Emotional Capital

1. Emotional Capital Why emotional intelligence can matter more than IQ Dr. Neslyn Watson-Druée, MBE, FRCN, DUniv, FCGI neslyn@beaconorganisationaldevelopment.com +44 (0) 208 241 4762 Mobile: +44 (0) 7768 000321

2. Emotional Intelligence Definition “The capacity to reason about emotions and the use of emotions to enhance thinking. It includes the abilities to accurately perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth.” • Mayer, Salovey & Caruso, 2004

3. Emotional Intelligence To be emotionally intelligent means: Being able to tune into emotions, understand them and take appropriate action. The word emotion is derived from the Latin Verb ‘emovare,’ meaning to move. Emotions are the vehicle through which the body and mind communicate. They are constantly changing and moving: e-motion.

5. Emotional Intelligence and IQ “Whilst IQ should remain an important predictor of the types of vocations a given individual can assume, once within that vocation the predictive validity of IQ would seem to diminish significantly.” • Emmerling and Goleman, 2003

7. Emotional Capital: Domains of Emotional Intelligence

8. Emotional Intelligence is Not… Personality • The totality of qualities or characteristics that are peculiar to a specific person • A relatively stable set of traits (creative, open-minded) which people are born with or are naturally inclined to use • Measured by personality tests such as 16PF, MBTI etc.

9. What is the Challenge How do we Retain your best talent Retain our best talent while reducing the workforce? Develop leadership skills Maintain staff morale Cope with rapid change Creatively engage staff Mobilisetalent to improve quality innovation and productivity Leverage improvement and partnership Developing leadership skills and attracting and retaining talent is the #1 strategic issue for 2010* * according to 80% of business leaders in a recent HBP/Business Week Study

10. Theory of Performance • (IQ +TQ) EQ = Human Potential (Performance) • High intelligence plus technical intelligence produces a competent person

11. Emotional Capital and Leadership • Emotional Capital – The New Yardstick of Leadership • “…If Daniel Goleman is the covered-wagon pioneer in emotional intelligence, then Newman is a builder of the Log cabins.” • Adventure Associates 2006

12. Emotional Capital “Emotional Capital is the new psychology of leadership that describes a set of emotional and social skills that are most effective with influencing others. Leaders who possess high levels of emotional capitol, are known as emotional capitalists” • Martyn Newman, 2007

13. Emotional Intelligence and Leadership • Leadership is the by-product of emotions like self-confidence, optimism, independence and enthusiasm • Emotions are important – they create strong relationships between organisations, customers and employees • Emotions and associated behaviours can be developed

14. Emotional Capital Inventory (ECi) Theoretical Foundations All three of the most conceptual models of EI share four major domains or meta-factors • Self Awareness • Self Management • Social Awareness • Social Skills

15. ECi Reports • Report Forms • Summary Report: Graphic and numerical summary of scores • Emotional Capital Report: Comprehensive interpretation of an individual’s leadership potential Also contains: • Narrative description of leadership behaviours associated with each score • A validity scale that measures positive responsive bias • Coaching strategies for developing emotional intelligence and leadership • Action plan for designing a personal blueprint to build emotional capital

16. The ECi 360 (Multi-Rater) • 50 items • Self responses combined with colleagues’ ratings to provide a 360 degree perspective • Scores compared to self-scores – to yield a gap analysis • Verbatim section • Interpretive Section • The Emotional Capital Report 360 (ECR 360), provides a comprehensive comparison of your self-perception with how others see you. It presents you with a detailed analysis of your performance that allows you to focus on addressing the areas critical to your success. The Emotional Capital Report 360, is a multi-rater edition of the ECR that combines your responses with the responses from invited colleagues. It provides you with the Multi-Rater Report - a confidential and highly detailed analysis of how others view your leadership performance. • The ECR 360 provides you with scores on a global Total Emotional Capital score and scores on 10 emotional and social competencies. These scores are compared to 'Self' scores to yield a gap analysis and an understanding of differences in self/other perception.  • It also includes a verbatim section that provide colleagues with the opportunity to elaborate on responses and a Coaching Section examines priority areas and provides coaching strategies for improving leadership performance. 

17. The Emotional Capital Selection Report • The Emotional Capital Report (ECR) is a 19 page personalized leadership report that provides you with a detailed interpretation of your scores on the Emotional Capital Report.  • The report identifies and describes your specific strengths and development opportunities, and provides a wealth of practical, easy-to-use strategies for building your key leadership skills step-by-step. It also gives you an opportunity to create a blueprint to build your emotional wealth and leadership effectiveness.

18. Competency & Famous People • Self Reliance • Self Confidence • Self Actualisation • Optimism • Assertiveness • Relationship Skills • Empathy • Dalai Lama • Mother Teresa • Martin Luther King • Rosa Parks • Princess Diana • Nelson Mandela • Richard Branson Competency Famous Person

19. The Emotional Capital Model of EQ

20. Self-Awareness • “At times it can be enlightening and empowering to take just a few moments to reflect on ourselves” “ Knowing others is intelligence; knowing yourself is true wisdom. Mastering others is strength; mastering yourself is true power.” - Tao Te Ching • Emotionally intelligent leaders are aware of their emotional experience and know what they are feeling most of the time. The have the capacity to recognise how their feelings and emotions impact on their personal opinions, attitudes and judgements.

21. Self-Confidence • Emotionally intelligent leaders accept and respect themselves and essentially like the people they are. • Self Confidence determines how you think, feel and behave. Your level of self-confidence largely determines what you make happen in life. • Three components of self-confidence (a) Self-Liking – The more you like yourself the higher standard you set for yourself (b) Self-competence – the inner mirror, the power to look inwards, self-image (c) Self-Assurance – attitude to the self. Who is screening your calls?

22. Self Confidence • Step 1. Recognise and accept your feelings • Step 2. Suspend judgement of yourself • Step 3. Develop an attitude of gratitude towards yourself and value your distinctive qualities. • Step 4. Manage your negative self-talk. What is true for you is true for the people who work for you

23. Self-Reliance “I don't follow precedent, I establish it.” - Fanny Ellen Holtzman • Self-reliance is at the heart of the emotional capitalist. The journey starts with accepting responsibility – There are three elements: (a) Independence – independent self-directed (b) Self Belief – Confidence in your judgement (c) Ability to make decisions and take personal responsibility. The four minute manager: Mastery, Model, Mentor, Mood. The buck stops with you – be decisive – make decisions – act upon them, following through to deal with the consequences.

24. Self Reliance • “If you pick the right people and give them the opportunity to spread their wings and put compensation as a carrier behind it you almost don't have to manage them.” • Jack Welch

25. Self-Actualisation Emotionally intelligent leaders maintain an enthusiastic commitment to long-term goals. They achieve a level of work/ life balance and derive satisfaction from their accomplishments. Self-actualisation is an ongoing, dynamic process of striving toward the maximum development of your abilities and talents. Individuals with healthy self-actualisation are pleased with the location they find themselves at on life’s highway with respect to health, lifestyle, self-development, creative expression, career, finance, social life and intimate relationships.

26. Self Actualisation • “The world is an oyster, but you don’t crack it open on a mattress.” • Arthur Miller The Two components of self-actualisation are: • Passion for what you do • Maintenance of work life balance: eight areas - Health - Lifestyle - Self-development - Creative expression - Career - Finance - Social Life - Intimate relationship

27. Assertiveness “The more arguments you win, the fewer friends you will have.” • Anonymous Assertiveness involves the ability to communicate clearly, specifically and unambiguously, while at the same time being sensitive to the needs of others and their responses in a particular encounter. Assertive leaders provide clear directions, feedback and encouragement. They respond to their people’s needs and therefore create buy in for their messages. They also manage their emotions by maintaining a calm yet authoritative presence, resolve conflict and negotiate positive outcomes.

28. Relationship Skills

29. Relationship Skills • “Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships.” Stephen R. Covey • Building relationship capital requires understanding and identifying the key relationships in your business and using practical strategies for leveraging them to improve the business. Good relationships with a wide range of people are necessary, and specific skills are involved to improve social effectiveness. The first involves becoming aware of the work and social environment, it teaches you when, where and why to begin and end a variety of interactions. The second part, interpersonal skills enhancement, covers verbal and non-verbal aspects of personal interactions – how to be a good listener, how to switch topics etc and the third part centres on presentation skills.

30. Relationship Skills “Most People’s negative behaviour is a protective device” Martyn Newman Three components of relationship skills: • Equality • Mutuality • Empowerment

31. Empathy “Empathic connection is the spark that drives sales, energises productive, creative teams and makes leadership talent dance.” • Martyn Newman • Emotionally intelligent leaders have the capacity to be aware of, understand, and appreciate the feelings and thoughts of others. They listen well and take into account other people’s feelings and circumstances before communicating their message or making a decision.

32. Self Control “Self-reverence, self-knowledge, self control – These three alone lead life to sovereign power.” • Alfred Lord Tennyson • Emotionally intelligent leaders manage their emotions well and restrain their actions until they have time to think rationally. They are able to stay calm in stressful situations and maintain productivity without losing control. They make considered decisions and project a composed, reliable presence.

33. Flexibility “Stay committed to your decisions, but stay flexible in your approach.” • Tom Robbins • Emotionally intelligent leaders are able to adapt their thinking, feelings and actions in response to changing situations and conditions. Flexible leaders are tolerant of others and receptive to new ideas and consider able to different points of view. They are champions of change!

34. Optimism “The optimist proclaims that we live in the best of all possible worlds, and the pessimist fears this is true.” • James Branch Cabell, 1926 • Emotionally intelligent leaders sense opportunities even in the face of adversity. Optimistic leaders can see the big picture and have a vision of where they are going. They are characterised by three attitudes; they look for the benefit in every situation, especially when they experience setbacks; they seek the valuable lesson in every problem or difficulty; and they focus on the task to be accomplished rather than on negative emotions such as disappointment or fear.

35. Plutchik's wheel of emotion

38. One day training for introducing emotional intelligence into organisations, and a step-by-step approach for interpreting and applying emotional intelligence to improve leadership performance.

39. Structured Coaching to Build Emotional Capital • Emotional Capital Report • 360 degree Feedback • Emotional Capital Selection Report – supporting organisations to hire the best person for the job

40. “Life is not what happens to you • but • What you make of what happens to you.” • Anonymous