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Leveraging Emotional Intelligence in the Workplace

Leveraging Emotional Intelligence in the Workplace . Rahul Dogra dograrahul@aol.com www.rahuldogra.com. Leveraging Emotional Intelligence in the Workplace . We will i dentify how to leverage emotional intelligence Focus on developing key skills, including:

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Leveraging Emotional Intelligence in the Workplace

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  1. Leveraging Emotional Intelligence in the Workplace Rahul Dogra dograrahul@aol.com www.rahuldogra.com

  2. Leveraging Emotional Intelligence in the Workplace • We will identify how to leverage emotional intelligence • Focus on developing key skills, including: • Self-awareness to assess your emotions and its impact • Self-motivation a desire to achieve success • Self-regulation to establish self control • Empathy to understand the feelings of others • Relationship skills to apply the above in social situations

  3. Good Managerial Traits • What are the facets and traits of a good manager? • Authentic • Good listeners • ..................... • Whatever we have accomplished has been because other people have helped us • – Walt Disney

  4. Different Approaches • Have you met a highly intelligent individual who does not command respector work well with the team? • Paradoxically, have you met a manger who is not “technically gifted”, but is respected? How can we explain this?

  5. Is IQ Not Enough? • Our notion of intelligence focussed on a single measure • Individual Intelligence Quotient (IQ) • Howard Gardner (1983) presented Multiple Intelligences Logical / Mathematical - Math and logic Linguistics - Words and language Moral - Ethics and humanity Visual / Spatial -Images and space Musical - Music and rhythm Naturalist - The environment Body / Kinesthetic - Sports and movement Spiritual - Religion Interpersonal - Other people’s feelings Intrapersonal - Self awareness

  6. Focus for Behavioral Change • We all possess EI, IQ and personality • Determines how we behave • Unable to determine individual EI based on their IQ and vice versa • We have more ability to change our EI as opposed to our IQ and personality Skills and competencies that we can develop and enhance Stays constant – difficult to change

  7. Origins of Emotional Intelligence • Mayer and Salovey * (1990) introduced the term • Describes a person's ability to understand their own emotions and the emotions of others and to act appropriately based on this understanding • Popularised by Daniel Goleman in his book “Emotional Intelligence” (Bantram 1995) • It is viewed as a means of developing and enhancing individual management and leadership capabilities • Through an analysis of behaviour, management styles, attitudes and interpersonal skills * Salovey, P. & Mayer, J. D. (1990). Emotional intelligence. Imagination, Cognition, and Personality, 9, 185-211.

  8. Emotions • Think of an emotion • Is it easy to do? • Some questions: • Are we in touch with our emotions? • Compare children to adults • Is it good or bad to show emotions in the workplace? • Consider different cultures, how do they express their emotions?

  9. Developing Our Emotional Intelligence • Do we develop Emotional Intelligence traits from courses / education? • Can they be learnt or we born with these traits? • More of a learn by doing approach • Debates: • Age: Young / Old • Gender: Women / Men

  10. The Benefits of EI • Increasingly we are working in organizations with different • Cultures, genders, generations, geographical locations, work pressures • EI can assist us in our work and personal environments • How can EI benefit you? • Think before you speak • Develop meaningful long lasting relationships • Understand others • Enable others to become more productive • Improve your communication style • Be proactive with situations that create conflict

  11. Goleman’s EI Components • Understand others and their feelings • Empathy • Relationship management • Understand yourself, your goals, intentions, responses and behaviour • Self-awareness • Self-motivation • Self-regulation

  12. Self-Awareness

  13. Self-Motivation Checklist

  14. Self-Regulation Checklist

  15. Empathy

  16. Relationship Management

  17. Self Assessment • Pair off with the person next to you • What comes easily to you and what do you need to work at? • If you want to take a test, then visit: http://www.talentsmart.com/test/ • You will need to buy the book Emotional Intelligence 2.0, Bradberry and Greaves to get the pass code

  18. Self-Awareness, Self-Motivation, Self-RegulationChecklist • Strengths • Weaknesses • Actions

  19. Empathy, Social Skills Checklist • Strengths • Weaknesses • Actions

  20. EI and Job Roles

  21. Sam Walton and EI • Sam Walton founder of Wal-Mart, formed a guide for managing a business successfully. • “Made in America”, (Bantram 1992) • Before EI had entered our lexicon, you could suggest that this was an example of an Emotionally Intelligent Leader

  22. Sam Walton’s as an Emotionally Intelligent Leader • Commit to your goals: Believe in them with passion • Share your rewards: Treat all associates as partners and share profits with them. Behave as a servant leader to your associates • Motivate your colleagues: Continually motivate to challenge them and keep their roles interesting. Money and ownership are not enough • Communicate all you know: The more understanding partners have, the more they will care • Appreciate your associates: Nothing else can substitute for a few well chosen sincere words of praise. They are free and worth a fortune • Celebrate your success:Have fun and always show enthusiasm • Listen to everyone:To push responsibility down in the organisation and allow good ideas to bubble up, you need to listen to what your colleagues are telling you

  23. Starting the Journey • To develop emotional intelligence, you learn by doing • People build their EI when there is a: • Motivation to learn or to change • Consistent practice of new behaviours • Seek feedback on behaviour • Develop a plan • Identify where you are now • Identify where you want to be • How will I get there? • What do I expect to see when I am there? • Practise a new skill repeatedly, until it becomes a habit

  24. Take Away • Guidelines for acquiring a new skill: • Create awareness from yourself • Find someone who is good at the skill • Watch them practising their skill • Engage them and learn their approaches • Practise doing it yourself (seek guidance as necessary) • Ask for feedback then • Practise • Practise • Practise – until it becomes a habit

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