Emotional Intelligence: The key to successful leadership January 2014 Joseph S. O’Hannigan Director, Learning Solutio

1. Emotional Intelligence: The key to successful leadership January 2014 Joseph S. O’Hannigan Director, Learning Solutions, 4:11 Business Associates Senior Associate Director, Custom & International Programs, Stayer Center for Executive Education, Mendoza College of Business, University of Notre Dame

2. Introductions… • Joe O’Hannigan • “José,” nieto de Clemente Martinez (Zacatecas, MX) y Maria De Los Angeles Lozano (Sevilla, ESP) • “Joseph-Shannon” • “Kaneoakua” • 31 years in business: • Leader, • Student, • Instructor

3. Introductions…

4. Agenda • Emotional Intelligence = Impact • Emotional Quotient-inventory (EQ-i) • Tools & Exercises • Next Steps

5. Emotional Intelligence = Impact • Why some people are more likely to achieve success in life? EQ • Why some “super smart” people fail, while others with “average intelligence” become wildly successful? EQ • How can you (or your people) … … achieve more? … become a better leader?

6. The Bottom Line: The stronger your Emotional Intelligence, the more likely you are to be successful as a worker, a manager, a leader! Fact: EQ predicts 27- 45% of potential job success

7. Emotional Intelligence = Impact But where’s the business value? • Developing your capabilities (and results) • Assessing other people’s capabilities (and potential) • Successfully navigating difficult situations More good news: you can develop these skills over time

8. Emotional Quotient-inventory (EQ-i) • Roots in Emotional Intelligence research from 1800s • Breakthrough work includes Daniel Goleman’s 1995 book Emotional Intelligence: Why It Can Matter More Than IQ • EQ-i pioneered by Dr. Reuven Bar-on, over the last 40 years • Measures our skills and abilities, i.e., our personal “inventory” • Complements, does not replace, “Intelligence Quotient” (IQ)

9. Emotional Quotient-inventory Emotional Quotient (EQ) • Non-Cognitive skills • Measures short-term, dynamic skills we bring into play as situations warrant • Rises through our 40s, but can continue to grow • Average: 100 (± 15) • Proven to predict as much as 45% of job success Intelligence Quotient (IQ) • Cognitive skills • Measures intellectual, analytical, logical, and rational abilities • Usually peaks at age 17 • Average: 100 • Does not, and cannot, predict success in life

10. Emotional Quotient-inventory (EQ-i) Intra-personal Interpersonal Stress Management Adaptability General Mood Effective Performance

11. Tools & Exercises Rapid Exercise #1: • A B C D E framework (Dr. Albert Ellis) A: activating event B: beliefs (including self-talk) C: consequences (reaction) D: Debate/ Dispute/ Discard (inappropriate beliefs) E: Effects (of “D” on the situation) This quick assessment helps in almost any situation

12. Intra-Personal Realm • Emotional Self-Awareness • Assertiveness • Independence • Self-Regard • Self-Actualization Intra-personal Inter-personal Stress Management Adaptability General Mood Effective Performance

13. Intra-Personal, Rapid Exercise #2 Tool: Analysis • Emotional Self-Awareness • Assertiveness • Independence • Self-Regard • Self-Actualization Strength/ Weakness Goal Strategy

14. Intra-Personal, Rapid Exercise #3 • Tool: • Goal Setting • Results-oriented Goals • Action-oriented Goals • Specific, Short-term, etc. • Act • Emotional Self-Awareness • Assertiveness • Independence • Self-Regard • Self-Actualization

15. Interpersonal Realm • Empathy • Social Responsibility • Interpersonal Relationships Intra-personal Interpersonal Stress Management Adaptability General Mood Effective Performance

16. Interpersonal, Rapid Ex. #4 • Tools: • Stop, Look, Listen* • Put emotions on hold • Ask “excavating” questions • Focus on the other’s subjective experience • Empathy • Social Responsibility • Interpersonal Relationships * before, during, and after the encounter

17. Interpersonal, Rapid Ex. #4 (cont.) Sheena, a 26-year-old single woman, is describing what went on between her and her two sisters the day before: “It was so-o-o nice of them. It was my birthday and my sisters surprised me by taking me out to lunch at this terrific restaurant, I couldn’t believe it! They gave me all these little presents!”

18. Interpersonal, Rapid Ex. #4 (cont.) To the previous comments you reply: • “It sounds like you should have really thanked them and let them know how much you appreciated what they did.” • “It sounds like you had a terrific time.” • “It sounds like they wanted to give you a day to remember.” • “You were really surprised by their thoughtfulness!”

19. Interpersonal, Rapid Ex. #4 (cont.) Still unable to master the computer program, Dillon turns to you for the third time that day seeking help and direction. He states, “I still can’t figure out how to master this damn program. And you do it so flawlessly!”

20. Interpersonal, Rapid Ex. #4 (cont.) You reply: • “Are you this slow on the uptake with everything?” • “You’ll catch on. I had the same trouble initially, too.” • “These programs can feel really frustrating and make you think you’ll never catch on. But it does get easier.” • “Learning these programs can make you want to just put your fist through the screen. But it does get better.” • “I know how it feels not catching on right away. I was really aggravated at the beginning, too.”

21. Your spouse gets home at 5:30, turns to you and sighs, “I didn’t get the promotion; Ralph got it. I just got a speeding ticket on the way home, and I’ve got a four-alarm headache.” Interpersonal, Rapid Ex. #4 (cont.)

22. You respond: “Didn’t get the promotion! We’ve been banking on it. We’ve been counting on the increased income. What went wrong?” “Don’t worry; you’re smart. I’ve got confidence in you. Another opportunity will show up.” “You should have seen this coming. Ralph is a fine guy: he’s a hotshot, a glad-hander and he does have more experience.” “Oh, what a day you’ve had. You must wonder if it can get any worse.” “Geez…you must feel like nothing’s going your way.” “Boy, you must feel like crap. Come here and I’ll give you a back rub.” “Oh, dear, it sounds awful, but others have it worse. Remember Philly? He lost his job last month, and his wife walked four days later.”

23. Adaptability Realm • Problem Solving • Reality Testing • Flexibility Intra-personal Interpersonal Stress Management Adaptability General Mood Effective Performance

24. Adaptability, Rapid Ex. #5 • Keys: • Be Objective (think “police”) • Balance: • Not “Worst Case” • Not “Rose Glasses” • “Taking temperatures:” • Internal • External (group) • Problem Solving • Reality Testing • Flexibility

25. Adaptability, Rapid Ex. #6 • Flexibility Requires: • Strong Reality Testing • Ability to Manage Stressful Situations • Self-Awareness • Problem Solving • Reality Testing • Flexibility

26. (Exercise #6) Answer the following questions with Always, Usually, Sometimes, Infrequently, Rarely or Never • When you eat out, do you order the same things? • Do you find yourself doing (or not doing) innocuous things because they might bring you bad luck? • Do you tend to get upset over little things such as not being able to see a movie you’d like to see? • Do others tend to call you a back seat driver? • Are you the kind of person who likes everything in its place and a place for everything, either at work or at home? • Do you avoid trying new things?

27. Stress Management Realm • Stress Tolerance • Impulse Control Intra-personal Interpersonal Stress Management Adaptability General Mood Effective Performance

28. Stress Management, Rapid Ex. #7 & 8 • The Impulse Gate • Marshmallow Test • Stress Tolerance • Impulse Control

29. (#7) Do the following statements apply to you? Respond with Never, Rarely, Seldom, Frequently or Always. • I tend to leap before I look. • I become impatient easily. • Others seem too slow in making up their minds. • I often regret not giving more thought to decisions. • I often make impulse purchases. • Others tell me that I tend to be hot-headed. • If other drivers cut me off, I pursue and make obscene gestures at them.

30. General Mood Realm • Happiness • Optimism Intra-personal Interpersonal Stress Management Adaptability General Mood Effective Performance

31. General Mood, Rapid Ex. #9 • Reverse the 3 Ps: • Permanence • Pervasiveness • Personalizing • A B C D E • Deny “Negatives” Their • Power • Happiness • Optimism

32. How Can You Leverage EQ To Be A Better Worker, Manager, or Candidate? • Take a Self-assessment Periodically • Understand the Components • “Realms” • “Scales” • Find Practical Application

33. Review & Look Ahead • Emotional Intelligence: It is within YOU • o You can make it stronger • o You need to identify it in the people around you • Leadership success depends more upon this, than upon anything else • o Really. Everyone else focuses on IQ. Or who’s the loudest/strongest. • Don’t. • o Broaden your view to see EQ in all it’s dimensions • Practical application is easy • o Start with one item, in each of the Five Realms johannig@nd.edu

34. 4:11 Business Associates On the way of wisdom I direct you, I lead you on straight paths. When you walk your step will not be impeded, And should you run, you will not stumble. Hold fast to instruction, never let it go; Keep it, for it is your life. Proverbs 4: 11- 13 johannig@nd.edu

35. Questions & Answers johannig@nd.edu