the emotionally intelligent interim manager.ppt2

MD Interims Ltd April 2009

The Emotionally Intelligent Interim Manager:

Martin Dorchester

MD Interims Ltd April 2009

Biography Professional

Currently MD of £700 million business Senior Management 20 Years Interim Manager 1999 20 Assignments completed: 1 month to 14 months Private and Public sector UK, France, USA, Australia, Germany Public Relations Director IIM(2 years) CPC, Prince 2, MSP

MD Interims Ltd April 2009

Biography Academic Masters Thesis: E Commerce – Launch of an online business Doctoral Thesis: Trait management and the theory of leadership Retained lecturer

Greenwich University: Supply Chain, E Logistics UEL: E Commerce, Marketing and E Marketing Kingston University: Negotiation Skills and Techniques

Papers and Books UK Interim Management Gendered Management Globalisation and the Interim Manager The Theory of Knowledge Emotional Intelligence and the Interim Manager

MD Interims Ltd April 2009

Rationale for research Challenge the status quo in terms of

consultancy and recruitment. Raise the profile of the Interim Management

Industry Improve the quality of Interim Managers Understand what good looks like Immature market and need to build empirical

evidence

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Definition of a successful Interim Manager A highly experienced senior executive hired

on a short-term basis of typically 3-9 months. Has completed a minimum of 3 assignments.

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Methodology Grounded theory

“Data collection starts without the formation of an initial theoretical framework. Theory is developed from data generated by a series of observations. These data lead to the generation of predictions that are then tested in further observations why may confirm, or otherwise, the predictions.

40 Subjects to date Coding system: open, axial, selective

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Sample Composition Sex

25 men 15 women

Education 13 undergraduate degree 12 masters degree

Location USA, Canada, Venezuela, UK

MD Interims Ltd April 2009

What is Emotional Intelligence?“Emotional intelligence, or EI is the ability to understand your own

emotions and those of people around you. The concept of emotional intelligence, developed by Daniel Goleman, means you have a self-awareness that enables you to recognise feelings and helps you manage your emotions.”

“So, for us, emotional intelligence is not a synonym for personality; it is about how we manage our personality.”

“Forget IQ. Brains may come in useful, as may social class and luck, but as a predictor of who will succeed in any area of life, EQ is the thing to worry about”

“It is with the heart that one sees rightly: what is essential is invisible to the eye”

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The 5 Strands of EI Self-Awareness Self-Regulation Motivation Empathy Social Skills

Daniel Goleman

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Self Awareness Knowing what you are feeling:

Passion Indifference Gut feeling Conscious Unconscious Self-confidence

“KNOW THYSELF”

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Self-Regulation Controlling your emotions Passion, Rage, Anxiety, Worrying,

Melancholy, Repression Trustworthiness Conscientious Adaptability Innovation

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Motivation Persisting in the face of discouragement Aptitude, Impulse control, Anxiety control,

Positive thinking, Zone, Learning Commitment Optimism Initiative

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Empathy Ability to read emotions in others Sensitivity, Attunement, Altruism, Sociopath Service Orientation – Meeting customers

needs? Leveraging diversity Political awareness

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Social Skills Influencing and handling other peoples emotions Communication-Expression Conflict management Leadership Change catalyst Building bonds-Showing emotion Collaboration Team capabilities

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ResultsApril 2009

MD Interims Ltd April 2009

ResultsEI Groups

0

5

10

15

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25

30

35

40

45

Self Awareness Self- regulation Motivation Empathy Social Skills

MD Interims Ltd April 2009

Results Self-motivation:

Feelings/gut instinct 20.8%

Self-regulation: Responsibility/religion/spiritualism/positivity 41.7%

Motivation: Values, goal driven, end results 8.3%

Empathy: Visual. Voice change, in their shoes 8.3%

Social skills: Interaction, rapport, mimic 20.8%

MD Interims Ltd April 2009

IQ Tests Results Average IQ score 104 Highest 121 Lowest 99

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IQ Score Range Classification

140 and over Genius or near genius 120-140 Very superior intelligence 110-120 Superior intelligence 90-110 Normal or average intelligence 80-90 Dullness 70-80 Borderline deficiency

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Comparator Interpersonal and communication

skills Gravitas Technical skills 5-10 years board level experience

£20 million to £2 billion* Programme and project management

skills* High achiever Hands-on Adaptable Not concerned with personal status Fit and healthy Self-managing Flexibility

Physical vitality and stamina Intelligence and action-oriented

judgement Eagerness to accept responsibility Task competence Understanding of followers and their

needs Skill in dealing with people Need for achievement Capacity to motivate people Courage and resolution Trustworthiness Decisiveness Self-confidence Assertiveness Adaptability/flexibility

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Key Learnings Successful interims can be identified by:

Not concerned with personal status Trustworthiness Courage and resolution Decisiveness

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Possible Inferences! IQ tests not conclusive but results indicate that it is not the key factor Be truthful in dealing with an interim Exhibiting the expected traits is not necessarily a true indicator for

recruitment of successful interim Interims become different types of “leaders” Interims/Providers require training in non-technical areas: Importance of CPD Importance of further research

Variance to trait management Variance to leadership theory Variance to IQ theory Variance to Core Competency theory

It is about people, relationships and methods of engagement

MD Interims Ltd April 2009

Using Emotional Intelligence in Selection of Interim

Managers

Martin Dorchester

MD Interims Ltd April 2009

Importance for Organizations

Organizations are no longer stable, predictable structures Need the ability to adapt to change and manage

relationships.

MD Interims Ltd April 2009

Importance for Interim Management Industry

Those with low levels of EI prone to counterproductive behaviour

Successful interims are found to possess high levels of emotional intelligence Anticipate, cope with, and manage change 70% of the climate is driven by the interim

MD Interims Ltd April 2009

Selecting for Emotional Intelligence - why use it? Quickest way to increase EI competencies in

the organization Selection must include a method for identifying

competencies in candidates EI can be taught, but the process is lengthy

One of the key differentiators between typical and outstanding performers IQ will only take you so far

MD Interims Ltd April 2009

Selecting for Emotional Intelligence - why use it? IQ alone is not a good predictor of

job performance. Can look good on paper and possess all

the cognitive abilities but not be able to handle change.

Ignores people aspect

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Measurement of Emotional Intelligence Several tests exist:

EQi Bar-On Emotional Quotient Inventory Trait based measure Little difference from traditional personality factors Does not improve on predictions made by measures of

cognitive ability and personality. Significant differences based on age No significant differences based on racial, ethnic

groups or sex

MD Interims Ltd April 2009

Measurement of Emotional Intelligence

MSCEIT Mayer Salovey Caruso Emotional Intelligence Test Ability based measure Only one of the scales (Emotional Perception) found

to be correlated with individual task performance None of the other scales predicted individual

performance or group performance No significant differences shown between races or

sexes

MD Interims Ltd April 2009

Criticisms of Using Emotional Intelligence No agreed upon definition:

Difficult to know what is meant by the construct and how to identify it as a job requirement.

Measurement issues: Lack of sound research, relatively new Quantifying intangibles (subjectivity)

Reliability Face validity Predictive validity

Little published evidence to support using EI

MD Interims Ltd April 2009

Concluding Thoughts and Suggestions Insufficient data to justify basing selection

decisions on EI measures

Better suited for specific positions over others Interims

Blend with proven methods

MD Interims Ltd April 2009

Concluding Thoughts and Suggestions Additional research needs to be done before it

can be fully incorporated into selection decisions Focus on the ability based concept

MD Interims Ltd April 2009

Thank you

Any questions or comments?