Emotional Intelligence

1. Emotional Intelligence An Opportunity for EA Professionals as Organizational Consultants By Reidar Hansen, LCSW South Carolina EAPA Conference 3/6-3/7/2014

2. Objectives • To define the five components of E.I. and to give participants a basic understanding of these components. • To provide five reasons why E.I. is needed in organizations. • To understand the neuroscience of emotional intelligence • Toidentify five qualities of an emotionally intelligent leader and why those qualities are important in today’s workplace. • To help participants access their own levels of E.I. and how to improve E.I. competencies. • To identify five organizational areas where EA professionals can use E.I. skills • To present five steps EA professionals can take to become E.I resourceswithin their client companies

3. Connectivity • “The chaordic system is one---an unbroken and unbreakable unity; an active pattern of RELATIONSHIPS in which no one thing can exist or occur independently since; a wholeness of elements, the meaning of each is derived solely and exclusively from its connection to the whole.” • From: The Chaordic System Principles Chart

4. “Givens” • “If you think businesses don’t run on emotions, think again.” • “Traditional incentives are simply not enough to get the best performance of followers.” Dan Goleman • There is an emotional subset in every human interaction.”

5. What is Emotional Intelligence?

6. “I think, therefore I am.”Rene’ Descartes “I emote, therefore I am.”

7. Types of Intelligence • I.Q. Intelligence Quotient- logical reasoning and technical intelligence • E.I.- Emotional intelligence- Being aware of your own feelings and those of others, regulating those feelings in yourself and others, using emotions appropriately, self-motivation, and building relationships. • M.O. Moral Intelligence- integrity, responsibility, sympathy, and forgiveness. • B.O.- -Body Intelligence- What you know about your body, how you feel about it, and how you take care of it. • Daniel Kahneman, PH.D

8. Emotional Intelligence • The term Emotional Intelligencewas coined by Jack Mayer and Peter Salovey in 1987. • It refers to the constellation of abilities which help us deal with our emotions and those of others. • Is a factor in determining one’s ability to succeed in life. • Relates to potential for performance. • Components resemble personality factors, but can change and can be altered.

9. The Five Pillars of Emotional Intelligence (H.O.)Dan Goleman

10. Self Awareness

11. Self Regulation (self-management of emotions)

13. Empathy/social awareness/social competencies

14. Social/people skills/relationship management (balance feelings and thinking)

15. EQ + IQ = Success • IQ looks at cognitive intelligence • EQ looks at emotional intelligence “Heart smart” vs. “book smart” The ability to cope with daily situations and get along in the world includes both your EQ and IQ.

16. It is very important to understand that emotional intelligence is not the opposite of intelligence, it is not the triumph of heart over head … it is the unique intersection of both.”David Caruso From: ”Emotional What?”

17. Keys to Workplace Success • Cognitive Intelligence ( I.Q.) = 1-20% • Emotional Intelligence (E.Q) = 27-45% • Other ( technical skills, etc,) = 72% • Source: Multi-Health Systems

19. Social Intelligence “The ability to function successfully in interpersonal or social situations.” Edward Thorndike, 1920

20. Collaborative Intelligence A composite skill which emerges from the masterful use of your Emotional and Social Intelligence (ESI) to produce its work effectively. The Emotionally Intelligent Team, Hughes and Terrell, 2007

23. Self Assessments Online • Facial Expressions • E.Q. Quiz See Handout

25. Brain Science in Emotional Intelligence

26. Brain Science and Intelligence New brain research and emotions • Brain centers of thinking and emotion • Effects of emotional brain on behavior • Brain hijacking • Battle of emotional brain and thinking brain

27. Cerebral Functions - Thinking and Feeling Differences In Cerebral Functions • Cognitive Abilities • Neocortex – Thinking Brain • Emotional Competencies • Amygdala

28. Cerebral Functions-Thinking and feeling • Differences in cerebral functions • Cognitive Abilities Neo-cortex-thinking brain • Emotional Competencies Amygdala

29. What happens when the amygdala overrides? • Perceptions that sometimes hurt you. • Intense emotional reactions and over reactions • Past hurts that resurface • Extreme dislikes

30. Effects of an Amygdala Attack • Stops cognitive thinking • Impulsive feelings override rationality • Experience worry, anxiety, frustration, anger • Triggers knee-jerk reactions • Fly “off the handle” • Fear response

31. “Fragile’ is a neural state in which emotional surges hamper the working of the executive center of the brain.” Dan Goleman, 2006

32. The Work Environment

33. “The American workplace has become profoundly destructive to the human spirit.” Discuss. Is this true? Why? If not, why? From: “Why companies are (finally) falling all over each other to become best places to work.” by Mark C. Crowley

34. Gallup’s State of the American Workplace “The workplace climate is a driving force in how employees engage in their daily activities. When factors such as trust and teamwork are present, the research shows that the company generates better results. . . if we want better business success, we need to equip leaders with the skills to make an environment where employees can work effectively.” M. Ghini, 4/8/13

35. “To Fix this, companies need to find deeply caring leaders “capable of seeing, supporting, and adjusting to the differences in people. The truly differentiated manager will be someone who understands that the more they nurture and support employees, the more success they will produce.” From: “State of the American Workplace” by James Harter, Chief Gallup Scientist on lack of worker engagement

36. “The rules for work are changing. We’re being judged by a different yardstick, not just how smart you are, but by how we handle ourselves and each other.”Daniel Goleman

37. 10 Reason Why Emotions Are Ignored in Business • Businesses haven’t had to worry about it in the past. • Emotions are perceived as hard to define and difficult to measure. • Emotions are soft, fluffy, and difficult to quantify ($ outcomes). • Business is all about numbers. • As a result of items 1-4, business like logical/analytical people. • Businesses have traditionally been run by men. • Women seem to be better at understanding emotions than men. • Most senior people in organizations are 50-60 years old men. Many are left brained focused. • Many of those revered in business are the tough, take charge types. • People may agree that they should focus on emotions but they don’t know how to do it. Colin Shaw, 8/13

38. What are the big concerns of Managers today? • Employee Retention • Employee engagement • Productivity • Cohesive teams • Profit • Marker share. • Safety • Others?

39. Employers Seeking Top Gradates Who also have E.I. Strengths • Working well with a team • Clear , effective communication • Adapt well to change (flexibility) • Good listening skills • Smooth interactions with a variety of people • Think clearly and ability to solve problems under pressure. Dan Goleman: “The E.I. Skills Employers Want Now”

40. Why employers value E.I. over I.Q. E.I. employees: • Are more likely to stay calm under pressure • Know how to resolve conflict effectively • Are empathetic to their team members and react accordingly • Lead by example • Tend to make more thoughtful business decisions • Admit and learn from mistakes • Keep their emotions in check and have thoughtful discussions on tough issues • Listen as much or more than they talk • Take criticism well • Show grace under pressure Toni Bowers in Career Management, 8/24/11

41. Oh! The Naysayers! • It’s just a fad, flavor of the month. • One size leader doesn’t fit all organizations. • It is easy to game the system, especially if you are a sociopath. • Management style is just one facet of building a competitive team. • E.I. is not predictive of business success.(look at B. Gates, S. Jobs, L. Page, M. Zuckerberg). • Where’s the measurement?

42. Lack of E.I. in the News • Corporations simultaneously reporting record profits and firing/laying off loyal employees • Executive compensation ratio to workers in 2005-411 to 1 • Miami dolphins football team locker room involving Richie incognito and Jonathan Martin, two 300-pound linemen • The Devil Wears Prada • MacDonald’s online plan for employees to survive on a MacDonald’s wage • WAMU • Congress cutting social programs during holidays • Chevron/pizza offer

43. Here was Daryl's response:

45. Results of Perceived Inequity 85 % of respondents said “they could work harder on the job.” More than half claimed they could double their effectiveness if they wanted to.” Huseman and Hatfield, Managing the Equity Factor, 1989.

46. The top ten reasons people hate their jobs 10) The grass is greener somewhere else 9) Their values don’t align with the company’s 8) They don’t feel valued-More than 70% Forbes,12/12) 7) Job insecurity 6) No room for advancement 5) Unhappy with pay 4) Too much red tape 3) They are not being challenged 2) The passion’s gone 1) Their boss sucks! IlyaPozin, LinkedIn, 7/9/13

47. Ten Reasons Your Top Talent Will Leave You • You failed to unleash their passions • You failed to challenge their intellect • You failed to engage their creativity • You failed to develop their skills • You failed to give them a voice • You failed to care • You failed to lead • You failed to recognize their contributions • You failed to increase their responsibilities • You failed to keep your commitments Mike Myatt in Forbes

48. “The biggest reason that people give for leaving an organization is the relationship with those above them.”unknown

49. “Most people don’t quit their jobs, they quit their managers.”Wendy Duarte, VP at Mondo

50. “Unmet emotional needs cause the majority of problems at work.”EQI.org