Emotional Intelligence: How to Develop Skills for Success

Transcription

1 : How to Develop Skills for Success Presented by Diana Durek, M.S. Agenda What is? The Business Case for EI Developing EI Skills Poll Are you currently incorporating Emotional Intelligence development into your work?

2 Poll Are you using a formal process to assess? Emotions Decisions The Decisive Move Far from interfering with rationality, the absence of emotion and feeling can break down rationality and make wise decision-making almost impossible. Most effective decisions are assisted by emotion. Antonio Damasio, Neuroscientist

3 Is Not New 1943: David Wechsler (IQ Test Developer) Non-intellective abilities (affective personality and social factors) essential for predicting one s ability to succeed. 1983: Howard Gardner (Multiple Intelligences) Personal intelligence is as important as the intelligence measured in IQ tests. : A Definition The ability to monitor one s own and others feelings and emotions, to discriminate among them and to use this information to guide one s thinking and actions. The Skill Set Intrapersonal Skills Interpersonal Skills Adaptability Resilience

4 Leadership and at the Center for Creative Leadership Source: Amex Example Center Overall **Leadership Effectiveness (as measured by annual Employee Survey) **Leadership Effectiveness measured according to how employees answered these questions: My leader is accessible to me when needed My leader gives me sufficient coaching and guidance My leader gives me feedback that helps me improve my performance I am appropriately involved in decisions that affect my work My leader is concerned about my personal and professional development Accounts Receivable and Emotional Intelligence EI assessment was used to understand success factors for debt collectors. Top performers collect 100% of quota; low performers collect 47%. New recruits (hired and trained for EI skills) achieved 163% of quota. Bachman, et al (2000): International Journal of Selection and Assessment

5 US Air Force Saves $3 Million assessment was used to understand which skills predict success for recruiters. Top performers achieved 100% of quota while low performers achieved 70%. Immediate gain was a savings of $3 million annually. Retention increased 92%. Handley & Bar-On (1988): Submission to Congress, US GAO. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can t ignore it. Jack Welch, former CEO of General Electric Self-Awareness A program on emotional intelligence has to start with building an awareness of your own emotions not only recognizing what you are feeling, but why you are feeling it. You need to be able to do this in the moment, not afterwards.

6 Recognize Your Physical Cues Increased heart rate Butterflies Flushed skin Tense muscles Sweating Voice rising, getting louder Emotional Hijacking An emotional hijacking may hinder you from choosing an effective response, action, or decision. To prevent this from happening, you must take some time to recognize the cues that your emotions are taking over. Analyze Your Thinking Consciously stop to evaluate thinking. Ask three questions: What am I feeling? What do I want to feel? What do I need to feel that way?

7 Preventing Emotional Hijacking Activity: Quick visualization, combined with deep breathing, will go a long way toward giving you time to catch up with your emotions and consciously decide how to respond in a particular situation. Increasing Your Empathy In addition to recognizing and managing your own emotions, another goal of emotional intelligence is to develop more positive relationships with others at work. Connecting with another person on an emotional level allows you to develop a meaningful, trusting relationship. Demonstrating Empathy Don t: offer advice, judge, tell them how to feel Do: be understanding without necessarily agreeing Do: use words and gestures to show you care

8 Cultivating Different Perspectives Listen to people who disagree with you. Eliminate either/or thinking. Question yourself. Play devil s advocate. Look from different altitudes. Use intuition and logic. Increasing Self-Confidence Remind yourself of past successes. Identify your strengths. Take a risk.

9 Increasing Self-Confidence Change your self-talk. Think positive and in the present tense. Change I can t to I can. Change problem to challenge or opportunity. Change have to to want to. Develop a Positive Disposition Permanence: Setbacks are temporary and positive events are permanent. Pervasiveness: Setbacks are compartmentalized. Personalization: Positive events due to personal ability; negative events due to external circumstances. How to Develop an Optimistic Outlook Use healthy self-talk. Keep a gratitude journal. Minimize negative influences. Act as if. Exercise your sense of humor.

10 Thank You Diana Durek, M.S. Leadership and Executive Development Consultant