Attitude and Emotional Intelligence

Ghamry 2011

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. Bacon and eggs: committed. The chicken is involved, the pig is

Committed


Confident


Practice, practice, practice

Attitudes
 

Courageous Competitive
  

Strong desire to win Restless self-renewal selfKaizen Open, non-defensive non-

Coachable


SelfSelf-motivated

Attitudes
   

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!) bottomtop

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 SelfSelf 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. *



SELFSELF-AWARENESS


 

Emotional self-awareness: Reading one s own emotions and self-awareness: recognizing their impact; using gut sense to guide decisions Accurate self-assessment: Knowing one s strengths and limits self-assessment: SelfSelf-confidence: A sound sense of one s self-worth and selfcapabilities

*P Primal Leadership, Daniel Goleman, Harvard Business School Press, 2002

The Emotional Competence Framework



Personal Competence: *


SELFSELF-MANAGEMENT


Emotional self-control: Keeping disruptive emotions and self-control: impulses under control Transparency: Displaying honest and integrity; Transparency: trustworthiness Adaptability: Flexibility in adapting to changing situations or Adaptability: overcoming obstacles Achievement: Achievement: The drive to improve performance to meet inner standards of excellence

*Primal Leadership, Harvard Business School Press, 2002

SELFSELF-MANAGEMENT
 

Initiative: Readiness to act and seize opportunities nitiative: Optimism: Seeing the upside in events Optimism:

The Emotional Competence Framework



Social Competence: These capabilities determine how we manage relationships: *



SOCIAL AWARENESS
  

Empathy: Sensing others emotions, understanding their Empathy: perspective, and taking an active interest in their concerns Organizational awareness: Reading the currents, decision awareness: networks, and politics at the organizational level Service: Recognizing and meeting client or customer needs Service:

* Primal Leadership, Harvard Business School Press, 2002

The Emotional Competence Framework



Social Competence:*


RELATIONSHIP MANAGEMENT


 

Inspirational leadership: Guiding and motivating with a leadership: compelling vision (for media salespeople this would translate into creating value with an inspiring vision for your medium and your media outlet) Influence: Influence: Wielding a range of tactics of persuasion Developing others: Bolstering others ability through others: feedback and guidance

* Primal Leadership, Harvard Business School Press, 2002

RELATIONSHIP MANAGEMENT


 

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

* Primal Leadership, Harvard Business School Press, 2002