1. You are in a meeting when a colleague takes credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.  B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.  C. Nothing. It's not a good idea to embarrass colleagues in public.  D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.

2. You are a customer service representative and have just got an extremely angry client on the phone. What do you do?
 A. Hang-up. It doesn't pay to take abuse from anyone.  B. Listen to the client and rephrase what you gather, he

is feeling.  C. Explain to the client that he is being unfair, that you are only trying to do your job, and you would appreciate it if he wouldn't get in the way of this.  D. Tell the client you understand how frustrating this must be for him, and offer a specific thing you can do to help him get his problem resolved.

Ignore it . You overhear someone telling a racist joke.  B. You are a manager in an organization that is trying to encourage respect for racial and ethnic diversity.3.  D. Speak up on the spot. What do you do?  A. Suggest to the person telling the joke he go through a diversity training program. Call the person into your office and explain that their behavior is Inappropriate and is grounds for disciplinary action if repeated.the best way to deal with these things is not to react.  C. saying that such jokes are inappropriate and' will not be tolerated in your organization. 4 .

Engineer an ongoing series of challenging but manageable experiences for him.. You have recently been assigned a young manager in your team. and have noticed that he appears to be unable to make the simplest of decisions without seeking advice from you. 5 . Purposely give him lots of complex decisions to make so that he will become more confident in the role. Accept that he "does not have what it take to succeed around here" and find others in your team to take on his tasks .  B. and make yourself available to act as his mentor.  C.4. What do you do?  A.  D. Get an HR manager to talk to him about where he sees his future in the organization.


7 .Researches also have demonstrated link in mood and financial performance.

Cases when a Leader creates dysfunctional Environment are eventually removed or fired. ( A good leader must attend to the impact of his mood. so can we change spread of toxic feelings from an emotionally inept/unfit Leaders/Managers 8 . first before going to the other critical responsibilities) ------------------------------------------------------------------- … But a bad mood can be turned around.

9 .But a Solution is possible : People can come to one another's Rescue .

Some suggestions that can work … •Soothing words •Humour •Empathy/Sympathy •Friendliness 10 .

( EIL can do it thro’ relationship management) 11 . it may be a genetic component.−Self Discovery and personal reinvention are tested practices … −Even if in some. it can be controlled. managed and changed through experience and practice.

3. 2. spreading quickly throughout the Business. Leaders’/Managers’ EI Style creates/impacts work culture. but does not last.High Level EI provides Climates where following flourish:     Information Sharing Trust Healthy Risk Taking Learning 1. 12 . The leaders’ mood is contagious. Low level EI creates climate of Fear & anxiety…ee’s productive in short run.

(Emotional Intelligence) 13 .

 In simple words : it is an intelligent and careful use of yours and others emotions. and the ability to motivate oneself. 14 . for Business Results.Emotional Intelligence  Definition: Self-control. zeal. persistence.

Business Planning. III.Personal Capabilities for outstanding Performance (C0s make Competency Models…) I.Audit. Purely Technical Skills: Accounting . II.Big picture. Engineering.Operations.Logic. Cognitive abilities: Analytical measuring/abilities. EI Competencies : Like ability to work with others. effectiveness in leading change.Memory.( EI has greater role as you go UP !) 15 .

Self Awareness: Definition: Hallmarks: •The ability to recognize and understand your moods. • Self-confidence • Realistic self-assessment • Sense of humor •Open to accept failures & change 16 . •Open to constructive criticism/candor. emotions. and drives as well as their effect on others. •Understands own Values and goals •“Know Thyself” •Clarity in decisions.

17 . •Truthfulness. •Can make confessions.Self-Regulation Definition: Hallmarks: • •The ability to control or redirect disruptive impulses and moods •The propensity to suspend judgment – to think before acting. Trustworthiness • Comfort with ambiguity • Openness to change •Enhanced Integrity •Enhanced wisdom in judgement.

even in the face of Failure • Organizational commitment.Motivation: Definition: •A passion to work for reasons that go beyond money or status •A Propensity to pursue goals with energy and persistence •Driven to achieve beyond expectations. •Motivated Leaders build up similar People around themselves. Hallmarks: • Strong drive to achieve • Optimism. •Not by greedof any kind. 18 .

Empathy: Definition: •The ability to understand the emotional makeup of other people •Skill in treating people according to their emotional reactions Hallmarks: • Expertise in building and retaining talent •Cross-cultural sensitivity •Service to clients and customers 19 .

Social Skills: Definition: •Proficiency in managing relationships and building networks •An ability to find common ground and build rapport Hallmarks: • Effectiveness in leading change •Persuasiveness •Expertise in building and leading teams •Good Communications Conflict Management •Combines benefits of all 5 components 20 .

 It is fortunate that EI can be learnt.. 21 .

HOW? Taking Stock (eg: Rewire/New wire) Who do I want to be?  (Identify best of your latent values and loftiest dreams and explain these ideas become part of our every day life) 22 .

action and impact. Identify your areas of development ) 23 . gather Feed Back ask people to evaluate your moods.HOW? Taking Stock Who am I now?     See your style as others do.

HOW? Taking Stock How do I get there from here?  (Once you know who you want to be and  have compared with your real as seen by People.  you make a real plan.) 24 .

− till it becomes automatic ).HOW? Taking Stock How do I make change stick? − ( Rehearsals /Practice of new behaviour. 25 .

HOW? Taking Stock  Who can help me? − (Learning Groups − Coaches) 26 .

1. A little of both A and B.. Continue to read your book or magazine.You are on an airplane that suddenly hits extremely bad turbulence and begins rocking from side to side. trying to pay little attention to the turbulence.  B. or watch the movie. carefully monitoring the stewardesses and reading the emergency instructions card . What do you do? -------------------------------------------------------------------------- A. Become vigilant for an emergency. Not sure .  D.  C.never noticed 27 .

Tell yourself it really doesn't matter how much you do in the course.You are a college student who had hoped to get an A in a course that was important for your future career aspirations. What do you do?  A. You have just found out you got a C. Go see the professor and try to talk her into giving you a better grade. Sketch out a specific plan for ways to improve your grade and resolve to follow through. concentrate instead on other classes where your grades are higher.  D.on the midterm. 28 . Decide you do not have what it takes to make it in that career.  C.  B.

Try something new in the next call. Sharpen up your resume.  D.  B. 29 .  C. List your strengths and weaknesses to identify what may be undermining your ability to sell. Call it a day and go home early to miss rush-hour traffic. and keep plugging away.You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty-handed. What do you do?  A.

and how angry you felt. Tell her to forget about it-she's OK now and it is no big deal. What do you do?  A. Put on one of her favorite tapes and try to distract her.  C. 30 .  B. Tell her about a time something like this happened to you.You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. until you saw the other driver was on the way to the hospital.  D. Join her in criticizing the other driver.

What I want you to take away .  You can build your ability to lead!  Choose how you want to lead  The choice should be based upon: ...the situation  Who you are managing  Required accomplishments . 31 .

What got you here may not get you there!  A Maze : :Keep building capabilities. : Keep learning continuously :Keep building the Leader in you 32 .

33 .

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