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Week 5 - Outline

Week 5 - Outline. 7:00 – 7:15 Last Assignment - C 7:15 - 7:30 Current Events 7:30 – 8:15 More MBTI 8:15 – 8:30 BREAK 8:45 – 9:00 Emotional Intelligence 9:00 - ? Class Exercise .

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Week 5 - Outline

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  1. Week 5 - Outline • 7:00 – 7:15 Last Assignment - C • 7:15 - 7:30 Current Events • 7:30 – 8:15 More MBTI • 8:15 – 8:30 BREAK • 8:45 – 9:00 Emotional Intelligence • 9:00 - ? Class Exercise

  2. Most job-hunters who fail to master the job-hunt or find their dream job, fail not because they lack information about the job market, but because they lack information about themselves. -Richard Nelson Bolles Let’s Self-Discover!

  3. Knowing others is wisdom.Knowing the self is enlightenment.Lao Tzu: Father of Taoism

  4. CURRENT EVENTS Who’s got one?

  5. MBTI Pairs Introversion Extraversion Source of Energy Talk it out… Think it Through… Sensing INtuition Gathering /Sharing Information Specifics… Big Picture… Feeling Thinking Decision Making Logical Implications… Impact on People… Judging Perceiving Life / Work Orientation Joy of Closure… Joy of Processing…

  6. Remember…you prefer four type letters but you use all eight.

  7. Report type versus “True” type Mark the one that fits the best for you.

  8. E Energized by things in the outer world Verbalizes what is in his/her mind Does his/her best thinking out loud Often friendly, talkative, easy to know Likes to be involved with people and things—gives breadth to life EXTROVERT “E” AND INTROVERT “I” I • Energized by inner resources, internal experiences • Thinks about information before sharing -- guards thoughts until perfect • Keeps thoughts and emotions private • Prefers one-on-one or small groups • Is may seem withdrawn to Es

  9. How Clear Is Your Preference? E I Source of Energy Very Clear - Clear - Moderate - Slight Slight - Moderate - Clear - Very Clear

  10. S Interested in what is concrete What is for real Verifiable information Realistic Practical Works with practical N Puts trusts in hunches and insights Interested in “what could be” Speculates on “what if” Can work with fewer details Wants to explore possibilities SENSING “S” and INTUITION “N”

  11. How Clear Is Your Preference? S N Gathering/Sharing Information Very Clear - Clear - Moderate - Slight Slight - Moderate - Clear - Very Clear

  12. T Things need to make sense May seem distant or approachable May respond by asking questions or challenging what has been said Tends to be direct in conversation F Things need to “feel right” Very approachable Tends to look for common ground Sensitive to others sometimes at the cost of being direct Value - driven THINKING “T” AND FEELING “F”

  13. How Clear Is Your Preference? T F Decision Making Very Clear - Clear - Moderate - Slight Slight - Moderate - Clear - Very Clear

  14. J Needs to bring things to closure Likes things to be decided Approaches life in an orderly fashion Decisive, deliberate Tends to be goal-oriented Outcome focused May seem a little “serious” P Flexible, flexible, flexible Approaches life by letting it unfold Is open to exploring to see how things evolve More playful, light hearted Likes to generate alternatives Likes to keep all options open “Go with the Flow” JUDGING AND PERCEIVING

  15. How Clear Is Your Preference? J P Life/Work Orientation Slight - Moderate - Clear - Very Clear Very Clear - Clear - Moderate - Slight

  16. Team Group Example Brainstorming

  17. Priorities of Functions Dominant Auxiliary Tertiary Inferior

  18. BREAK

  19. SEPARATE INTO GROUPS OF 4 OR 5, YOU DECIDE. –

  20. EI Competencies • Self-Awareness • Self-Management • Social Awareness • Relationship Management EI (from Primal Leadership Goleman, Boyatzis and McKee 2002)

  21. AN OVERVIEW OF EMOTIONAL COMPETENCIES Daniel Goldman,

  22. Self-AwarenessKnowing one’s internal states, preferences, resources and intuitions • Emotional Self-Awareness • Accurate Self-Assessment • Realistic Self-Confidence

  23. Knowing one’s internal states, preferences, resources and intuitions • Emotional Self-Awareness – Recognize your own inner signals, note how decisions and values match • Accurate Self-Assessment – Know your real limits and strengths, be graceful in learning, know when to ask for help • Realistic Self-Confidence – Be willing and able to play to your strengths, admit you have them!

  24. Do you know you?

  25. Social AwarenessAwareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization • Empathy • Organizational Awareness • Service Orientation

  26. Awareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization • Empathy – Listen, attune, grasp other’s perspectives • Organizational Awareness –“P”olitically and “p”olitically astute, know the values and unspoken rules • Service Orientation – be available to your staff, serve to receive excellent service

  27. Awareness of one’s effect on others, ability to work effectively and efficiently with others • Inspirational – Embody what you ask of others • Influence – Be persuasive and engaging • Developing Others – Cultivate people’s abilities • Change Catalyst – Recognize the need for change, challenge the status quo • Conflict Management – acknowledge and redirect • Building Bonds – Cultivate the web of relationships • Teamwork & Collaboration – Be a model of respect, helpfulness and cooperation

  28. What does it mean to “manage” oneself?

  29. SELF MANAGEMENT • Emotional self-control: keeping disruptive emotions and impulses under control • Transparency: Displaying honesty and integrity; trustworthiness • Adaptability: flexibility in adapting to changing situations or overcoming obstacles • Achievement: The drive to improve performance to meet inner standards of excellence. • Initiative: Readiness to act and seize opportunities • Optimism: Seeing the upside in events

  30. Managing one’s internal states, impulses and resources Emotional Self-Control –Manage your own disturbing emotions, stay calm and clear-headed Transparency –Live your values, admit mistakes, never turn a blind eye Optimism – Roll with the punches, expect the best of everyone. Adaptability – Flexible, nimble, fluid, comfortable with ambiguity Innovation – Seize opportunities, or create them Achievement – Continually learning – and teaching– ways to do things better

  31. Do you have self-management? Would others say you have it?

  32. Relationship Management • Inspirational • Influence • Developing Others • Change Catalyst • Conflict Management • Building Bonds • Teamwork & Collaboration Awareness of one’s effect on others, ability to work effectively and efficiently with others

  33. RELATIONSHIP MANAGEMENT • Inspirational leadership: Guiding and motivating with a compelling vision • Influence: Wielding a range of tactics for persuasion • Developing others: Bolstering others’ abilities through feedback and guidance. • Change catalyst: Initiating, managing, and leading in a new direction • Conflict management: resolving disagreements • Building bonds: Cultivating and maintaining a web of relationships • Teamwork and collaboration: cooperation and team building.

  34. Relationship ManagementWhy is it important? • Co-workers • Customers • Family • Friends

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