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Emotional Quotient:

A Critical Tool in Managing Success

Association of Fundraising Professionals


Fundraising Day 07

Bill Johnston
June 6, 2007

©JOHNSTON CONSULTING
Integrating People + Strategy
Emotional Intelligence
• Agenda
– Introductions
– Your expectations
– Definitions of EI
– EI Issues in the Organization
– Level 5 Leadership
– The Bar-On EQi Model
– EQ & Gender/Age/CEOs/Functions
– The Goleman Model
– Golemen – Six Leadership Styles
– A Few Famous People
– Changing Emotions
– EQ Resources

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Introductions
• You
– What do you do? – What do you want to learn?
• Me – Bill Johnston
• Senior consulting practice in HR Strategy – Organization
Development – Employee Engagement
• Senior Advisor and Faculty Member; Canadian
Management Centre
• Former Partner KPMG – VP Speedy Muffler King – Ford
Certified in various assessment tools – EQi – MEPS – OCi
• 10 Year Board Member and Past Chair; Hospice
Association of Ontario
• Former Board Member
– CHPCA
– OAC
– ADD

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Integrating People + Strategy
Emotional Intelligence

Name one important thing that we do


in life that doesn’t involve emotion

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EI

“Grant me the serenity to accept the


things that I cannot change, courage to
change the things that I can and the
wisdom to know the difference”
Reinhold Neibuhr

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Definitions of EI

"Anyone can become angry—that is easy.


But to be angry with the right person, to
the right degree, at the right time, for the
right purpose, and in the right way—this is
not easy."
- Aristotle, The Nicomachean Ethics

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Definitions of EI

EI is 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.
Dr. Daniel Goleman
Harvard University

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Definitions of EI

EI is an array of non-cognitive
capabilities, competencies, and skills
that influence one’s ability to succeed
in coping with environmental demands
and pressures.
Dr. Reuven Bar-On, Ph.D.
Author, EQ-i

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EI Issues in the Organization
• Low level of trust
• Conflict avoidance
• Ineffective people development
• Inability to give or receive feedback
• Lack of role clarity and direction
• Low morale
• Loaners and moaners

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Organizational Benefits of EI
• Better team dynamics
• EI training develops more aware and
Skilled leaders
• Increased motivation
• Increased innovation
• Employees are more productive
• More collaboration and teamwork
throughout the organization
• Greater employee engagement

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Integrating People + Strategy
Leadership and EI
"A leader's intelligence has to have a strong
emotional component. He has to have high
self-awareness, maturity and self-control.
She must be able to withstand the heat,
handle setbacks and when those lucky
moments arise, enjoy success with equal
parts of joy and humility. Emotional
intelligence is more rare than book smarts,
but it is actually more important in the
making of a leader."
Jack Welch, Chair of GE
Speaking to The Wall Street Journal

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Leadership and EI
"Research shows convincingly that EQ is
more important than IQ in almost every
role and many times more important in
leadership roles. This finding is
accentuated as we move from the control
philosophy of the industrial age to an
empowering release philosophy of the
knowledge worker age.”
Dr. Stephen Covey,
Author of The 7 Habits of Highly Effective People

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Leadership & EI

• Jim Collins: Good to Great (1):

– Who was more successful as a CEO, Jack


Welch or Darwin Smith?
– And the winner is……
– So who is Darwin Smith?
– Good is the enemy of great

1. Jim Collins, Good to Great; Harper Collins: 2001


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Level 5 Leadership (1)

• Level 5 Leaders: Not what you think


– Level 1: Highly Capable Individual
– Level 2: Contributing Team Member
– Level 3: Competent Manager
– Level 4: Effective Leader
– Level 5: Executive – Builds enduring
greatness through a paradoxical blend of
personal humility and professional will.

1. Jim Collins, Good to Great; Harper Collins: 2001

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Level 5 Leadership (1)

• Level 5 Leaders
– Not flash in the pan types (Chain Saw Al)
– Many people have the potential to be Level 5
– Ambitious for the organization – not for
themselves
– Set up their successors for even greater success
– Display modesty, are self-effacing and understated
– Are driven by a need to produce results
– Are diligent – Plow horse not show horse
– Credit success to others but take responsibility for
failure
– Level 5 leaders score well on EQi

1. Jim Collins, Good to Great; Harper Collins: 2001

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Leadership & EI
Johnson & Johnson Study (1)
• Goleman – What Makes a Leader? (2)
• 1400 Employees randomly selected world wide
• 55% male 45% female
• 183 multi-rater survey based on J&J SOL
• Significant correlation between High Performing Leaders
(HiPR) and emotional competence
• Also indicated a strong correlation between High Potential
Leaders (HiPO) and emotional competence
(1) Cavallo, K: Emotional Competence and Leadership Excellence at Johnson &
Johnson
(2) Goleman, D.; What Makes a Leader? Harvard Business Review. November -
December 1998

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BarOn EQ-i
• The EQ-i is the first scientifically
developed and validated measure of
Emotional Intelligence
• The EQ-i measures one’s ability to
deal with daily environmental
demands and helps to predict one’s
success in life, including professional
and personal pursuits
• Unlike IQ, EQ can be learned

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EQi Measures 5 Scales
and 15 factors
• Intrapersonal
– Emotional Self-Awareness
– Assertiveness
– Self-Actualization
– Self-Regard
– Independence
• Interpersonal
– Empathy
– Social Responsibility
– Interpersonal Relationships

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and 15 factors
• Adaptability
– Problem Solving
– Reality Testing
– Flexibility
• Stress Management
– Stress Tolerance
– Impulse Control
• General Mood
– Happiness
– Optimism

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Integrating People + Strategy
EI & Gender (You Win
Source: Talent Smart, 2004

80
Ladies!)
75

Relationship Management
Women
70
Men

Social Awareness
Self-Management
Self-Awareness

65
Overall EQ

60

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EI & Age
Source: Talent Smart, 2005

8
5

8
0

7
5

7
0

6
5

6
0
1
8-1
9 2
0-2
9 3
0-3
9 4
0-4
9 5
0-5
9 6
0+

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EI & Level
Source: Talent Smart, 2005

7
8

7
6

7
4
Individual Contributor

7
2

7
0

Senior Exec.
Supervisor

Manager

6
8 Director

CEO
VP
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EI & Function
Source: Talent Smart, 2005

7
8

7
6

7
4

7
2

7
0

6
8

6
6

Customer Service
6
4

Unemployed
Engineering
6
2
Finance

6
0
Sales
IT

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Success by Function
Source: The EQ edge; Appendix 2 (See Resources)

Top 5 EQ factors of successful professionals

Overall Success Marketing Sales


1. Self-Actualization 1. Optimism 1. Self Actualization
2. Happiness 2. Reality Testing 2. Assertiveness
3. Optimism 3. Independence 3. Happiness
4. Self-Regard 4. Impulse Control 4. Optimism
5. Assertiveness 5. Social Responsibility 5. Self-Regard

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The Goleman Model
Goleman, D.; Leadership That Gets Results HBR March-April 2000

Self Awareness Social Awareness


Emotional self-awareness Empathy
Accurate self-assessment Organizational awareness
Self-confidence Service orientation
Self-Management Social Skill
Self-control Visionary leadership
Trustworthiness Influence
Conscientiousness Developing others
Adaptability Communication
Achievement orientation Change catalyst
Initiative Conflict management
Building bonds
Teamwork & collaboration

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Goleman: Six Leadership
Styles:
Coercive
Goleman, D.; Leadership That GetsAuthoritative Affiliative
Results HBR March-April 2000

Leader’s Modus Demands immediate Mobilizes people Creates harmony and


Operandi compliance toward a vision builds emotional
bonds

The Style in a Do what I tell you Come with me People come first
phrase
Underlying Drive to achieve, Self-confidence, Empathy, building
emotional initiative, self-control empathy, change relationships,
intelligence catalyst communication
competencies
When the style In a crisis, to kick start When changes require To heal rifts in a team
works best a turnaround, or with a new vision, or when or to motivate people
problem employees a clear direction is during stressful
needed circumstances

Overall impact on Negative Most strongly positive Positive


climate

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Goleman Six Leadership Styles:
Goleman, D.; Leadership That Gets Results HBR March-April 2000
Democratic Pacesetting Coaching

Leader’s Modus Forges consensus Sets high standards Develops people for
Operandi through participation for performance the future

The Style in a What do you think Do as I do, now. Try this


phrase

Underlying Collaboration, team Conscientiousness, Developing others,


emotional leadership, drive to achieve, empathy, self-
intelligence communication initiative awareness
competencies

When the style To build buy-in or To get quick results To help an employee
works best consensus, or to get form a highly improve performance
input from valuable motivated and or develop long-term
employee competent team strengths

Overall impact on Positive Negative Positive


climate

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Goleman: Six Leadership Styles:
Goleman, D.; Leadership That Gets Results HBR March-April 2000

Coercive Authoritative Affiliative

Flexibility -.28 .32 .27

Responsibility -.37 .21 .16


Standards .02 .38 .31

Rewards -.18 .54 .48

Clarity -.11 .44 .37

Commitment -.13 .35 .34


Overall Impact on -.26 (6) .54 (1) .46 (2)
Climate

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Goleman: Six Leadership
Styles:
Goleman, D.;Democratic
Leadership That Gets Pacesetting
Results HBR March-April Coaching
2000

Flexibility .28 -.07 .17

Responsibility .23 .04 .08


Standards .22 -.27 .39

Rewards .42 -.29 .43


Clarity .35 -.28 .38

Commitment .26 -.20 .27


Overall Impact .43 (3) -.25 (5) .42 (4)
on Climate

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A Few Famous People

1 (Low)---------10 (High)

Self-Awareness
Self-Management
Social Awareness
Social Skill
Leadership Style

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A Few Famous People

1 (Low)---------10 (High)

Self-Awareness
Self-Management
Social Awareness
Social Skill
Leadership Style

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A Few Famous People

1 (Low)---------10 (High)

Self-Awareness
Self-Management
Social Awareness
Social Skill
Leadership Style

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Integrating People + Strategy
A Few Famous People

1 (Low)---------10 (High)

Self-Awareness
Self-Management
Social Awareness
Social Skill
Leadership Style

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A Really Famous Person

1 (Low)---------10 (High)

Self-Awareness
Self-Management
Social Awareness
Social Skill
YOU
Leadership Style

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EQ – Changing Emotions
• EQ can be learned – both overtly and
through experience
– Take time to reflect on daily events
– Nurture your relationships – This works two
ways – People like to be around people who
understand them and through them you will
understand yourself
– Prepare you own personal strategic plan
– Do a SWOT analyses
– Get a Board of Personal Directors (Friends &
Family)

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EQ – Changing Emotions
EQ Can Be Learned – 7 Step Process
Source: The EQ Difference (See Resources)

Emotional
Observe
Hijack
Repeat Interpret
Emotions

Core
Celebrate Values Pause

Experience
Reflect Redirect

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EQ Resources
Book, H.E. & Stein, S.J. (2000). The EQ edge:
Emotional Intelligence and Your Success. Toronto: Stoddart Publishing.
Bradbury, T. & Greaves, J. (2005) The Emotional Intelligence Quick Book
New York: Fireside (Simon & Shuster)
Lynn, A. (2005). The EQ Difference, New York: Amacom
www.eiconsortium.org
www.ei.org
www.eqparenting.com
www.queendom.com/tests/iq/emotional_iq_r2_access.html
www.emotionalintelligencemhs.com/
www.equniversity.com/
www.testcafe.com
www.talentsmart.com
www.hrdpress.com

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My Thanks

Bill Johnston
416.921.8866
billj@johnstonconsulting.com
www.johnstonconsulting.com

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