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Show you care, and build trust by displaying sensitivity and concern.
Use your energy and enthusiasm to motivate others.
Introductory remarks
Success in the workplace is determined less by IQ and more by Emotional Intelligence (EI).
EI is necessary for people to work together in harmony towards the organisations goals
EI is largely learnt.
We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.
Ability to handle frustrations manage own emotions manage own social skills
chaotic haphazard superfluous incompatible with reason disorganized largely primitive resulting from the lack of effective adjustment
Arouse, sustain, direct activity Part of the total economy of living organisms Not in opposition to intelligence Themselves a higher order of intelligence
Anger
Disgust Fear
For example:
Fight or flight response but can basic emotions overwhelm rational thinking?
Neurobiology of Rationality
There are less obvious advantages to emotional experience. Emotion is emerging as an essential contributor to rational decision making.
Damasios work shows how neurobiology can help us understand the role of emotion in thinking. We constantly learn more about this important area.
The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.
Being nice Letting feelings hang out
Why EI is important
Good leadership works through emotions Emotions are important because of the open loop nature of the limbic system. Open loop system depends on external forces to regulate itself. People rely on connections with others for their emotional stability
Awareness of Situation
Negative emotions must be controlled Anger, anxiety and depression can divert attention from the task at hand. An upset person finds it difficult to empathise with others. On the other hand, positive emotions increase optimism, helpfulness and creativity. Emotionally intelligent leaders create resonance Advertisers target our emotions !!!!!!!!!!!!!!!!!!!.
Effective leadership involves a combination of feeling and thought In many situations, especially during stress and emergency, the emotional centres command the rest of the brain The ability to sooth the surge of emotions particularly intense surges is an important skill.
The brains design means that a person has little control over when he or she is swept by an emotional wave. However, through effort, behaviour change or even medication, individuals can exert control over how long and intensely an emotion will endure.
Fundamental Questions
1. What emotional resources do leaders need to thrive amidst chaos and turbulent change?
2. How do leaders create an emotional organizational climate that fosters creative innovations, change, performance, or lasting relationships?
Remember!
Emotional intelligence is not about being nice all the time.
DISCUSSION
Do You Agree?
Improved communication
Less workplace conflict
What is Leadership?
SELF-ALIGNMENT
Self-Understanding Resiliency
Customer Orientation
Relationship Skills
Business Acumen
Project Leadership Managing Change
INTEGRATION
DISCUSSION Note How Many of the Leadership Competencies Rely On High Emotional Intelligence!
Good Leadership
The understanding of the nature of leadership has greatly developed during the last few decades. A position of leadership gives one an unusual degree of influence over others.
Good Leadership
Ones influence may be either positive or negative.
Studies in capitalist enterprises show that the actions of the leader account for up to 70 percent of employees perceptions of the climate of their organization.
The first step is to envision your ideal. Who do you want to be? What do you want to achieve in life? What do you want to achieve in your work? What do you want to give to the world?
Our Limitations
To change the world requires great struggle to overcome tremendous obstacles. Yet the greatest obstacles we will face are within:
our own limitations and bondages; our mental complexes and weaknesses.
Good Boss
Visionary Humorous Kind Appreciative Good communicator Clear, precise (communication) Hard worker Empathetic
Self-absorbed
Empowered Enthusiastic Valued Energized Hopeful, Confident Safe, Relaxed Mutual admiration Respected Motivated to excel
Little, small, demeaned Hopeless Stupid Drained Very Stressed Angry Fearful Depressed
Acting With Integrity Difficult choices occur Align choices with core values Negative impact from being out of alignment
If we knew nothing about a store except that employee attitudes had improved 5%, we could predict that its revenue would rise .5% above what it otherwise would have been.
Differentiating between emotion and the need to take action Preventing depression through learned optimism Managing anger through learned behavior or distraction techniques Listening for the lessons of feelings
Discussion
How can we strengthen competencies that are currently less-developed? How does this information shape the way we guide and interact with others? How does our understanding of behavior and motivations impact our EI? How can we use this information to be better leaders?
THE END
EXTRA SLIDES
what we Emotional are feeling at the awareness moment Accurate self Having a realistic assessment assessment of our Self confidence capabilities Being self confident
Self regulation
Controlling our emotions so that they do not interfere with the task at hand
Self
Motivation
Moving
towards our
Achievement
goals drive Taking initiative Commitment Striving to improve Initiative Persevering in the face Optimism of setbacks and frustrations
Empathy
Sensing
what Understanding people are feeling others Understanding Developing others their perspective Service Cultivating rapport Leveraging Supporting diversity diversity Political awareness
Social skills
Handling
emotions in social relationships well Persuading and leading Negotiating Settling disputes for cooperation and teamwork
Communication Conflict
management Leadership Change agent Building bonds Collaboration and cooperation Team capabilities
Self Awareness
Emotions can be and often are unconscious as well as conscious. They begin before we are rationally aware of an oncoming feeling. Unconscious emotions can have a powerful effect on our thoughts and reactions, even though we are not aware of them. When we become conscious of these feelings, then we can evaluate and better control them. Therefore, self-awareness is the foundation for managing emotions, such as being able to shake off a bad mood.
Self Awareness
A self-aware person who knows that tight deadlines bring out the worst in him will plan his time carefully and get his work done well in advance. Someone who is highly self-aware will be able to be firm turning down a job offer that is tempting financially but does not fit with his principles or long-term goals.
How can one recognize self-awareness? It shows itself as candor and an ability to assess oneself realistically. People with high self-awareness are able to speak accurately and openly about their emotions and the impact they have on their work One of the hallmarks of self-awareness is a self-deprecating sense of humor.
Self- aware people know - and are comfortable talking about - their limitations and strengths, and they often demonstrate a thirst for constructive criticism. Self-aware people know well their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. They know when to ask for help. And the risks they take on the job are calculated. They won't ask for a challenge that they know they can't handle alone. They'll play to their strengths.
Emotional awareness
Understanding our emotions Understanding the links between our feelings and our thoughts and actions Realising how feelings affect performance
Self assessment
Awareness of our strengths and weaknesses Ability to reflect and learn from experience Openness to feedback Sense of humour Sense of perspective
Self confidence
Self assured presence Voicing unpopular views Decisiveness even under pressure and uncertainty
Self Regulation
Self-mastery and the ability to withstand emotional storms is a valuable competency. Managing emotions is a full-time job.
Many of the things we do every day, from work to recreation, are attempts to manage mood.
The signs of emotional self-regulation include reflection and thoughtfulness; comfort with ambiguity, change, an ability to say no to impulsive urges.
Self control
Controlling impulse Getting on top of distressing emotions Staying composed even under pressure Thinking clearly and staying focused under pressure
Trustworthiness
Acting ethically Reliable and authentic Ability to admit mistakes Ability to confront unethical actions Taking tough principled stands even if they are unpopular
Conscientiousness
Meeting commitments Keeping promises Self accountable Organised and careful in the workplace
Adaptability
Ability to handle multiple demands and shifting priorities and rapid change Adapting responses and tactics to fluid circumstances Flexibility in seeing and interpreting events Positive and cheerful disposition
Innovation
Seeking out new ideas from various sources Entertaining original solutions to problems Generating new ideas Taking fresh perspectives and risks in their thinking
Motivation
Positive motivation is crucial to achievement. Emotions determine motivation levels, ie how people get on in life because they can enhance or limit the capacity to use innate abilities. Such people seek out creative challenges, love to learn, and take great pride in a job well done. They also display an unflagging energy to do things better. They often seem restless with the status quo. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work
Achievement drive
Result orientation Setting challenging goals and taking calculated risks Always looking for ways to improve performance
Commitment
Focused on larger organisational goal Sense of purpose Aligned with core values of the organisation
Initiative
Readiness to seize opportunities Pursuing goals beyond what is ready or expected Cutting through red tape and bending the rules when necessary to get the job done Mobilising others through unusual, enterprising efforts
Optimism
Persistence in seeking goals despite obstacles and setbacks Operating out of hope rather than fear of failure Seeing setbacks with the right perspective
Empathy
Rapport, the root of caring, arises from the capacity for empathy. Those who can read the feelings of other people are better adjusted, more popular, more outgoing and more sensitive.
These are the people who are more likely to carry different members of the team along.
Empathy doesn't mean adopting other people's emotions as one's own and trying to please everybody. Empathy means thoughtfully considering employees' feelings along with other factors - in the process of making intelligent decisions Empathy is particularly important today as a component of leadership for various reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.
Understanding others
Paying attention to emotional cues and listening well Showing sensitivity and understanding others perspectives Helping others based on their needs and feelings
Developing others
Acknowledging and rewarding peoples strengths and accomplishments Offering useful feedback and identifying peoples needs for further growth Mentoring and coaching
Service orientation
Understanding customer needs Looking for ways to improve customer satisfaction and loyalty Gladly offering appropriate assistance Taking the customers perspective
Leveraging diversity
Respecting and relating well to people from varied backgrounds Understanding diverse world views and being sensitive to group differences Viewing diversity as an opportunity Challenging bias and intolerance
Political awareness
Accurately reading power relationships Accurately reading organizational and external realities Understanding the forces that shape the views and actions of clients, customers and competitors
Social skills
The ability to express feelings is a key social competence. Emotions are contagious. People send emotional signals during every encounter and unconsciously imitate the emotions that others emanate. The better we are at sensing the emotions of others and controlling the signals we send, the more we can control the effect we have on others
Social skill is not just a matter of friendliness. Social skill is friendliness with a purpose: moving people in the desired direction, whether that's agreement on a new marketing strategy or enthusiasm about a new product. Socially skilled people tend to have a wide circle of acquaintances. That doesn't mean they socialize continually; it means they work according to the assumption that nothing important gets done alone.
Such people have a network in place when the time for action comes. Social skill is the culmination of the other dimensions of emotional intelligence. People have strong social skills when they can understand and control their own emotions and can empathize with the feelings of others. Even motivation contributes to social skill.
Influence
This involves skills in winning people. Sometimes it involves over-dramatising some points Ability to fine tune the pitch to appeal to the listener is important. It often involves using influence to build consensus and support
Communication
Ability to register emotional cues Good at listening Information sharing Receptiveness to bad news
Conflict management
Ability to deal with tense situations with diplomacy and tact Spotting potential conflicts and bringing them out into the open Encouraging debate and open discussion Ability to orchestrate win win solutions
Leadership
Arousing enthusiasm for a shared vision/mission Stepping forward to lead as needed regardless of position Guiding the performance of others while holding them accountable Leading by example
Change management
Recognising the need for change and removing barriers Challenging the status quo and acknowledging the need for change Championing the change and enlisting others in its pursuit Modelling the change expected of others
Building bonds
Cultivating and maintaining extensive informal networks Seeking out mutually beneficial relationships Building rapport Maintaining good personal relationships with colleagues
Team capabilities
Modelling team qualities like respect, helpfulness and cooperation Drawing all members into active and enthusiastic participation Building team identity, team spirit and commitment Presenting the group and its reputation Sharing credit
THE END
THANK YOU FOR YOUR ATTENTION
THANK YOU
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