Everything you wanted to know about Emotional Intelligence . . . . . . but were afraid to ask

1. Everything you wanted to know about Emotional Intelligence . . .. . . but were afraid to ask Trainer’s Roundtable April 15, 2005 John Poirier, Ed.D. www.poirierassociates.com

2. Our objectives for today • To define Emotional Intelligence and a competency model that describes it in behavioral terms • To examine the components and impact of self awareness on self management and social management. • To illustrate ways in which competencies can be assessed and developed • To identify ways in which HRD practitioners can introduce EI into their areas of practice in the most effective manner John Poirier, Ed.D. www.poirierassociates.com

3. Overview • Introductions • “The good the bad and the ugly” • Emotional Intelligence: a conceptual model • Awareness and Management • Assessing and developing EI competencies • Using EI in your organization/practice John Poirier, Ed.D. www.poirierassociates.com

4. Introductions • Tell us your name • Your organization and role • The degree to which you are familiar with Emotional Intelligence (or a question you have) • Something about yourself most people would not know just looking at you John Poirier, Ed.D. www.poirierassociates.com

5. “The good, the bad and the ugly” • Think about the best manager or co-worker that you have experienced and list some of the characteristics of that person • Do the same for the worst manager or co-worker you have experienced • Be prepared to share your lists in a few minutes John Poirier, Ed.D. www.poirierassociates.com

6. Emotional Intelligence “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” - Daniel Goleman John Poirier, Ed.D. www.poirierassociates.com

7. The conceptual model Self Others Awareness Self-awareness Social awareness Impact on others Self-management Relationship management Action John Poirier, Ed.D. www.poirierassociates.com

8. Impact of self awareness (Burckle & Boyatsis, 1999) Self-management Social awareness Self- Aware Without self-awareness, a person has an 83% chance of lacking social awareness Without Self-awareness, there is virtually no chance of demonstrating self management John Poirier, Ed.D. www.poirierassociates.com

9. Self-awareness • The essence of self awareness is seeing yourself as others see you • Research on accurate self assessment (ASA) shows that those who score high on ASA have smaller gaps between self and others’ views • Helping people increase self-awareness becomes critical John Poirier, Ed.D. www.poirierassociates.com

10. Self Awareness competencies • Emotional Self Awareness: recognizing how our emotions affect our performance • Accurate Self-assessment: knowing one’s own inner resources, abilities and limits • Self-confidence: a strong sense of one’s self-worth and capabilities John Poirier, Ed.D. www.poirierassociates.com

11. Self-awareness competencies • Emotional self-awareness • Aware of one’s own feelings • Aware of triggers • Understands implications of emotions • Has emotional insight • Accurate self-assessment • Aware of strengths and limitations • Open to feedback • Has a sense of humor about oneself • Solicits honest critiques • Self confidence • Is confident in job capability • Believes in oneself • Is self-assured • Has presence John Poirier, Ed.D. www.poirierassociates.com

12. Back to “The good, the bad and the ugly” • Using the EI competencies for self awareness, list those that you feel your “best” manager/coworker possessed • In what ways could you help those who did not possess these develop them? John Poirier, Ed.D. www.poirierassociates.com

13. Other EI competencies by category John Poirier, Ed.D. www.poirierassociates.com

14. Self-awareness competencies • Emotional self-awareness • Aware of one’s own feelings • Aware of triggers • Understands implications of emotions • Has emotional insight • Accurate self-assessment • Aware of strengths and limitations • Open to feedback • Has a sense of humor about oneself • Solicits honest critiques • Self confidence • Is confident in job capability • Believes in oneself • Is self-assured • Has presence John Poirier, Ed.D. www.poirierassociates.com

15. Self control Shows restraint Has patience Responds calmly Stays composed/positive Transparency Keeps promises Brings up ethical concerns Publicly admits to mistakes Acts on values Adaptability Open to new ideas Adapts to situations Handles unexpected demands Adapts or changes strategy Achievement Improves performance Sets challenging goals Anticipates obstacles Takes calculated risks Initiative Addresses current opportunities Seeks information Makes extra efforts Initiates actions for the future Optimism Has positive expectations Is optimistic about the future Is resilient Learns from setbacks Self Management competencies Self-regulation Motivation John Poirier, Ed.D. www.poirierassociates.com

16. Social Awareness Competencies • Empathy • Listens • Reads nonverbal cues • Open to diversity • Sees others’ perspectives • Organizational Awareness • Understands informal structures • Understands climate and culture • Understands organizational politics • Understands underlying issues • Service orientation • Makes self available • Monitors satisfaction • Takes personal responsibility • Matches customer needs John Poirier, Ed.D. www.poirierassociates.com

17. Developing others Recognizes strengths Provides support Gives constructive feedback Acts as a mentor Inspirations leadership Leads by example Stimulates enthusiasm Inspires others Communicates a compelling vision Change catalyst Defines general need for change Acts to support change Personally leads change Champions change Influence Engages others Anticipates impact of actions/words Uses indirect influence Develops behind the scenes support Conflict management Airs disagreements Maintains objectivity Addresses conflict Orchestrates win-win solutions Teamwork & collaboration Cooperates Solicits input Encourages others Builds bonds Relationship Management competencies Leading others Working with others John Poirier, Ed.D. www.poirierassociates.com

18. Competency examples • To better understand these competencies, is it helpful to think of them as behaviors. To practice doing so, list examples of what the target level behavior for each competency might look like when demonstrated on the job. • Use slides 14-17 • Find the target level behavior for each competency • Think of one example of this behavior as you have observed it in yourself or another in the past six months • Be prepared to share your examples with others John Poirier, Ed.D. www.poirierassociates.com

19. Other means of assessing and developing competencies • Behavioral event interviews • 360 degree feedback • Observation and feedback • Process consultation John Poirier, Ed.D. www.poirierassociates.com

20. Helping factors Hindering factors Introducing EI to the organization John Poirier, Ed.D. www.poirierassociates.com

21. Summary • Emotional Intelligence, especially self awareness is critical to “resonance” in leadership and individual effectiveness • EI is made up of competencies that can be observed, assessed, learned and developed • Introducing emotional intelligence as a development framework is similar to any other change initiative John Poirier, Ed.D. www.poirierassociates.com

22. Thank you and for more. . . Contact me at: Poirier & Associates, Inc. PO box 458 Medfield, MA 02052 508 359 5503 jpoirier@poirierassociates.com John Poirier, Ed.D. www.poirierassociates.com