Emotional Intelligence

Emotional Intelligence Presented by: Laura K. Corey, SPHR of E.K. Ward & Associates of the Southern Tier AUGUST 2014

Food for Thought “Too much college…. too little kindergarten” ~ Daniel Goleman

Food for Thought “IQ gets you hired…… EQ gets you promoted” ~Dr. Richard Handley EQ University

Today’s Discussion • What is EQ • What is the source • Does it really add value • How can a leader strengthen in this area LeadershipConference2014

Origins • Started with research by Robert Thorndike, circa 1937, David Wechsler, circa 1940 and Howard Gardner, circa 1983. • Daniel Goleman, in the 1990’s, brought it to more “mainstream” attention.

What is EQ Physically 1stStimulus 2nd Understanding Together = Meaning

Physically A small structure in the limbic region of the brain, the amygdala, is the center of your emotional mind. All incoming sensory data (signs, sounds, smells sensations) pass through the amygdala where they are instantly analyzed for their emotional value. Every piece of data is infused by the amygdala with an emotional charge.

Physically The amygdala is the seat of passion and plays the role of sentry, scanning incidents for signs of trouble. Far quicker than the rational mind, it charges into action without regard for the consequences. In an emotional emergency, the amygdala proclaims a crisis, recruiting the rest of the brain to its urgent agenda, aka, Emotional Highjacking.

Neocortex The neocortex is the prefrontal lobes just behind the forehead. It works to control feelings in order to apprise situations and deal with them more effectively. It functions like a master strategist, planning and organizing action toward a goal. Within moments of emotional triggers, the prefrontal lobes analyze possible actions and alternatives.

Thus….. When you hear a loud crash in the next room, it’s the amygdala that sends a jolt of fear through your body. A moment later, the neocortex starts ticking off the possibilities and what to do about them. The neocortex is capable of muffling emergency signals but it is slower and involves more circuitry.

Sommerville Study • 40 year investigation of 450 boys from Sommerville, MA. • 2/3 were from welfare families. • 1/3 had IQ’s below 90. • The biggest difference of how well they did at work or in the rest of their lives was their ability to handle frustration, control emotions and get along with other people.

PhD Study • 80 PhD’s in science underwent a battery of personality and IQ tests as well as interviews in the 1950’s as graduate students at Berkeley. • 40 years later they were evaluated by science experts. • Results were that social and emotional abilities were four times more important than IQ in determining professional success and prestige.

Marshmallow Studies • At Stanford University, 4 year olds were asked to stay in a room alone with a marshmallow and wait for a researcher to return. • They were told if they could wait until the researcher came back before eating the marshmallow, they could have two. • Ten years later, researchers found the kids who were able to resist temptation had a total SAT score that was 210 points higher than those kids who were unable to wait.

Findings of a National Survey • Listening and oral communications. • Adaptability and creative responses to setbacks and obstacles. • Personal management, confidence, motivation to work toward goals, a sense of wanting to develop one’s career and take pride in accomplishments. • Group and interpersonal effectiveness, cooperativeness and teamwork, skills at negotiating disagreements. • Effectiveness in the organization, wanting to make a contribution, leadership potential. • * Of desired traits, just one was academic: competence in reading, writing and math. What employers are looking for in entry level workers:

Key Facts • Research has used extensive age and gender norms for creating accurate scores. • It has been cross-culturally normed and validated in more than a dozen countries. • It has excellent validity and reliability.

Compentencies • Intrapersonal Skills • Interpersonal Skills

A Framework of Emotional Competencies * Consortium for Research on Emotional Intelligence and Organizations

A Framework of Emotional Competencies (con’t) * Consortium for Research on Emotional Intelligence and Organizations

EQ Competencies

EQ Compentencies(con’t) • Intrapersonal • Interpersonal • Adaptability • Stress Management • General Mood

Adaptability • Reality Testing • Flexibility • Problem Solving

Stress Management • Stress Tolerance • Impulse Control

General Mood • Optimism • Happiness

VOTE (show of hands) Who are more emotionally intelligent? • Men • Women • Equally intelligent

Overall…EQUAL!

Better Leaders? • Men • Women • Equal Competent

Women…..maybe • Women have a different leadership style than men. • A multi-year, global study of leadership qualities of men and women shows that women executives demonstrate more empathy, collaboration, better listening skills and a more inclusive style of leadership. • Female leaders are interested in reaching the right decision, not necessarily confirming their initial belief. • The female view is that when they strengthen others, they strengthen themselves.

Men Leaders….. • Tend to not necessarily convince people to agree with them so much as pushing for their point of view. • Men have the ability to sense the feelings then tune out distress to stay calm and solve issues. • Men also tend to be good at systems thinking. Taken from “Women vs. Men: Which make better leaders” by Steve Bates, Managing Editor of HR News

What EI Means “…the capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships” ~ Daniel Goleman

Emotional Intelligence? Intelligent about Emotions SocialRadar

Key EI Competencies Empathy Self awareness EI based Leader Social skills Self regulation Motivation

Proven EI Impact “What you learned in school just provides the threshold competence; you need it to get in the field, but it does not make you a star. It’s the emotional intelligence abilities that matter more for superior performance” ~Lyle Spencer, Jr. co-founder Hay/McBerConsulting

Executives Research by the Center for Creative Leadership has found that the primary causes of derailment in executives involve deficits in emotional competence. The 3 primary ones are: difficulty in handling change; not being able to work well in a team and poor interpersonal relations.

Top Level An analysis of more than 300 top-level executives from 15 global companies showed that 6 emotional competencies distinguished stars from the average: Team leadership Achievement drive Organization awareness • Self-confidence • Influence • Leadership

EI Management Principles Management Principles Technical Skill Technical Skill IQ IQ Emotional Intelligence is the single most important factor determining leadership effectiveness and performance Greater return delivered when EI is added *Hay/McBer research

Add EI To Your Tool Box It Can Be Developed • Get a coach/shadow to get direct feedback. • Establish a confidant at the office to share observations. • Assess your style with your peers, superiors and subordinates. • Get help conducting an assessment. • Ask yourself some key questions.

The Wisdom Question! • What is the value to me to change? • What impact will this have on me? • What is the payoff for me/company?

Simple Techniques for Increasing Emotional Competence Take time every day to appreciate what’s right in the world and in your life. • Purposeful gratitude reduces the amount of damaging stress hormones in your body • Adopt a habit of appreciation

Try….. Increase your feeling word vocabulary • Try to get more accurate in naming and expressing your feelings…it will help you to know yourself and connect better to others

Emotional Awareness 1.Know Yourself Understand the way emotion and cognition relate Recognize your own patterns Identify your own needs • Build emotional literacy • Recognize patterns • Name and communicate emotions

Emotional Management Choose Yourself • Evaluate and re-choose • Apply consequential thinking • Engage intrinsic motivation • Increase optimism • Reshape your patterns • Set priorities • Make choices

Emotional Self-Direction • Give Yourself • Create empathy • Commit to noble goals • Commit to the larger world • Participate in service

Remember to….. Be your own best friend Think of the advice you give a dear friend in a difficult time…and take that advice yourself!

Remember Your Heart….. Listen with your heart Sincere listening creates an emotional connection that has positive physical, mental and emotional benefits for the speaker and the listener. When you are completely attentive to what someone else is saying, your blood pressure drops.

Use Your radar….. Notice where and when you feel different Feelings. • Emotions are a source of information and paying attention to what you feel in your body is a good way to access that information. • If you don’t know why you feel certain feelings, asking your body, e.g., “Why do I feel a pain in my neck?” or “What’s this shoulder ache about?

Be happy!!!!! Smile more. • Scientists have identified that different facial expressions have corresponding feelings associated with the. If you want to feel better, turn on a smile and wait for good feelings to come along. www.eqtoday.com, Kate Cannon

Thank you for your time today!

Emotional Intelligence