eq at workplace

EQ at the WorkplaceWhat is Intelligence? Multiple Intelligence IQ vs EQ

and

How can you develop your EQ skills to perform better at your workplace position?

EQ at the Workplace

Emotional Intelligence refers to a set of emotional and social skills and competencies that influence the way we perceive and express ourselves; develop and maintain social relationships; cope with challenges; and use the information in emotions in effective and meaningful ways.

This program explores how you can leverage EQ competencies to enhance performance and productivity in your organization.

Content

Self Awareness and Self- Management Competencies

Strategic Leadership - Applying EQ to Address your Workplace Challenges Moving Forward - Setting Clear Action Plans for Ongoing EQ Engagement

Emotional Intelligence (EQ) at the Workplace - Understanding EQ in Yourself and the Workplace

1. Define the critical role of your emotional intelligence in today's increasingly complex and changing working relationships

Objectives

2. Assess why emotional competencies are “essential capabilities” for anyone who manages departments or leads teams

3. Learn how to engage EQ skill and competency practices throughout your department to achieve dramatic improvements in employee attitude and performance levels

EQ at the WorkplaceWhat is Intelligence? Multiple Intelligence? IQ vs EQ

Is There Multiple Intelligence?Is There Multiple Intelligence?

IQ vs EQIQ vs EQ

Definition of IntelligenceDefinition of Intelligence

The ability to learn or understand or to deal with new or trying situations: the skilled use of reason

The cognitive abilities of an individual to learn from experience, to reason well, and to cope effectively with the demands of daily living.

"Intelligence, is the aggregate or global capacity of the individual to act purposefully, to think rationally, and to deal effectively with his environment”

- David Wechsler

Although experts differ on an exact definition of Although experts differ on an exact definition of intelligence, most agree that intelligent behavior intelligence, most agree that intelligent behavior has at least two components:has at least two components:

IntelligenceIntelligence

1.The ability to learn from experience.

2.The ability to adapt to the surrounding environment.

What do we know about IQ?What do we know about IQ?

Predicts school grades relatively wellDoes not predict success in lifePredicts 6% of job successPeaks in late teensCulture-bound, Gender Bias, SESRacial controversiesGets you in the door

– Professional schools (medicine, dentistry, law)

– Can help you get hired (Harvard MBA)

Static

Factors of General Intelligence Tests Factors of General Intelligence Tests

1. Verbal Comprehension - vocabulary, verbal analogies 2. Number - mathematical operations 3. Space - visual-spatial and mental transformation4. Associative Memory - rote memory 5. Perceptual Speed - quickness in noticing similarities and differences 6. Reasoning - skill in inductive, deductive, and math problems , and math problems

Is There Multiple Is There Multiple Intelligence?Intelligence?

Gardner first theory on Multiple Intelligence (1983)

Since 1999, Gardner has identified eight intelligences: 1.logic-mathematical, 2.linguistic, 3.musical, 4.spatial, 5.bodily/kinesthetic, 6.interpersonal, 7.intrapersonal, and 8.naturalistic.

“humans have several different ways of processing information and these ways are relatively independent of one another”.

Intelligence Core Components End-StatesLogical-mathematical

Linguistic

Musical

Spatial

Sensitivity to, and capacity to discern, logicalor numerical patterns; ability to handle longchains of reasoning.

Sensitivity to the sounds, rhythms, andmeanings of words; sensitivity to thedifferent functions of language.

Abilities to produce and appreciate rhythm,pitch, and timbre; appreciation of the formsof musical expressiveness.

Capacities to perceive the visual-spatialworld accurately and to performtransformations on ones initial perceptions.

ScientistMathematician

PoetJournalist

ViolinistComposer

SculptorNavigator

Gardner’s Seven Intelligences

Intelligence Core Components End-StatesBodily-Kinesthetic

Interpersonal

Intrapersonal

Abilities to control ones bodymovements and to handle objectsskillfully.

Capacities to discern and respondappropriately to the moods,temperaments, motivations, and desiresof other people.

Access to ones own feelings and theability to discriminate among them anddraw upon them to guide behavior;knowledge of one’s own strengths,weaknesses, desires, and intelligences.

DancerAthlete

TherapistSalesman

Person withdetailedaccurate self-knowledge

Gardner’s Seven Intelligences

Multiple IntelligenceMultiple IntelligenceNaturalistic is the most recent addition to Gardner’s theory and has been met with more resistance than his original seven intelligences.

According to Gardner, individuals who are high in this type of intelligence are more in tune with nature and are often interested in nurturing, exploring the environment and learning about other species.

These individuals are said to be highly aware of even subtle changes to their environments.

What is Emotional Intelligence ? (EQ) Wikipedia Emotional intelligenceor (EQ) is the ability to identify, assess, and control the emotions of oneself, of others, and of groups.

Generally, it’s being able to correctly perceive and respond appropriately to the underlying emotions of the people you come in contact to.

http://en.wikipedia.org/wiki/Emotional_intelligence

Where did the concept of Emotional Where did the concept of Emotional Intelligence come from?Intelligence come from?

In 1983, after Gardner theory, from extensive brain research on Multiple Intelligence,

Reuven Bar-On (1988),

Peter Salovey & John Mayer (1990) and

Goleman (1995-2003)

all proposed, defined and popularized their individual theory and concept of emotional intelligence (EI)

Emotional intelligence is “an array of non-cognitive capabilities, competencies, and skills that influence one’s ability to succeed in coping with environmental demands and pressures”

Reuven Bar-On (1988) has placed EI in the context of personality theory, specifically a model of well-being

Emotional intelligence is “an array of non-cognitive capabilities, competencies, and skills that influence one’s ability to succeed in coping with environmental demands and pressures”

Peter Salovey and John Mayer first proposed their theory of emotional intelligence (EI) in 1990 and defined it

John D. Mayer

“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 our relationships.”

Goleman (1995-2003) has popularized the concept of emotional intelligence and formulated EI in terms of a theory of job and work performance

Emotionally Intelligent Behavior

“I look upon intelligence as an effect rather than a cause, that is, as a resultant of interacting abilities – non intellective included.

Intelligence Does Not = Behavior

The problem confronting psychologists today is how these abilities interact to give the resultant effect we call intelligence.“- Wechsler

EQ at the Workplace



1.Take initiative2. Act as a team player3. Be flexible4. Communicate

effectively


1. Take Initiative: Demonstrate responsibility and enthusiasm for your job by striving to go the extra mile.

Do tasks without being asked by someone else. Look around, This starts by finishing work without constant reminders from your supervisor.

And if you are already in a leadership role, this means setting the example what needs to be done, and do it. Be the owner

http://www.inc.com/drew-greenblatt/8-leadership-attributes-to-go-extra-mile.html

Be the owner .This rarely goes unnoticed.

If a co-worker has a large project and you have some time on your hands, volunteer to help.


Further, you could seek more challenging work and strive to develop your technical skills and do it.


Practice leading in small group discussions by asking your teammates questions and bringing quieter members into the conversation.

2. Act as a team player: This means not only being cooperative, but also displaying strong leadership skills when necessary.


Be open and agreeable to other people’s suggestions, respect difference of opinions, accept your mistakes, and show empathy to others.

3. Be flexible: Employees who can adapt to any situation are dependable no matter what is thrown at them.

Understand constraints and reasons why someone is unable to stick to a plan and then work to create a new plan if necessary. You do not want to be called a “stuck up” as a manager. Adopt agile methods. Be prepared for any breakdowns.


Get to a discussion, write down the key points and send them all over Email, so that people can sign off to what was being said, and everyone is on the same page.

4. Communicate effectively: Communicate clearly through written, oral, and nonverbal communication. Be concise instead of going in loops. Articulate well, be a good

listener, and use appropriate body language at all times.

People with High EQ Know:

• Who they are

• What they need to do to take care of themselves

• Who others are within their own context

How they need to manage their impact on others.

EQ is not…• Letting your feelings run rampant• Being nice regardless of what

happens to you• Specific to gender or genetically fixed• IQ, knowledge or education based• About anger management

EQ is being able to come into a relationship with your full self. Do you swallow your truth? Be able to speak your truth.

Emotional Intelligence is not just about managing emotions:

Understanding EQ in Yourself and the Workplace

It involves engaging a distinct combination of emotional, personal and interpersonal skills and competencies that are essential to your leadership and management success.

And the way we can choose effective leadership behaviors to benefit individuals we work with and the organization as a whole.

Self Awareness and Self-Management CompetenciesHow well we understand ourselves is the basis of successful self management.

The Impact of Self -Awareness

Research supports that Self-Awareness

is a necessary underpinning

of both Self-Management and

Social Awareness

With Self-Awareness, a person has 50/50 chance of demonstrating Self-Management

49%49%

4%4%

51%51%

Yes No

Yes

No

N = 427, p < .001 (Burckle and Boyatzis, 1999)

Self-Management

Self-Awareness

Without Self-Awareness, a person has virtually no chance of demonstrating Self-Management.

Self Awareness & Self Management

96%96%

83%83%

38%38%

Self Awareness & Social Awareness

With Self-Awareness, a person has a 38% chance of having Social Awareness

83%83%

38%38%

17%17%

62%62%

Yes No

Yes

No

Social Awareness

Self-Awareness

N = 427, p < .001 (Burckle and Boyatzis, 1999)

• why some people with moderate IQ do well in life while others with high IQ fail

• distinct from IQ (cognitive intelligence)

• components resemble personality factors, but can change and can be altered

Dr. Reuven Bar-On in 1980 began to explore factors that were related to success in life:

Self Awareness and Self-Management Competencies

BarOn/EQ-iBarOn/EQ-i Factors Factors

Intra-Personal

– Emotional Self-Awareness

– Assertiveness

– Self-Regard

– Self-Actualization

– IndependenceStress Management

– Stress Tolerance

– Impulse Control

Inter-Personal

– Interpersonal Relationship

– Empathy

– Social Responsibility

Adaptability

– Problem Solving

– Flexibility

– Reality TestingGeneral Mood

-- Optimism -- Happiness

Why was the BarOn EQ-i Developed?Why was the BarOn EQ-i Developed?

To help answer a basic question:

Why do some people Why do some people with high IQ fail in with high IQ fail in

life, while others with life, while others with moderate IQ moderate IQ

succeed?succeed?

How Does the EQ-i Work?How Does the EQ-i Work?

• 133 brief items answered on a 5-point scale from “Not True of Me” to “True of Me”

• 30 minutes to complete• Standard scores based on “100” as the average, Standard

Deviation of 15• Includes the following scales:

– Total EQ– 5 EQ Composite Scales– 15 EQ Content Scales– 4 Validity Scales

Sample Test Items:

I have good relations with others

I’m fun to be with

I like helping people

Rating Scale:

1 = Very Seldom or Not True of me

5 = Very Often True of Me or True of Me

WorkshopWorkshop

Bar On /EQ-iBar On /EQ-i

EQ-I ScoringEQ-I ScoringStandard Score Guideline

130+ Markedly High Atypically well developed emotional capacity

120-129 Very HighExtremely well developed emotional capacity

110-119 HighWell developed emotional capacity

90-109 AverageAdequate emotional capacity

80-89 Low Under-developed emotional capacity

70-79 Very LowExtremely under-developed emotional capacity

Under 70 Markedly LowAtypically impaired emotional capacity

There’s No Crying in BaseballHow do you think the coach would score on his

EQ Assessment?

http://www.youtube.com/watch?v=gKCHvOvlHL0

•Critical thinking skills•Influencing even when you do not have authority•Supporting the effectiveness and success of your change initiatives•Responding to the intense emotions that accompany transition and change

Strategic Leadership – Applying EQ to Address Your Workplace Challenges

An organization that collectively exhibits effective EQ builds capacity for sustainable organizational change and performance.

http://www.youtube.com/watch?v=gKCHvOvlHL0

Critical thinking skillsThe word “critical” often misleads us to think that critical thinking is only based on soul-less data, information and evidences.

According to Rudd, Baker and Hoover (2000), critical thinking is a “reasoned, purposive and introspective approach to solving problems or addressing questions”.

Applying EQ to Address Your Workplace Challenges

Introspection when solving problems as a team includes acknowledging the thoughts of others, one of the key elements of emotional intelligence.

Influencing even when you do not have authority


With authority, you can simply “order” to do what you want. That may not be the most effective leadership strategy; you’ll get what you ask for.

But, how to influence someone over whom we have no control, power or authority?.First, respect other people’s opinions or thoughts. Don't tell people they are wrong.Be more inclusive, less divisive.Be conversational, not argumentative. Listen more, talk less.

Influencing even when you do not have authorityApplying EQ to Address Your Workplace Challenges

True influence can be seen in great leaders. They represent a segment of the population who depends that he or she will stand up for their rights, their beliefs and their needs.

I like how Rick Warren used a biblical example to explain influence:"The purpose of influence is to 'speak up for those who have no influence.' It's not about you." (proverbs 31:18)

Supporting the effectiveness and success of your change initiatives

Change management focuses on people, and is about ensuring change is thoroughly, smoothly and lastingly implemented


When initiating a change, the first step is to dig down further to define your specific objectives.

Supporting the effectiveness and success of your change initiatives

Typically, these will cover : Sponsorship, - senior level directly or indirectly Buy-in, -from those involved and affected Involvement, -people from design and implementation Impact, how the changes will affect people.


Communication, -Telling everyone who's affected about the changes Readiness, - to adapt, ensuring they have the right information, training and help


In addition, keeping an open mind and being curious about the possibilities that change promises, being flexible, staying motivated, and having a sense of humor will buoy your resiliency and help you persevere.

Keep things in perspective and practice the 5 P‘s -Patience, -Persistence, -Practical, -Positive , and have a

-Purpose.

Responding to the intense emotions that accompany transition and change.

https://www.psychologytoday.com/basics/humor

Responding to the intense emotions that accompany transition and change.


Going through transitions that accompany change can be thriving and also difficult. Mastering the art of change over the course of a lifetime provides a great advantage to alter your responses to change in order to create a more satisfying experience.

These are basic 5P’s of things to consider that can help you negotiate and navigate your course to the intense emotion that accompany transition & change.

Your EQ learning and development does not end here and now. We must set clear intentions and action plans in maintaining and moving forward.

Moving Forward – Setting Clear Action Plans for Ongoing EQ Engagement

•Integrating your new ways of thinking and acting to enhance your leadership effectiveness back at the office•Building on your strengths and identifying strategic areas for development•Clarifying your vision of success and developing a customized development action plan

Setting Clear Action Plans for Ongoing EQ Engagement

• Empathy

• Self Control• Self Confidence ------------------------------------

• Developing Others• Holding People Accountable• Team Leadership -------------------------------------

• Results Orientation• Initiative• Problem Solving -------------------------------------

• Influencing Others• Fostering Teamwork

Manager Model

EQ in Action

What positive and/or negative examples do you see of emotional intelligence?http://youtu.be/CiXTwfipyqk

He passed $2.5 million forged checks across 26 countries over five years, beginning 16 years old. He became one of the most famous impostors ever, assumed no less than eight separate identities as an airline pilot, a doctor, a US Bureau of Prisons agent, and a lawyer.

Catch Me if You Can – scene demonstrates prime example of a person with a very high EQ and social awareness and excellent ability to manage his emotions. Movie is a true story based on the life of Frank Abignale (played by Leonardo Di Caprio) who became notorious in the 1960s

He escaped from police custody twice (once from a taxiing airliner and once from a US Federal Penitentiary before he was 21 years old.He served fewer than five years in prison before starting to work for the FBI with He is a consultant and lecturer at the academy and field offices for the FBI – with Agent Carl Hanratty (Tom Hanks character)

EmotionsEmotions EmotionsEmotions ThoughtsThoughts ThoughtsThoughts BehaviorBehavior BehaviorBehavior Performance

Developing EQ Involves

• Revising responses to feelings• Changing thinking patterns• Altering behavior and trying new things• Coaching can be instrumental in the process

Self-Awareness

SocialAwareness

Self-Management

Relationship Management

• Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

• Empathy• Organizational Awareness

• Service Orientation

• Emotional Self-Control• Transparency• Optimism• Adaptability• Achievement Orientation

• Initiative

• Developing Others• InspirationalLeadership

• Influence• Change Catalyst• Conflict Management• Teamwork & Collaboration

The Twenty EQ Competencies

The Stake PrimeWhen you’re up to something big that requires enrolling a large group, there will be a mix of all three types of people. You must address each of their unique ways of listening.

When the STAKE is stated powerfully, of it’s impact on the Heart, the Head and the Wallet, CHANGE and TRANSFORMATION become possible. A weakly stated STAKE keeps groups entrenched in the status quo.

Three basic ways that people listen:Analytical people listen with their Heads.Emotional people listen with their Hearts.Financially motivated people listen with their Wallets.

The Stake Prime

We start by closely examining our powerful STAKE conversation, dissecting the patterns it reveals, and from those revelations we make the case for change.

Before any CHANGE or TRANSFORMATION can occur, people must be convinced; therefore, the STAKE must operate on an organizational, community, and personal level.

The STAKE illustration shows three basic ways that people listen:Analytical people listen with their Heads.Emotional people listen with their Hearts.Financially motivated people listen with their Wallets.

Powerful STAKE conversations must have negative aspects (what to avoid or PUSH away from) and positive aspects (what people desire and want to PULL toward them).

The Path Between Feeling and Reason

The secret is to manage the way we explain situations to ourselves. You have to SHIFT YOUR PERSPECTIVEThe mind needs conditioning as much as our muscles.

Changing our thinking patterns.

Some Applications of the Some Applications of the EQ-iEQ-i®®

• Recruiting high performers

• Retaining high performers

• Teambuilding

• Managing diversity

• Leadership development

• Coaching

• Performance management

• Risk management

• Self development

• Change management

• Merger integration & re-shaping culture

• Restructuring & realignment

• Stress management

• Career planning

Effects of Intelligence Effects of Intelligence (EI) (EI) on Career Successon Career Success

High IQ & EI

CAREERADVANCEMENT

High IQ low EI

CAREER

DERAILMENT

http://dgl.microsoft.com/mgnsrv.dll?1,en,PE03558_



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