Gateway to Leadership: Creating Mutually Beneficial Relationships

1. Gateway to Leadership: Creating Mutually Beneficial Relationships Dr Michael Harrington Workshop 10th November 2010

2. Day One Schedule 10th Nov 2010 • Introductions; • What is EI and why should it be important to Estyn; • EI and its application to relationships in: • Managing and Leading; • Customer Service; • Organisational Change. • Bar-On EQ-i model of emotional intelligence; • Interventions; • A Freedom to be Positive.

3. EI and Issues for Estyn • Shaping the future; • Building Relationships; • Leading learning and teaching; • Developing self and working with others; • Managing the organisation; • Securing accountability; • Strengthening community.

4. What is EI and why is it important • The emotionally intelligent have abilities in five domains: • They know their emotions; • Manage their emotions; • Motivate themselves; • Recognise emotions in others and • Handle relationships. • Emotional intelligence is the ability to sense, understand and effectively apply the power and acumen of emotions as a source of human energy, information, connection and influence. (Cooper and Sawaf, 1997)

5. IQ • IQ is a measure of an individual’s intellectual, analytical and rational abilities • It is concerned with verbal, spatial, visual and mathematical skills; • It gauges how readily we learn new things and can retain and recall objective information • It enables us to solve problems through the application of prior knowledge • EQ • EQ is a measure of emotional literacy • It is concerned with self knowledge, awareness and cognition • It gauges our ability to operate successfully in circumstances involving other people • It enables us to understand and reframe problems to encourage better solutions What is EI and why is it important

6. What is EI and why is it important • If your IQ and university degree are good enough the greatest influence on your future success is your EI • Positive, warm, cheerful expressions of enthusiasm yield higher levels of co-operation, trust and performance • EI is a positive predictor of superior customer service; • Not all variables which define new markets, products or strategic alliances can be quantified. Eventually leaders must rely on intuition or ‘gut feelings’. Generally successful leaders know why they are reacting the way they are and discriminate between irrelevant and misleading feelings and those feelings that point in the right direction.

7. Split into pairs and discuss the outcomes of the exercise for five minutes each. Then share what you wish with the group. Dr Michael J Harrington

8. EI and its Application to Relationships in • Managing and Leading; • Customer Service; • Organisational Change.

9. EI and its Application to Relationships in: Managing and Leading • Successful management…involves the clarification of objectives, the specification of problems, and the search for the implementation of solutions; • Transformational leadership includes four inherent leadership features: being a role model; being a motivator; providing intellectual stimulation and individual consideration. • Leaders with best results do not rely on only one leadership style: coercive; authoritative; affiliative; democratic; pacesetting; and coaching (Daniel Goleman);

10. The leader’s modus operandi Style in a phrase Underlying EI competencies When the style works best Overall impact on organisational climate Coercive Demands immediate compliance Do what I tell you Drive to achieve, initiative and self-control In a crisis to kick-start a turn around Negative impact Authoritative Mobilises people towards a vision Come with me Self-confidence, empathy, change catalyst When changes require new vision, or when a clear direction is needed Highly influential and generally positive Affiliative Creates harmony and build emotional bonds People come first Empathy, building relationships To manage conflict or motivate others Positive impact Democratic Forges consensus through participation What do you think? Collaboration, team leadership, communication To build buy-in or create consensus Positive impact Pacesetting Sets high standards for performance Do as I do now Conscientious, drive to achieve, initiative To get quick results from a highly motivated team Negative Impact Coaching Develops people for the future Try this Developing others, self-awareness To help an employee to improve performance Positive impact Goleman’s Six Leadership Styles

11. EI and its Application to Relationships in: Managing and Leading. Questions for Leaders within Organisations • Do we try to understand the emotional body and do organisations try to control/interfere with it? • Is there an ‘emotional proletariat’ in some organisations? • What are gender expectations within organisations? • Who am I really and what happens to my true self within organisations? • Controller and controlled. Are there issues around power within organisations?

12. Split into pairs and discuss the outcomes of the exercise for five minutes each. Then share what you wish with the group. Dr Michael J Harrington

13. The principles of emotional intelligence and their application: • Emotion is information • We can try to ignore emotion but it will not work • We can try to hide emotions but we are not as good as we think • Decisions must incorporate emotions to be effective • Emotions follow logical patterns • Emotional Universals exist, but so do specifics • Caruso and Salovey

14. EI and its Application to Relationships in: Customer Service • Customer Service providers are receptive and adaptive • Customer Service providers recognise and combine interpersonal, intrapersonal and technical skills

15. Self Awareness Being able to name emotions; Recognising the effect of emotions on us Recognising emotions are contagious Self – Management Restraint and resilience Power of a positive attitude Handling negative emotions/Stress Social Awareness Recognising the mood in the room Reflective listening Giving acknowledgements Empathy Relationship Management Understanding impact on team and/or individuals Showing understanding Making time for people Recognising emotions are contagious. EI and its Application to Relationships in: Customer Service

16. EI and its Application to: Customer Service. Small group exercise. • Form in groups of three. The purpose of the exercise is for one of the group to try to persuade another to part with one pound. The one being asked will respond according to his/her reaction to the argument put forward; deciding whether to provide the pound or to indicate why not. After five minutes of discussion, the third member of the group, the observer, who will focus on EI aspects of the dialogue, will feedback on: • Observations of the EI aspects of the dialogue; • How the requestor could have adopted a different EI approach; • How this may have triggered a different reaction/outcome • In what way would onlookers have noticed a difference in the dialogue.

17. EI and its Application to: Business Change – the AI Approach. • Tapping into often untapped, rich, inspiring accounts of the positive; • Unleashing a democratically mobilised change agenda!

18. EI and its Application to Relationships in: Business Change. Creating Six Freedoms within Organisations • Freedom to be known • Freedom to be heard • Freedom to dream • Freedom to choose to contribute • Freedom to act with support • Freedom to be positive

20. Ellis’ ABCDE Model: things aren’t always as we think they are

21. The four primary Emotional Intelligence models • Bar-On EQ-i • Goleman and Boyatzis ECI 360 • Mayer, Salovey and Caruso’s MSCEIT • Orioli and Cooper’s EQ Map

22. Bar-On EQ-i • Intrapersonal EQ • Interpersonal EQ • Stress management EQ • Adaptability EQ • General Mood EQ

23. Intrapersonal EQ • Self-Regard • Self-Awareness • Assertiveness • Independence • Self-Actualisation

24. Interpersonal EQ • Empathy • Social Responsibility • Interpersonal Relationships

25. Stress management EQ • Stress Tolerance • Impulse Control

26. Adaptability EQ • Reality Testing • Flexibility • Problem Solving

27. General Mood EQ • Optimism • Happiness  

28. Organisation Interventions • Selection • Awareness Raising and Training • Executive Coaching and Mentoring • Programme Intervention

29. Group Exercise: In groups of four consider how enhanced EI could positively support Estyn in: • Shaping the future; • Building Relationships; • Leading learning and teaching; • Developing self and working with others; • Managing the organisation; • Securing accountability; • Strengthening community.

30. And Finally: Happiness involves skills for everyday living that few consistently practice. Instead of taking pride in our accomplishments, we tend to be self critical. Instead of holding positive visions of the future, we run worst case scenarios. Rather than regularly expressing appreciation to those we love, we find fault with them… Genuine pride in a job well done, maintaining hope even during hard times, spontaneously expressing gratitude to someone – these are some of the simple pleasures that can enrich and vitalise our everyday lives, which we just don’t enjoy often enough. Stella Resnick (The Pleasure Zone)