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EMOTIONAL INTELLIGENCE Improving Performance for ORGANIZATIONAL BENEFITS

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WHEN it comes to technical skill and the core competencies that make a company competitive, the ability to outperform others depends on the relationships of the people involve which ultimately relates to the degree of emotional intelligence of its employees and leaders.
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And there is a ripple effect --- leaders having emotional intelligence will create an effective work climate that will further develop emotional intelligence at the subordinate level. Studies show that outstanding organizations that employ individuals with a high degree of emotional intelligence hold the following in common

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Success factors of emotionally intelligent organizations · Organizational commitment to a basic strategy · Initiative to stimulate improvements in performance · Open communication and trust building with all stakeholders · Building relationships inside and outside that offer competitive advantage · Collaboration. support and sharing resources 4 .

risk-taking and learning together · A passion for competition and continual improvement · A balance between the human and financial side of the companies agenda 5 .· Innovation.

6 . Today’s seniors from top executives to line managers must have more than just the right technical skills and IQ. leadership is more important than ever..In today’s competitive knowledge-driven organizations. behaviors and emotions – the right emotional intelligence. Emotionally intelligent leaders help organizations create competitive advantage through. They must have the right values.

•  Increase performance •  Effective leaders •  More teamwork •  Improved motivation •  Enhanced innovation •  Effective use of time and resources. 7 .

Dan Goleman Emotional Intelligence is the foundation which creates the capability and capacity to bring change in individuals and organizations.” .Emotional Intelligence Definition “The capacity for recognizing our own feelings and those of others. . for motivating ourselves. for managing emotions well in ourselves and in our relationships.

Assessment Self-Confidence Social Awareness SelfAwareness Organizational Awareness Service Orientation E i Social Skills Self management Emotional Self-Control Transparency Adaptability Achievement Orientation Initiative Optimism Development Others Inspirational Leadership Change Catalyst Influence Conflict Management Teamwork & Collaboration .The EI Framework Empathy Emotional Self Awareness Accurate Self .

Self-Management Prefrontal Area Thalamus Amygdala 54 Brain Stem .

and in the right way – this is not easy.” The Nicomachean Ethics . for the right purpose. to the right degree. But to be angry with the right person.Aristotle’s Challenge “Anyone can become angry – that is easy. at the right time.

glandular secretions.) . the amygdala (center of emotional intelligence) is a faster processor that the neo-cortex (the “thinking” brain) – we often feel before we think • The amygdale’s processing of information includes physiological responses (increased heartbeat.Self . not the part that thinks (neo cortex) • As signals are transmitted to the brain.Management Neurophysiology • Our thoughts are significantly emotionally toned by the oldest parts of our brain. etc.

in most situations. we feel before we think An Amygdala Hijack is what happens when we act impulsively – our emotions override our ability to think We lose control and end up in a place we don’t want to be –our emotions are not used effectively We erupt.Self . shut down.Management Amygdala Hijack When an experience occurs. or otherwise act irrationally On reflection we find it hard to explain why we acted as we did . do something extra – ordinarily rave. at best we feel and think at the same time.

Amygdala Hijack – 4 Stages The Trigger – an event that is perceived. as a threat The reaction – an outburst or a sudden quiet. usually coupled with a physiological change (increased heart rate. flushed face. fear.) Subsequent feeling of regret 14 . rapid breathing etc.. usually inappropriate and often having a negative impact Strong Emotion – anger. numbness etc. correctly or symbolically.

Self Control “The ability to keep one’s emotions under control and restrain from negative actions when provoked. when faced with opposition from others or when working under conditions of stress” 15 .

Empathy “The ability to focus one’s efforts on discovering and meeting the client’s needs” 16 .

Development Orientation “The ability to focus one’s efforts on discovering and meeting individual’s development needs” 17 .

On Attitudes .

What Is an “Attitude” POSITIVE ATTITUDE NEGATIVE ATTITUDE It ‘s the STATE of MIND with which you APPROACH a SITUATION such as______ It’s the SAME YOU ______the only difference is the ATTITUDE – Which only YOU can control .

.A Definition of Competencies Competencies are Personal characteristics that Differentiate Performance in a given job. Competencies enable Individuals to Demonstrate critical Behaviors in most Situations with better results.

Negative Level Sticks to own Team/job •‘Says’ Level 1 Helps when Level 2 Offers help Level 3 Builds teamLevel 4 “Talks up” Level 5 Resolves asked spirit the team Difficulties It’s not my job’ when asked to help •Thinks •Willingly gives help •Sees when others when asked are under pressure.Team Orientation The drive to work collaboratively with others Why it matters…. and leverage resources to the benefit of the business. Working across the company ensures that we provide customers with a seamless service. and offers help •Is •Does thinks which build the feeling belonging •Speaks well of the team to others •Speaks •Surfaces and helps sort out team difficulties •Supports only of self and own prepared to switch •Willingly cooperates •Celebrates team form one job to another well to others of team members the resolution of team problems and difficulties .

What are Behavioral Competencies? Behavioral competencies are the behavioral dimensions that affect job performance They describe the behavior required in order to perform a job to a high level of performance They differentiate high performers from lesser performers in a given role 22 .

How Behavioral Competencies Improve Performance                        Shifting the Performance Curve  No of employees                                            Poor                                  Average                               Outstanding        Performance  23 .

Why study competencies ? The more complex the job…… High Importance Motives & Traits Task-Related Knowledge & Skills Low Simple Job Complexity Complex …The more important the competencies 24 .

Emotional Intelligence Competencies Self Others Awareness Self Awareness Social Awareness Actions Self Management Relationship Management Positive Impact on Others .

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we need to consider the external environment and what motivates them as individuals This may be compared to an iceberg where the external environment is above the waterline and the personal qualities are below the waterline The deeper the level of personality then the harder it is to change Managers will only be able to change behaviors by influencing the work climate and understanding what motivates their subordinates 27 .Levels of Awareness Skills Knowledge Behaviors Social role Values Self Image Traits Personality Motive When considering an individual’s behaviors.

achievement and self fulfillment. employee. and persistence of effort towards attaining a goal. qualifications and skills to deliver performance in the role (training. Social Role: The physical role that an individual plays in the society. Values: The basic convictions that a specific mode of conduct or end state of existence is personally or socially desirable Self Image: The drive to become what one wants to be including growth. (the enduring characteristics that describe an individual behavior) Motive: The processes that account for an individual’s intensity. spouse. Traits (Personality): The sum total of ways in which an individual reacts and interacts with others.g. 28 . education. direction. Parent.• The Iceberg Components Skills & Knowledge: The critical body of knowledge. e. work experience).

they define how an individual uses skills. knowledge and experience are relatively easy to identify and develop compared to more deepseated personal qualities such as attitudes. traits and motives ‘Above the waterline’ qualities are important but will only allow a threshold level of performance ‘Below the waterline’ qualities are what distinguish the best performers from the rest.The Competency Foundation – The Iceberg Analogy Skills. knowledge and experience to deliver results Both above and below the waterline qualities are required in order to obtain outstanding performance 29 .

Reading one’s own emotions and recognizing their impact on one’s performance Developing Emotional Intelligence in Individuals What behaviors need to be increased How can individuals learn how to change behaviors Competency Framework Rewiring Process Individual Performance .Emotional Self Awareness.