# Emotional For

Intelligence BMS

Intelligence Gauge

Exercise of the brain is as important as exercise of the muscles. As we grow older, it's important that we keep mentally alert. The saying; "If you don't use it, you will lose it," applies to the brain, so.....
Following is a way to gauge your loss or non-loss of intelligence. Take the following test and determine if you are losing it or are still "with it." OK, relax, clear your mind and... Lets begin.

If you said "toast," then you are wrong my friend.

If you said, "Bread," go to Question 2.

2. Say “Silk" five times. Now spell “Silk." What do Cows drink?
If you said “milk” you are wrong Cows drink water
Milk

If you said "water," proceed to question 3

3. If a red house is made from red bricks, and a blue house is made from blue bricks, and a pink house is made from pink bricks and a black house is made from black bricks, what is a green house made from??
Answer: Greenhouses are made from g-----. If you said, "Green bricks,“ you are not concentrating.
If you said "glass," then go on to Question 4.

4. Twenty years ago, a plane was flying at 20,000 feet over Germany. If you recall, Germany at the time was politically divided into West Germany and East Germany. There is an engine failure and the plane crashes smack in the middle of "no man's land" between East Germany and West Germany.

Where would you bury the survivors?
. . In East Germany or West Germany or in "no man's

land"?

Answer: You don't, of course, bury survivors.
If you said, "You don't bury the survivors," proceed to question. 5

5. If the hour hand on a clock moves 1/60 of a degree every minute how many degrees will the hour hand move in one hour?
Answer: One degree. If you said, "360 degrees" or anything other than "one degree," you are to be congratulated on getting this far, but you are obviously out of your league.
Everyone else proceed to the final question.

6. Without using a calculator -- You are driving a bus from London to Milford Haven in Wales In London, 17 people get on the bus. In Reading, six people get off the bus, and nine people get on. In Swindon, two people get off and four get on. In Cardiff, 11 people get off and 16 people get on. In Swansea, three people get off and five people get on. In Carmarthen, six people get off and three get on. You then arrive at Milford Haven.

What was the name of the bus driver?

Answer: Don't you remember? It was YOU!!! You were the bus driver!!!

Emotional Intelligence Sets Apart Good and Effective Leaders”

What is Intelligence?
Typically focused on
– – – – – – analytic reasoning verbal skills spatial ability attention memory judgement

Murky concept with definitions by many experts...

One Definition
Individuals differ from one another in their ability to understand complex ideas, to adapt effectively to the environment, to learn from experience, to engage in various forms of reasoning, to overcome obstacles by taking thought… Concepts of intelligence are attempts to clarify and organize this complex set of phenomena.
Neisser et al, 1996.

IQ
A weak predictor for
– achievement – job performance success – overall success, wealth, & happiness

Accounts for a major component of employment success according to numbers of studies covering career success; maybe as much as 20-25%.

IQ contributes only 20% to life success — the rest comes from emotional intelligence (EQ) 5 areas of emotional intelligence 1.self-awareness 2.managing emotions 3.self-motivation 4.empathy 5.handling relationships.

How do we view emotions?

•chaotic •haphazard •superfluous •incompatible with reason •disorganized •largely visceral •resulting from the lack of effective adjustment

How do we view emotions?
•Arouse, sustain, direct activity •Part of the total economy of living organisms •Not in opposition to intelligence •Themselves a higher order of intelligence
Emotional processing may be an essential part of rational decision making

To Get at Emotion, Go Deep...
Amygdala is deep within the most elemental parts of the brain.

The main purpose of the innermost part of the brain is survival.

There is a Biological Purpose for Emotion

Signaling function (that we might take action) Promote unique, stereotypical patterns of physiological change Provide strong impulse to take action

Evolution has given us emotions to help us cope with dangerous situations. Emotions evolved to drive us to take action in the face of danger. We retain the emotional system of our cave-man ancestors, who regularly faced life-and-death situations. In modern society, those emotions often overwhelm thought. In a real sense, we have two minds,one that thinks and one that feels. The rational mind lets us think, ponder and refl ect. But the emotional mind is impulsive and powerful. Usually, the two work in harmony, but intense feelings sometimes allow the emotional mind to dominate the rational mind

Basic Emotions--presumed to be hard wired and physiologically distinctive Joy Surprise Sadness Anger Disgust Fear

Emotional intelligence, including factors like the ability to motivate oneself, persistence, impulse Control, mood regulation, empathy and hope. IQ and emotional intelligence are not Opposing competencies. They work separately. It is possible to be intellectually brilliant but emotionally inept. This causes many life problems.

EI includes 4 types of abilities:
1.Perceiving emotions — the ability to detect and decipher emotions in faces, pictures, voices, and cultural artefacts- including the ability to identify one’s own emotions. Being “aware of both our mood and our thoughts about that mood.” self-awareness is the foundation for managing emotions and being able to shake off a bad mood

2.Using emotions — the ability to harness emotions to facilitate various cognitive activities, such as thinking and problem solving. The emotionally intelligent person can capitalize fully upon his or her changing moods in order to best fit the task at hand.

3.Understanding emotions — the ability to comprehend emotion language and to appreciate complicated relationships among emotions. For example, understanding emotions encompasses the ability to be sensitive to slight variations between emotions, and the ability to recognize and describe how emotions evolve over time

4.Managing emotions — the ability to regulate emotions in both ourselves and in others. Therefore, the emotionally intelligent person can harness emotions, even negative ones, and manage them to achieve intended goals.

Model

Yale psychologist Peter Salovey cites fi ve major areas of emotional intelligence: 1. Self-Awareness — knowing one’s emotions. 2. Managing emotions — handling feelings so that they are appropriate. 3. Motivation — marshalling emotions in service of a goal. 4. Recognizing emotions in others — empathy, which is the fundamental people skill. 5. Handling relationships — skill in managing emotions in others

Intra-personal,

Emotional Self-Awareness Emotional Self-Regulation Emotional Self-Motivation
Inter personal

Empathy Nurturing Relationships

STEP 1: SELF-AWARENESS

There is only one corner of the universe that you can be certain of improving; and that is your own self.
Often, some of our inner drives are hidden from our consciousness. Emotional intelligence enables us to access this information by helping us to tune into our responses and identify our hot buttons – those core beliefs and values – which, if pressed, evoke the flight or fight response, trigger an emotion and propel us into action, for good or bad!

Self-awareness is the ability to see ourselves with our own eyes, to be aware of our … Goals, immediate and long-term Beliefs, about ourselves and others Values, those things we hold dear Drivers, that affect how we work Rules, that we live by, the shoulds, musts and oughts Self-talk, the inner voice that tells us we can or cannot do something … and the ways in which these impact on what we do and contribute to our map of the world.

Non-verbal behaviour Energy levels Impact on others Physical presence Skills Personal style Self-talk I'm not good at handling conflictNegative thinking evokes an 'emotional hijacking' and undermines performance. Beliefs – about self and others Emotions – own and others Hot buttons Fears and anxieties Judgements A good team member is … Individuals are difficult when they … Self-confidence Driver behaviour Rules As a...I must …I should …I ought …

Four main EI constructs:
1.Self-awareness — the ability to read one's emotions and recognize their impact while using gut feelings to guide decisions. 2.Self-management — involves controlling one's emotions and impulses and adapting to changing circumstances.

3.Social awareness — the ability to sense, understand, and react to others' emotions while comprehending social networks. 4.Relationship management — the ability to inspire, influence, and develop others while managing conflict

•The 5 Components •of EI

1. 2. 3.

Emotional Self-Awareness Managing one’s own emotions Using emotions to maximize intellectual processing and decision-making 4. Developing empathy 5. The art of social relationships (managing emotions in others)

Why we Need EI..?
Emotional Intelligence is imperitive as it is one of the important deciding factor for relationship management resulting in :
1. 2. 3. 4.

Motivation Retention Self management Managing others.

Emotional Intelligence
Emotional Intelligence is the ability of an individual to :
To deal successfully with other people , To manage one’s self, To motivate other people, To understand one's own feelings To appropriately respond to the everyday environment

Emotional Intelligence
In Working with Emotional Intelligence, author Daniel Goleman defines EI in the workplace as the ability of employees to recognize: Their own feelings The feelings of others What motivates them How to manage their emotions, both in themselves and in relationships with others

Emotional Intelligence
Emotional Intelligence doesn't mean being soft – it means being intelligent about emotions – a different way of being smart. Emotional intelligence is your ability to acquire and apply knowledge from your emotions and the emotions of others in order to be more successful and lead a more fulfilling life and career.

Need
When relationships Fail, It is Usually Due To Poor Emotional Intelligence

Bosses and leaders, in particular, need high EQ because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale, says Goleman

Courage

Traits Traits

Commitment Commitment

Passion Empathy

Honesty Honesty

Innovation Innovation

Maturity Maturity

Achievement Achievement drive drive

Does not listen Fails to delegate Does not show respect Shows no interest in followers Gives negative feedback to a third party Does not praise when praise is due Criticizes in front of others Takes personal credit for others ideas Is always taking control

 Pay attention to what’s important  Praise what you want to continue  Punish what you want to stop  Pay for the results you want  Promote those people who deliver those results

Leaders with empathy are able to understand their employees’ needs and provide them with constructive feedback, he says

CHARISMA
The process of influencing major changes in the attitudes and assumptions of organization members, and building commitment for the organization’s objectives The special quality that gives someone power and authority over a large number of people

Model of Personal Meaning and Charismatic Leadership

Personal Meaning
“The degree to which people’s lives make emotional sense and that the demands confronted by them are perceived as being worthy of energy and commitment.”

Self-concept/identity Legacy Beliefs Culture and traditions Political/social orientation Spirituality and religion Hobbies/personal pursuits Values/ideals

Sources of Personal Meaning

Charisma and Unconventional Behavior
To transcend the existing order Evoke sentiments of adoration Exemplifies heroism, personal risk, & selfsacrifice Counter to the norm

Trust in “rightness” of vision Similarity of followers’ & leader’s beliefs & values Heightened sense of self-confidence Acceptance of higher or challenging goals Identification with & emulation of leader Unconditional acceptance of leader Strong affection for leader

Visionary

Verbal Skills

Self Confidence Moral Conviction

Inspires Trust

Self Promoting

Minimum Internal Conflict Relational Power Base

High Risk Orientation

Empowers Others

High Energy Action Orientation

VISION
The ability to imagine different and better conditions and ways to achieve them Future orientation See the difference in how things are and how they should be

COMMUNICATIONS SKILLS
Great rhetorical skills
– Especially oral – Can speak about the vision and make the followers “see it”

– Hitler captivated people, even those who spoke no German

Writing, while important, is not as powerful

– Winston Churchill used both masterfully

SELF CONFIDENCE & MORAL CONVICTION
Unshakable self confidence
– Passed on to followers

True faith in the “cause” Strong moral beliefs Willingness to sacrifice
– Self & followers

TRUST
Followers have total trust and belief in the leader and the “cause” Show commitment to followers, who return it

ACCEPT RISK
Willing to be at great personal risk
– Professionally – Physically

Willing to risk the followers Use unconventional (risky) strategies & methods to achieve goals

ABILITY TO MINIMIZE INTERNAL CONFLICT
Through strength of belief With referent power Due to follower belief in the leader and the cause

WILLINGNESS & ABILITY TO EMPOWER
Know they need the efforts & ideas of others Let the subordinate leaders do those things they are able to do Often take credit for followers’ ideas and efforts

SELF-PROMOTING
Beat their own drums Campaign for “the cause” Explain their vision to all who will listen or read

CAN CHARISMA BE DEVELOPED?
Evidence seems to indicate that it can It may be that individuals who develop charisma have the undeveloped characteristics which “practice” brings to the forefront

4 Strategies to Develop Charismatic Qualities
Develop visionary skills Develop visionary skills Practice being candid Practice being candid
Develop warm, positive, Develop warm, positive, humanistic attitude humanistic attitude Develop an enthusiastic, Develop an enthusiastic, optimistic, energetic personality optimistic, energetic personality

Why Emotional Intelligence is necessary for leaders

Teaches leaders cope when change & uncertainty hits organization or their personal lives.

Why Emotional Intelligence is necessary for managers

Help them manage effective relationship.

Help them being focused and stay on track by remembering purpose & vision.

EQ & Managers
Emotional Intelligence is very important for managers as their behavior & treatment of their people determine turnover and retention of the company. Managers & supervisors are the direct line of contact for the employees. They interact daily with individuals who have distinct needs, wants & expectations. They significantly influence the attitudes, performance & satisfaction of employees within their departments & other departments.

EQ is very important for managers as they are the direct line of contact & their behavior & treatment determines retention & turnover

EQ & Managers
The stress of trying to lead and satisfy so many people's changing needs and expectations can be overwhelming, to say nothing of the demands from upper management. Being both firm and caring at the same time causes many to feel inadequate for the role..

85 % percent of turnover is reportedly due to an inadequate relationship between the employee and their direct supervisor

When trust is lacking performance suffers

EQ & Managers

Enhancing EI skills enables Supervisors and Managers to regulate their emotions and motivate themselves more effectively – allowing them to manage their own emotional turmoil effectively and demonstrate compassion and empathy for their employees. employees

IT also provides them with the courage to push against the system to make necessary changes for their people.

All employees want a supportive, caring Supervisor or Manager who has their best interests at heart

EQ & Managers
Knowing this, the employee will be more likely to turndown offers from other companies to work for such a person.

Upon graduating from college, Debra believed that if she worked hard, she would achieve her career success goals Example to illustrate how EQ can positively or negatively impact one's career and the organization:

She racked up a list of accomplishments

However, just two years into her career she was fired.

Example to illustrate how EQ can positively or negatively impact one's career and the organization: Debra Benton reports in her book, Lions Don't Need to Roar, "I was stunned ... college courses had not addressed the importance of people skills or being a team player. That lack of knowledge cost me my job." She thought work was all about producing results. While working with an outplacement firm, Debra met other high producers who had lost their jobs for the same reason.

That lack of people management cost her job

The number one-factor that sets high-powered professionals apart from the pack is a high level of emotional intelligence, compassion and energy to function in a team environment

Debra soon learned that shooting stars have a short life cycle if they are unable to relate to and understand others.

An Example of EQ

Suppose that the morning of a big presentation you have a fight with any of your family member. Not a big argument—maybe just one of those unnerving spats about who forgot to pick up the dry cleaning— so your morning doesn’t get off on the right foot. Then you car is punctured upping your stress level a bit more. When you arrive at work, there’s a problem with the elevators, causing more delay. Arriving at the conference room for your presentation, you find that the sound system doesn’t work and the caterer hasn’t shown up with refreshments. Your junior associate—who was supposed to call the caterer— bears the brunt of your anger that has been building since you left the house.

Types of EQ

Working with people means working with Emotions
When people are working at a common place , emotions will play a role. theories to the contrary notwithstanding. “Don’t bring your personal problems to work” is one variation of the argument that emotions are inappropriate in the workplace. Business decisions, so the argument goes, should be based on information, logic and calm cool reason, with emotions kept to a minimum.

Managing Emotions at Workplace
But it is unrealistic to suppose that emotions can be checked at the door when you arrive at work. Some people may assume, for a variety of reasons, that emotional neutrality is an ideal, and try to keep feelings out of sight. Such people work and relate in a certain way: usually they come across as rigid, detached or fearful, and fail to participate fully in the life of the workplace. This is not necessarily bad in some situations, but it is usually not good for an organization for such people to move into management roles. The same would be true for people who emote excessively, who tell you how they feel about everything. Simply being around them can be exhausting.

Developing EI in the workplace
Developing emotional intelligence in the workplace means acknowledging that emotions are always present, and doing something intelligent with them. People vary enormously in the skill with which they use their own emotions and react to the emotions of others—and that can make the difference between a good manager and a bad one.

It’s not overly egalitarian to suggest that most professionals, managers and executives are fairly smart people (of course there can be glaring exceptions), but there can be a huge difference in how well they handle people. That is, the department manager may be a genius in technical, product or service knowledge—and get failing marks in terms of people skills.

Importance of Emotional Intelligence
People derail because of classic emotional failings, not the lack of technical skills –Developing emotional intelligence can help companies generate productive & profitable outcome. The manager who knows how to stay motivated under stress , motivate others, navigate complex interpersonal relationships, inspire others and build teams who is an unchallenged expert on a product or service will get superior results

Components of Emotional Intelligence
There are five parts to it. 1. Knowing what you're feeling 2. Managing your feelings, especially distressing feelings. 3. Self-motivation, 4. Empathy 5. Managing relationships

While people have shown they can produce better results at workplace, many of us lack emotional intelligence. We simply don’t know how to perceive, understand, express and manage our emotions effectively. There are adverse consequences to have low emotional intelligence. These includes:1. Relationship Problems 2. Rage in the Workplace 3. Poor decision making capability 4. failure to advance in career

Probabilities of not having an Good Emotional Intelligence and their consequences

Relationship Problems Rage in the workplace

Poor decision making capability

Emotional Intelligence Important Factors

1.Motivation, 2.Retention , 3.Self management 4.Managing others.

Motivating Employees
• The greatest motivation –comes from a

person’s belief system • Motivation is like a fire- unless you keep adding fuel to it, it dies. But ,if the source of motivation is belief in inner values, it becomes long lasting • Experience shows that People will do a lot for money, more for a good leader and do most for a belief • People do things for their own reasons, not yours

Once upon a time there was a bunch of baby frogs........

… participating in a competition. The target was to get to the top of a high tower.

A crowd of people had gathered to observe the race and encourage the participants.....

The start shot rang out.......

Quite honestly: None of the onlookers believed that the baby frogs could actually accomplish getting to the top of the tower. Words like: "Åh, it’s too difficult!!! They’ll never reach the top." or:
"Not a chance... the tower is too high!"

One by one some of the baby frogs fell off… ...Except those who fastly climbed higher and higher..

The crowd kept on yelling:
"It’s too difficult. Nobody is going to make it!"

More baby frogs became tired and gave up... ...But one kept going higher and higher..... He was not about giving up! At the end everybody had given up,

except the one determined to reach the top!

All the other participants naturally wanted to know how he had managed to do what none of them others had been able to do!

One competitor asked the winner, what was his secret?

The truth was....... The winner was deaf!!!!

The lesson to be learned:

Don’t ever listen to people who are negative and pessimistic...

…they will deprive you of your loveliest dreams and wishes you carry in your heart !
Always be aware of the power of words, as everything you hear and will interfere with your actions!

Therefore:

Always stay…

POSITIVE!

And most of all: Turn a deaf ear when people tell you, that you cannot achieve your dreams!

The Magic of EMPLOYEE RETENTION and EI

Growth Opportunities
 Growth is everyone’s prime objective.

Therefore it is implicit to offer growth opportunities.  The vital factor that ensures a majority of senior level employees remain associated with your organization. This is more crucial in an industry like BPO, which has the highest churn rate because of the prolonged boom in the industry.

Attractive Package
 Remuneration package is the driving force

of any employment.  Handsome package as a platform for people to take new initiatives.  Besides basic package, there can also be performance-based incentives-relating to targets achieved, accuracy and productivity.

Personnel Training
 An organization should also take due care

of the training and development needs of its employees.  Besides helping them improve their skills and enhance their performance, it should also foster a faster growth rate in their career path.

Recreation
 Recreation is an important as any other tool. It

helps in creating a conducive environment – making fun for everyone.  Thus, it is necessary to introduce consistent recreation initiatives like Sports, Activities, family get together and unwinding zones at the workplaces  Besides this, cultural programmers and Birthday celebrations break the monotony of everyday work pressure.

The Grievances
 In order to create a supportive work atmosphere,

ensure a prompt atmosphere, ensure a prompt redressed of grievances. This reinforces an employee’s belief in the management and in the fact, that no stone will be left unturned to identify and solve their grievances and quickly as possible.
Coned…..2page

The Grievances
 The unbridled growth of the new economy, the

emergences of the knowledge worker and the high demand for talent in the domestic and global markets have rewritten the rules of the game.  Though hiring good employees is a nightmare, it is more difficult to retaining good employees. The talent management is the key area in every organization worth its HR department and CEOs are more worried about intellectual capital than working capital. To add to the problems are the huge packages being doled out at all levels. 

Emotional Intelligence - the five domains Of Self Management
Goleman identified the five 'domains' of EQ as:
Knowing your emotions. Managing your own emotions. Motivating yourself. Recognizing and understanding other people's emotions. Managing relationships, i.e.., managing the emotions of others

SELF-AWARENESS
High self-awareness refers to having an accurate understanding of how you behave, how other people perceive you, recognizing how you respond to others, being sensitive to your attitudes, feelings, emotions, intents and general communication style at any given moment and being able to accurately disclose this awareness to others.

SKILL INDICATORS
– Know when you are thinking negatively – Know when your self-talk is helpful – Know when you are becoming angry – Know how you are interpreting events – Know what senses you are currently using – Know how to communicate accurately what you experience – Know the moments your mood shifts – Know when you are becoming defensive – Know the impact your behavior has on others

SKILLS ASSESSMENT
– Do you recognize your feelings and emotions as they happen? – Are you aware of how others perceive you? – How do you act when you are defensive? – Are you aware of how you speak to yourself?

SELF – MANAGEMENT and AWARENESS Emotional awareness Accurate self-assessment Self-confidence SELF - REGULATION Self-control: Trustworthiness Conscientiousness: Adaptability Innovativeness SELF - MOTIVATION Achievement drive: Commitment: Initiative Optimism:

SELF – MANAGEMENT and AWARENESS
Emotional awareness: Recognizing one’s emotions and their effects. People with this competence:  Know which emotions they are feeling and why  Realize the links between their feelings and what they think, do, and say  Recognize how their feelings affect their performance  Have a guiding awareness of their values and goals Accurate self-assessment: Knowing one’s strengths and limits. People with this competence are:  Aware of their strengths and weaknesses  Reflective, learning from experience  Open to candid feedback, new perspectives, continuous learning, and self development  Able to show a sense of humor and perspective about themselves Self-confidence: Sureness about one.s self-worth and capabilities. People with this competence:  Present themselves with self-assurance; have .presence.  Can voice views that are unpopular and go out on a limb for what is right  Are decisive, able to make sound decisions despite uncertainties and pressures

SELF - REGULATION
Self-control: Managing disruptive emotions and impulses. People with this competence: • Manage their impulsive feelings and distressing emotions well • Stay composed, positive, and unflappable even in trying moments • Think clearly and stay focused under pressure Trustworthiness: Maintaining standards of honesty and integrity. People with this competence: • Act ethically and are above reproach • Build trust through their reliability and authenticity • Admit their own mistakes and confront unethical actions in others • Take tough, principled stands even if they are unpopular Conscientiousness: Taking responsibility for personal performance. People with this competence: • Meet commitments and keep promises • Hold themselves accountable for meeting their objectives • Are organized and careful in their work

SELF – REGULATION (Cont)
Adaptability: Flexibility in handling change. People with this competence:  Smoothly handle multiple demands, shifting priorities, and rapid change  Adapt their responses and tactics to fit fluid circumstances  Are flexible in how they see events Innovativeness: Being comfortable with and open to novel ideas and new information. People with this competence:  Seek out fresh ideas from a wide variety of sources  Entertain original solutions to problems  Generate new ideas  Take fresh perspectives and risks in their thinking

SELF - MOTIVATION
Achievement drive: Striving to improve or meet a standard of excellence. People with this competence: • Are results-oriented, with a high drive to meet their objectives and standards • Set challenging goals and take calculated risks • Pursue information to reduce uncertainty and find ways to do better • Learn how to improve their performance Commitment: Aligning with the goals of the group or organization. People with thiscompetence: • Readily make personal or group sacrifices to meet a larger organizational goal • Find a sense of purpose in the larger mission • Use the group.s core values in making decisions and clarifying choices • Actively seek out opportunities to fulfill the group.s mission

Managing Others
Management Skills For Everyone

Management: to be in command or to have under control.

Personal Management Skills
Steps for great self-esteem: Take responsibility Watch your negative self talk Don’t allow others negativity to affect you Commit to building your selfesteem daily Have an optimistic attitude

Examples of Self Talk
Negative Self Talk: I’m so stupid sometimes! I look awful today! I just keep getting fatter and fatter! I’m always broke! Why do these things always happen to me?
Positive Self Talk: I am capable! I have many wonderful qualities! I love myself just the way I am! I believe in my ability to succeed! I deserve the respect of others!

Setting Goals is SMART!Goal-Setting: “Goal” In
Specific Measurable Achievable Reviewed/revised
often

Time specific

Assertive Behavior Skills
Learning to say “NO”:
2. Decline 3. State reason 4. Offer alternative solutions

5 Major time wasters:

1. Acknowledge the request

1. Spreading yourself too thin 2. Being Afraid 3. Not wanting to say no 4. Being tied to the phone 5. Procrastinating

Power, know who has it Opportunity to align yourself Learn to keep on top of things Identify with a mentor Track your success skills Involve yourself in other
activities Communicate effectively and know how to handle conflict Separate yourself as a star

Team/Office Politics

Dealing With Difficult People
Sherman Tanks- directors gone bad, they like to bully/threaten Snipers- Passives, socializers, take shots at you Exploders- Socializers, blow up then are embarrassed Complainers- any type! Complain over and over Gossipers- any type! Like to spread rumors

Ways To Handle Difficult People
1. Tolerate it without 2. 3. 4.

resentment Tolerate with resentment Leave the situation Protest…. + = + If they are nice be nice - = + Give jerks the benefit of the doubt

Career Killers

Lack of direction or goals Having no Emotional Intelligence Not using Emotional Intelligence Refusing to be a team player Behaving passively or aggressively Negative work habits Attitude of indifference Expecting others to look out for you

Ending On A Positive Note
The power of a smile: Sets a positive tone Gives you an air of confidence Energizes you Reduces tension Improves tonality Makes you look younger Helps you build the reputation as an achiever

MANAGING PEOPLE WITH EI

MANAGING PEOPLE : some principles
• CONSISTENCY IN DEALINGS, APPROACH • DEMONSTRATE FAIRNESSE EMOTIONAL INTELLIGENCE • EXHIBIT LEADERSHIP QUALITIES • PLAN<SET GOALS AND STRATEGY • EXUDE CONFIDENCE IN HIMSELF, TEAM • CLARITY IN COMMUNICATION • SET EXAMPLE • AUTHENTIC & DIRECT • SELF-RESPECT • LEARN FROM FAILURE

Key Aspects of the Management Process

The Four Management Functions

Planning

Organizin g Controlling

Mintzberg's 10 Managerial Roles

Strategic Skills
Environmental assessment scanning Strategy formulation Mapping strategic intent and defining mission Strategy implementation Human resources knowledge

Setting and prioritizing objectives Developing plan of action and implementation Responding in a flexible manner Creating value Working through the organizational structure Allocating human resources Managing time efficiently

People Skills
Delegating Influencing Motivating Handling conflict Win-win negotiating Networking Communicating
– Verbal – Nonverbal

(continued)

Self-Awareness Skills
Personal adaptability Understanding personal biases Internal locus of control

Listening Cross-cultural management Heterogeneous teamwork

Working Environments
The physical workplace provision has an important effect on individual productivity and satisfaction
– – – Comfort; Privacy; Facilities.

Health and safety considerations must be taken into account
– – – Lighting; Heating; Furniture.

How EQ succeeds IQ
Emotional Intelligence explains why inspire of equal intellectual capacity, educational background, training or experience some people excel while others of same caliber and high educational degree lag behind. Emotional Intelligence is the dimension of intelligence responsible for our ability to manage ourselves and our relationship with others.

EQ versus IQ

Intelligence quotient or IQ An intelligence quotient or IQ is a score

An intelligence quotient or IQ is a score derived from one of several different standardized tests attempting to measure intelligence. The term "IQ," is a translation of the German Intelligenz-Quotient, IQ scores are used in many contexts: as predictors of educational achievement or special needs, by social scientists who study the distribution of IQ scores in populations and the relationships between IQ score and other variables, and as predictors of job performance and income.

Emotional Intelligence (quotient) or EQ
Emotional Intelligence is a way of recognizing, understanding, and choosing how we think, feel, and act. It shapes our interactions with others and our understanding of ourselves. It defines how and what we learn; it allows us to set priorities; it determines the majority of our daily actions. Research suggests it is responsible for as much as 80% of the "success" in our lives."

EQ versus IQ
In the business world so much of emphasis has been placed on intellect. Intellect has proven invaluable to drive our success in business. Process and procedures based on analysis,logic,strategies are critically important However to get the higher level of competence in business we must blend the progress that we have made in using intellect & IQ with the invaluable competencies of EQ.

Why EQ…???
EQ is the distinguishing factor that determines if we make lemonade when life hands us lemons or spend our life stuck in bitterness. EQ is the distinguishing factor that help us to maintain a warm relationship or a distant contacts. EQ is the distinguishing factor which draws others to us or repels them. EQ is the distinguishing factor which enable us to work in coordination with others or to create a disputed situation. EQ is the distinguishing factor which enables to win the heart of people or to win the situation by argument.

Why EQ

EQ is the distinguishing factor that determines if we make lemonade when life hands us lemons or spend our life stuck in bitterness

EQ is the distinguishing factor that help us to maintain a warm relationship or a distant contacts.

EQ is the distinguishing factor which draws others to us or repels them.

EQ is the distinguishing factor which enable us to work in coordination with others or to create a disputed situation

EQ is the distinguishing factor which enables to win the heart of people or to win the situation by argument

Benefits of EQ
The competencies & gift that EQ gives us are many. Included are skills that drive our internal world as well as our response to the external one. Some examples includes personal motivation, personal mastery over our life’s purpose & intention empathy for others social expertise that allow us to network and develop relationships that enhance our purpose character & integrity that enable us to appear genuine and aligned; a tenacity to face and resolve both internal and external conflict personal influence that enable us to advance our purpose.

Benefits of EQ

Personal Motivation

Personal mastery over our life’s purpose & intention

Empathy

Social expertise that allow us to network and develop relationships that enhance our purpose

Character & integrity that enable us to appear genuine and aligned

A tenacity to face and resolve both internal and external conflict

Personal influence that enable us to advance our purpose.

Use of EQ at Workplace
It is EQ that will solve our retention & morale problems improve our creativity create synergy from teamwork speed our information by way of sophisticated people networks drive our purpose and ignite the best and most inspired performance from our followers.

It is EQ that will solve our retention & morale problems

Improve our creativity

Create synergy from teamwork

Speed our information by way of sophisticated people networks

Why use EQ in the workplace
The workplace & workplace culture is changing. Today the emphasis is more on people focused style of leadership. Today employees are motivated by the relationship they have in their workplace & EI seems like a logical framework to help build these relationships. Emotions influence all aspect of our lives. Its impossible to separate them from work. They play a large role in how others perceive us through our tone of voice, facial expressions and body language.

EQ in the Workplace
It is really very sad that after so much research on the benefits of Emotional Intelligence, too many managers and leaders continue to ignore the facts. They're stuck in their old patterns of intimidation and coercion, demoralizing employees and creating attitudes of grudging compliance. The point to remember is Emotional Intelligence is learnable. All that needs to happen is for managers and leaders to see the benefit of doing so.

Application of EQ in the Workplace
EI is increasingly being applied to organizational level initiatives such as workforce planning, performance management, strategic and cultural change as well as the recruitment process. According to Jim Hunter, CEO at Genos, issues of employee retention and employer of choice are front of mind in many corporations. “EI is being seen as an excellent medium to enhance the environment, culture, leadership and team dynamic within an organization.”

Managing Conflict in the Workplace Using Emotional Intelligence

Why Conflict Arises
Type “A” Personality

Vs.

Type “B Personality

Type ”A” Personality
Highly Competitive Strong Personality Restless when inactive Seeks Promotion Punctual Thrives on deadlines Multi jobs at once

Type “B” Personality
Works methodically Rarely competitive Enjoys leisure time Does not anger easily Does job well but doesn’t need recognition Easy-going

Aggressive People
Body language
– Stiff and straight – Points, bangs tables to emphasize points – Folds arms across body

Verbal language
– “I want you to…” – “You must…” – “Do what I tell you!” – “You’re stupid!” Aggressive people are basically insecure….. Try to avoid them.

Submissive people
Body Language
– Avoids eye contact – Stooped posture – Speaks quietly – Fidgets

Verbal Language
– “I’m sorry” – “It’s all my fault” – “Oh dear”

Submissive people have a great sense of inferiority

Assertive People
Body language
– Stands straight – Appears composed – Smiles – Maintains eye contact

Verbal language
– “Let’s” – “How shall we do this?” – “I think… What do you think?” – “I would like…”

Types of Conflict
Within an individual Between two individuals Within a team of individuals Between two or more teams within an organization

Causes of conflict
Conflict of aims- different goals Conflict of ideas- different interpretations Conflict of attitudes - different opinions Conflict of behavior- different behaviors are unacceptable

Stages of Conflict
Conflict arises Positions are stated and hardened Actions, putting into action their chosen plan Resolution???

Preventing Conflict
Assess positive and negative personality traits of people involved Determine personality type
– Aggressive – Submissive – Assertive

Assess if people are introvert or extroverts...

Preventing Conflict
Review past conflicts Assess communication skills of those involved Read body language of participants

Preventing Conflict
Try to reduce conflict
– Realize that communication is colored by personal experience, beliefs, fear, prejudices – Try to be neutral – Plan the timing and place of the conversation – Realize that outside stress may add to confrontation – Eliminate/reduce external interruptions

Preventing Conflict

Manage the language used
– Neutral vs. loaded words – Reduce technical language – Allow for cultural differences in language – Words may have different meanings for different people…ask them to elaborate

Aids to Communication
Listen Actively Relax Observe body language Develop interest in others interests Ask for clarification Plan what you are going to say Tailor words to person Determine the best timing Determine the best place Why is the conversation necessary

Personalities who cause conflict
Aggressor Passive Absentee Error prone Negative attitude Chatterbox Do nothing

Personalities who cause conflict
Unreliable Time waster Resentful person

WAC’em method
What’s bothering you?

A -What do you want to Ask the
person to do?

heck in to see if what you’ve asked for can happen

EI is being seen as an excellent medium to enhance the environment, culture, leadership and team dynamic within an organization.”

“You can buy people’s time; you can buy their physical presence at a given place; you can even buy a measured number of muscular motions per hour. But you cannot buy enthusiasm…you cannot buy loyalty…you cannot buy the devotion of their hearts. This you must earn."

Quote

Emotional Ambivalence fuels organizational success
Creativity Innovation & Emotional Intelligence :People who are emotionally ambivalent – simultaneously feeling positive and negative emotions – tend to be more creative in the workplace than those who feel just happy or sad, or lack emotion at all, according to a new study.

The task of the leader is to get his people from where they are to where they have not been.                       - Henry Kissinger

Solid ,pure human relations and support are the key to any success Talal Abu Ghazaleh

First they ignore you, then they laugh at you, then they fight you, then you win Mohandas Gandhi

Success is a lousy teacher. It seduces smart people into thinking they can't lose . Bill Gates Personality is reduced and deformed with depleted thoughts and stagnant mind.

King Hussein

I have found that being honest is the best technique I can use. Coming together is a beginning; keeping togetherRight up front, tell people what you're trying to is progress; working accomplish and what together is success. you're doing... Lee Henry Ford Iacocca

You achieve your goals with a smile or a laugh. .

In times of rapid change, experience could be your worst enemy. J. Paul Getty

The 3 Leaders Roles in EI
1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Effective RELATIONSHIPS

The 7 Requirements for Leadership Behavior
1- Shows Enthusiasm 2- Supports Other People “ Become Genuinely interested in other people” - Dale Carnegie 3- Recognize individual efforts “ Give honest, sincere appreciation” , Dale Carnegie

The 7 Requirements for Leadership Behavior
4- Listen to individual’s ideas and problems. “ Be a good listener. Encourage others to talk about them selves” , Dale Carnegie Ignoring,

Pretending,

Selective,

Empathetic

The 7 Requirements for Leadership Behavior
5- Provide direction
“ Ask questions instead of giving orders”, Dale Carnegie 6- Encourage. “ Let the other person feels the idea is his or her” – Dale Carnegie “ Use encouragement. Make the fault seem easy to correct” Dale Carnegie

The 7 Requirements for Leadership Behavior

Delegation Coaching Empowerment

Inspired to become a leader… START NOW
1.Have a dream ….VISION 2.GAP analysis ….SELF AWARNESS 3.Plan …..SMART 4.Act ….. ENTHUSIASM 5.Evaluate ….. RECHARGE YOUR BATTERIES

Emotional Intelligence Management Competencies
Without emotional intelligence management competencies , the executive or manager is more likely to derail. With these emotional intelligence management competencies, managers and executives are more likely to receive performance based bonuses, higher salaries overall, and experience greater job security.

Here’s why these eight emotional intelligence management competencies qualities are so important now
Self-awareness and accurate self-assessment: Without self-awareness and accurate self-assessment, executives and managers will be too quick to get irritated with others, will create problems in their work relationships and in their personal relationships, will come across as abrasive, won’t be able to admit mistakes or accept useful, realistic criticism, and won’t have a realistic awareness of their strengths or limitations.

Initiative

Executives and managers who are rather low in initiative ill be responding to events, rather than being proactive, thereby finding themselves in continual crisis mode. Plus when leaders aren’t utilizing initiative, they may fail to seize strategic opportunities, either because they haven’t started their analysis and planning process early enough or because they may resist taking even well calculated risks.

Sound decision-making
If a manager or executive is low in their ability to make sound decisions this will only be accentuated in a period of great uncertainty and turbulence. Executives low in this area may spend more time than they can afford to in analysis, may not demonstrate the courage to make choices, may avoid taking responsibility, and may lack the commitment to execute a decision fully.

Empathy
When managers and executives don’t demonstrate enough empathy in times of uncertainty or crisis, they will likely be seen as indifferent, uncaring and inauthentic – all of which will make employees be less cooperative and less communicative. The manager may be left feeling misunderstood, and will have difficulty “reading” their employees

Communication
Managers and executives will be hampered to an extraordinary degree if they don’t use adequate communication skills during turbulent times. By not communicating well enough managers will tend to avoid getting into dialogue about important issues, will often only communicate good news and will tend to try to hide bad news – hurting trust, and will have great difficulty in managing complicated issues. In addition, they will appear unavailable and uncaring to others, which will hurt teamwork and cooperation.

Influence
When executives and managers are low in the management competency of influence they will fail to leave the right impression, will tend to alienate others rather than getting support, may end up working too independently and even against the group, and will have difficulty motivating the group quickly enough to address the eminent challenge

Without ramping up the ability to be more adaptable in a time of turbulence and uncertainty many executives and managers will tend to respond negatively to new, changing situations. In addition, they may show emotional strain to others when they have to shift priorities; tend to express, or simmer with, frustration with change – even if it is for a positive purpose; will have difficulty adapting their responses and tactics to fit the emerging circumstances; and ultimately will often be hesitant in taking on new challenges.

Self-management
When managers or executives have low selfmanagement they tend to react impulsively in stressful situations, possibly get overly stressed, angry or upset when facing rapidly changing situations or conflict at work; and sometimes respond to problems in a no constructive manner – which often causes unwanted consequences.

Do not undermine your worth by comparing yourself with others. It is because we are different that each of us is special.
Do not set your goals by what other people deem important. Only you know what is best for you….

Do not let your life slip through your fingers by living in the past nor for the future. By living your life one day at a time, Do not give thewhen you live all up days you your have of still life. something to give. Nothing is really over until the moment you stop trying. It is a fragile thread that binds us to

Do not be afraid to encounter risks. It is by taking chances thatDo not shut to we learn how love out of your be brave.

life by saying it is impossible to find. The quickest way to receive love is to give love; the fastest way to lose love is to hold it too

your dreams. To be without dreams is to be without hope; to be without hope is to be without

Do not run through life so fast that you forget not only where you have been, but also where you are going.

Life is not a race, but a journey to be savored

Just do it!

‘Many of life’s failures are people who did not realize how close they were to success when they gave up.’ T. Edison

Conclusion
Thus in today's scenario its very important for any manager or executive to learn this skill of Emotional Intelligence We all can be emotionally intelligent by practicing it as it is a very much trainable skill. Lets learn it and use it for organizational as well as for our personal success.