The Emotionally Intelligent Leader

You Have The IQ. What About Your EQ?

Presented by Bruna Martinuzzi Clarion Enterprises Ltd.
Copyright 2005 by Clarion Enterprises Ltd.

These PowerPoint slides were created for the Human Capital Symposium November 1, 2005. Most of these slides are NOT in the form that was displayed during the Presentation. They are intended to summarize the main points of the material presented.

Copyright 2005 Clarion Enterprises Ltd.

What Well Cover

Importance Components Leadership Styles EQ Implementation

Stanford Marshmallow Study

Impulse Impulse Controlled Controlled Cope with frustration Cope with frustration Follow through on plans Follow through on plans Dependable Dependable Able to delay gratification Able to delay gratification SAT: 210 points higher SAT: 210 points higher Impulsive Impulsive

Overreact to frustration Overreact to frustration Give up in face of failure Give up in face of failure Impulsive Impulsive Cannot delay gratification Cannot delay gratification

IQ vs. EQ
In professional and technical fields the threshold for entry is typically an IQ of 110120. ...Since everyone is in the top 10% or so of intelligence, IQ itself offers relatively little competitive advantage. Daniel Goleman Working with Emotional Intelligence

IQ vs. EQ
. . . emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn't make you a star. Emotional intelligence can.
Warren Bennis, Ph.D. On Becoming a Leader

In Technical Roles
Programmers in top 10% of EQ competency develop software 3 times faster
Daniel Goleman, Hay McBer

In Sales Roles

High EQ Salespeople produce twice the revenue of average performers

Study of 44 Fortune 500 Companies - Hay McBer

For All Roles

80% 70% 60% 50% 40% 30% 20% 10% 0%
Competencies Source - Hay-McBer 200 company worldwide study EQ-Related IQ/Technical

For Customer Retention

80% 70% 60% 50% 40% 30% 20% 10% 0% EQ Related Other Reasons for lost Customers

Source: Forum Corporation on Manufacturing and Service Companies, 1989 - 1995

Manager Derailment

Managers who were derailed had strong expertise and intelligence but many were arrogant and disdainful of teamwork
Source: Egon Zehnder International Study

Executive Derailment

EQ-Related: Rigidity Interpersonal problems Inability to: Adapt to change Elicit trust Retain team

75% 25%
EQ-Related Other

Source: The Center for Creative Leadership

An EI 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. -- Daniel Goleman, Ph.D.

Daily-Life Definition
Emotional Intelligence is the skills to create optimal relationships with yourself and others.
Six Seconds, 2001

EQ

EI Competency Framework
Self-Awareness Social Awareness
Emotional Self Awareness Empathy Org. Awareness Accurate Self Assessment Service Orientation Self Confidence

SelfManagement
Emotional Self Control Transparency Adaptability Achievement Orientation Initiative Optimism

Relationship Management
Influence Developing Others Inspirational Leadership Change Catalyst Conflict Management Teamwork & Collaboration

Emotional Self-Awareness
The smartest thing you can do with emotional intelligence is turn it on yourself Harvard Business Review, 2002

Emotional Self-Control
Using our understanding of emotions to choose which emotions to express and how to express them

Your Emotional Brain

Limbic Brain Cortical Brain

Thalamus Amygdala Brain Stem

The Amygdala Hijack

Neocortex

An Amygdala Hijack: Four Stages

1. 2. 3. A trigger: a catalyst that generates an impulse A strong emotion (anger, fear etc.)

An instant, impulsive and irrational reaction that is inappropriate to the situation (the reaction need not be overt) A subsequent feeling of regret or embarrassment

4.

Source: Hay McBer

The Power of Six Seconds

Source: Six Seconds Inc. Used by permission.

Six Leadership Styles

1. Coercive : Demands immediate compliance 2. Authoritative: Provides the vision and gains commitment to it from others 3. Affiliative: Creates harmony and builds bonds 4. Democratic: Build commitment through consensus 5. Pacesetting: Demonstrates how to do a task to high standards 6. Coaching: Develops others for the long-term in light of their aspirations
Daniel Goleman: Leadership That Gets Results, HBR March- April 200

Six Leadership Styles

Leaders with the best results dont rely on only one leadership style. They are able to switch among the authoritative, affiliative, democratic and coaching styles as the situation requires it.

EQ Implementation
Stage 1 Prepare for Change
Promoting Emotional Intelligence in Organizations (Cary Cherniss et al, 2000)

Stage 2 Train and Develop Stage 3 Transfer and Support Stage 4 Evaluate

Sources
Goleman, D. Emotional Intelligence. Why It Can Matter More than IQ. New York: Bantam, 1995. Goleman, D. Working with Emotional Intelligence. New York: Bantam, 1998. Goleman, D. , Boyatzis R. and McKee A. Primal Leadership. Boston: HBS Press, 2002 . Goleman, D. Leadership That Gets Results. Harvard Business Review, March-April 2000. Cherniss, C. and Mitcel, A. Promoting Emotional Intelligence in Organizations. New York: American Society for Training and Development, 2000. www.eiconsortium.org, www.ei.haygroup.com and www.6seconds.org

Thank You and Best Wishes!

Bruna Martinuzzi Clarion Enterprises Ltd. #91312 1427 Bellevue Landing West Vancouver, BC V7V 3N9 Phone: (604) 987-6279 Email: bmartinuzzi@increaseyoureq.com Web: www.increaseyoureq.com www.bluepointleadership.com