Attitude and Emotional

Intelligence
 Attitude

 An attitude is a point of view, either positive or

negative, about an idea, situation, or person.
 We develop favorable attitudes about those ideas,
situations, or people that are associated with positive
rewards and benefits
 We develop unfavorable attitudes toward those ideas,
situations, or people that are associated with
penalties or dislikes.
 Attitude
 An attitude has three components:
 How you think
 How you act
 How you feel
 You can change an attitude by changing any one of the
three – but changing how you feel is hardest.
 Acting and thinking positively helps you begin to change
the feelings part of your attitude.
 Attitude

 Think positively: “If you can dream it, you can

do it.”
 Actions and performance precede attitude.
 If we’re good at it, we like it.
 Sales performance is about 50% attitude, 50%
ability.
 Attitudes

 Honest
 Positive/optimistic
 “In the middle of difficulty is opportunity.”
 Committed
 Bacon and eggs: “The chicken is involved, the pig is
committed.”
 Confident
 Practice, practice, practice
 Courageous
 Competitive
 Strong desire to win
 “Restless self-renewal”
 Kaizen
 Coachable
 Open, non-defensive
 Self-motivated
 Assertive
 Flexible
 Cooperative
 Nurturing
 Attitude

 Can I change my attitude?

 YES!
 Positive framing
 Visualization and mental rehearsal
 Do the right thing
 Attitude

 High achievers:
 Set goals and objectives
 Enjoy solving problems
 Take calculated risks (courage)
 Like immediate feedback
 Take personal responsibility for achieving goals and
objectives (results)
 Objectives
 Criteria for MADCUD objectives:
 Measurable
 Attainable (accepted)
 Demanding
 Consistent with company goals
 Under the control of the individual
 Deadlined
 MADCUD objectives must be flexible
 Goals/Objectives

Peak Motivation

Motivation

Very Easy Goal/Objective Difficulty Very Hard

 Goals/Objectives
 The purpose of goals (long term) and objectives
(short term) is to make people feel like winners.
 Should be bottom-up, not top-down (ha!)
 Budgets and quotas are not motivational for some
people, so find links between other goals and
revenue targets.
 Motivation for some: Relationships
 “Help me on this.”

 Motivation for some: Valued team member

 “Don’t let the team down.”
 Emotional
Intelligence
Emotional Intelligence Is The Key
To Success
 “’Emotional Intelligence’ refers to 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.” *
 Self-awareness
 Self management
 Social awareness
 Relationship management

* Working With Emotional Intelligence, Daniel Goleman, Bantam Books, 1998

 The Emotional Competence
Framework
 Personal Competence: These competencies
determine how we manage ourselves. *
 SELF-AWARENESS
 Emotional self-awareness: Reading one’s own emotions and
recognizing their impact; using “gut sense” to guide
decisions
 Accurate self-assessment: Knowing one’s strengths and
limits
 Self-confidence: A sound sense of one’s self-worth and
capabilities

*P
Primal Leadership, Daniel Goleman, Harvard Business School Press, 2002
 The Emotional Competence
Framework
 Personal Competence: *
 SELF-MANAGEMENT
 Emotional self-control: Keeping disruptive emotions and
impulses under control
 Transparency: Displaying honest and integrity;
trustworthiness
 Adaptability: Flexibility in adapting to changing situations or
overcoming obstacles
 Achievement: The drive to improve performance to meet
inner standards of excellence

*Primal Leadership, Harvard Business School Press, 2002

 SELF-MANAGEMENT
 Initiative: Readiness to act and seize opportunities
 Optimism: Seeing the upside in events
 The Emotional Competence
Framework
 Social Competence: These capabilities determine
how we manage relationships: *
 SOCIAL AWARENESS
 Empathy: Sensing others’ emotions, understanding their
perspective, and taking an active interest in their concerns
 Organizational awareness: Reading the currents, decision
networks, and politics at the organizational level
 Service: Recognizing and meeting client or customer needs

* Primal Leadership, Harvard Business School Press, 2002

 The Emotional Competence
Framework
 Social Competence:*
 RELATIONSHIP MANAGEMENT
 Inspirational leadership: Guiding and motivating with a
compelling vision (for media salespeople this would translate
into creating value with an inspiring vision for your medium
and your media outlet)
 Influence: Wielding a range of tactics of persuasion
 Developing others: Bolstering others’ ability through
feedback and guidance

* Primal Leadership, Harvard Business School Press, 2002

RELATIONSHIP MANAGEMENT
 Change catalyst: Initiating, managing, and leading in a new
direction *
 Conflict management: Resolving disagreements
 Teamwork and collaboration: Cooperation and team building

* Primal Leadership, Harvard Business School Press, 2002