General of Canada

29. Being Proactive Prenez les devants • Watch yourself • Find a model • Notice the signals • Short circuit the hijack • Observez-vous • Trouver un modèle • Relever les signes avant-coureurs • Court-circuitez lacrise Office of the Auditor General of Canada

30. Arrêtez-vous! Reconnaissez l’émotion au lieude la nier ou de la minimiser. Calmez-vous. Pensez avant d’agir. Étape du choix – Soyez réceptif à l’ information ou à la rétroaction que cette émotion vous apporte. Pensez à tout ce que vous pourriez faire et aux conséquences dans chaque cas. Agissez! Choisissez la meilleure solution. Canalisez l’énergie que vous procure cette émotion pour réagir de façon appropriée et constructive. Office of the Auditor General of Canada

31. Self Talk Dialoguer avec soi-même Office of the Auditor General of Canada

32. Circle Of Influence (S. Covey, 7 Habits of Highly Effective People) Office of the Auditor General of Canada

33. Tuning In To The Other Person Écoute des autres • Empathy / Empathie • Service Orientation / Souci du service à la clientèle Office of the Auditor General of Canada

34. Empathy involves a shift from my observing how you seem on the outside, to my imagining what it feels like to be you on the inside. L’empathie suppose un changement de point de vue : au lieu d’observer l’autre tel qu’il apparaît de l’extérieur, on imagine ce qu’il ressent dans son for intérieur. Douglas Stone, Bruce Patton, and Sheila Heen Difficult Conversations Office of the Auditor General of Canada

35. Negative Listening Patterns Modèles d’écoute négative • Celui qui fait semblant • Celui qui interrompt • Celui qui rationalise • Celui qui détourne joyeusement la conversation à son avantage • Celui qui contredit • Celui qui donne des conseils • The Faker • The Interrupter • The Intellectual or Logical Listener • The Happy Hooker • The Rebuttal Maker • The Advice Giver 50 Activities for Developing Emotional Intelligence Office of the Auditor General of Canada

36. Me, My Emotions & Their Impact Moi, mes émotions et leurs effets Office of the Auditor General of Canada

37. Relationship Management Gestion des relations • Influence / Influence • Conflict Management / Gestion des conflits • Teamwork and Collaboration / Travail d’equipe et collaboration Office of the Auditor General of Canada

38. Communicating from the Heart Communiquer avec lecœur Comprendre après avoir écouté On peut être en désaccord, mais on ne doit jamais faire de tort En l’autre, reconnaître ce qu’il y a de bien Une bonne volonté, il faut savoir apprécier Rappel : dire la vérité avec compassion Hear and understand me Even if you disagree, please don’t make me wrong Acknowledge the greatness in me Remember to look for my loving intentions Tell me the truth with compassion (Copyright 2001 Steve Goodier, Publisher of Your Life Support System) Office of the Auditor General of Canada

39. In summary ...Emotional intelligence is being able to harness emotions effectively so that they play a role in business success.It is not emotionally intelligent to allow the heart to rule the head. Nor is it better to allow the head to rule the heart.The heart and head must each play an intelligent role so that work relationships and work progress can both improve, side by side. Office of the Auditor General of Canada

40. Top 10 Suggestions for Developing Emotional Intelligence Dix principales suggestions pour développer l’intelligence émotionnelle • Étiquetez vos sentiments plutôt que les gens ou les situations. • Faites une distinction entre vos pensées et vos sentiments. • Reconnaissez vos sentiments. • Prenez des décisions qui prennent en compte vos sentiments. • Témoignez du respect pour les sentiments des autres. • Label your feelings rather than labeling people or situations. • Distinguish between thoughts and feelings. • Take more responsibility for your feelings. • Use your feelings to help make decisions. • Show respect for other people’s feelings. Office of the Auditor General of Canada

41. Top 10 Suggestions for Developing Emotional Intelligence Dix principales suggestions pour développer l’intelligence émotionnelle • Concentrez‑vous sur votre énergie plutôt que votre colère • Validez les sentiments des autres. • Prenez l’habitude de voir au positif dans leurs/vos émotions. • Évitez de conseiller, de commander, de contrôler, de critiquer, de juger ou de faire la morale. • Évitez les gens qui infirment ce qui vous dites. • Feel energized, not angry. • Validate other people’s feelings. • Practice getting a positive value from their/your emotions. • Don’t advise, command, control, criticize, judge or lecture to others. • Avoid people who invalidate you. Office of the Auditor General of Canada

42. Questions?Contact Laurie RoseLaurie.Rose@oag-bvg.gc.ca(613) 952-0213 ext. 6247 Office of the Auditor General of Canada

43. Resource List • Caruso, D.R., Salovey, P. (2004) The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. Canada: John Wiley & Sons • Cherniss, C., Goleman, D. (2001) The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Indiviiduals, Groups and Organizations. San Francisco: Jossey Bass • Covey, Stephen. (1990). The Seven Habits of Highly Effective People. New York: Simon & Schuster. • Goleman, Daniel. (1997). Emotional Intelligence: Why it can matter more than IQ. New York: Bantam Books. • Goleman, Daniel. (2000). Working with Emotional Intelligence. New York: Bantam Books. • Lynn, Adele B. (2004) The EQ Difference: A Powerful Plan for Putting Emotional Intelligence to Work. Amacom. • McKee, A., Goleman, D. & Boyatzis, R. (2004). Primal Leadership: Learning to Lead with Emotional Intelligence. Boston: Harvard Press. • Short, R. (1998). Learning in relationship. Bellevue , WA: Learning in Action Technologies, Inc. Office of the Auditor General of Canada