Developing your EQ (Emotional Intelligence) Dominic Siow Trainer Speaker Coach, EQ Strategist People Empowerment Solutions

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1 Concurrent Session 1C Developing your EQ (Emotional Intelligence) Dominic Siow Trainer Speaker Coach, EQ Strategist People Empowerment Solutions

2 Developing your EQ (Emotional Intelligence) Dominic Siow,,, Principal EQ Strategist Blog:

3 What attributes distinguish star internal auditors from the rest?

4 What is Emotional Intelligence? 1930 s research shows Cognitive Intelligence (IQ) inadequate as a predictor of human performance term first used by Salovey and Mayer A form of social intelligence that involves 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 action" Daniel Goleman s publication of Emotional Intelligence

5 EI Research Hay/McBer study 40 different companies Emotional competencies is twice as important as IQ in star performers Other, 27% EQ, 73% Amoco Project Managers Threshold competencies analytic and technical expertise Distinguishing competencies Self-confidence, flexibility, achievement drive, service orientation, teamwork and cooperation, wielding influence, developing others 1994: D, Goleman different positions,121 companies worldwide, millions of employees 73% of competencies defined as key to superior performance = Emotional The higher the leadership position, the more important emotional competencies are in predicting excellence

6

7 Emotional Competencies Social Awareness Empathy Service Orientation Organisational Awareness Self-Awareness Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Relationship Mgt Leadership Change catalyst Influence Communication Conflict management Building bonds Teamwork & collaboration Developing others Self-Management Self-Control Trustworthiness Conscientiousness Adaptability Achievement Drive Initiative

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9 Leadership High EQ T F A R How can I help improve our processes, systems and governance in order to improve our risk management and hence business outcomes? Enthusiastic Creative Fulfilled Probe and Identify improvements to systems, processes and culture Improved Risk Management Enhanced image of audit function Audit viewed as positive contributor, possibly strategic differentiator to business

10 Output-Oriented Low EQ T F A R Are we compliant? Suspicious Skeptical Meticulous Identify and report compliance versus non-compliance rather than developing a deep understanding for possibly good reasons for noncompliance Audit function viewed as a reactive, overhead function, something managers ought to be able to do Organisation feels like they re told what they already know

11 Service Orientation, Teamwork & Collaboration High EQ T F A R How can I be a sounding board and provide an unbiased perspective of what may represent some of the blind spots in your business that could help you be even more effective in what you do? Collaborative Consultative Active listening to deepen understanding and awareness Proactive suggestions of enhancements Audits become a professional learning experience for auditees Regards auditor as trusted advisor Enhanced profile of audit function

12 I m here to do my job Low EQ T F A R I m here to review processes and ensure the business is toe-ing the line. It s not personal. Poor rapport Me versus them Black and white judgements of whether or not compliance has been met Auditees exhibit defensive behaviour Lack of transparency and openness in discussions Report may highlight issues and symptoms but may lack details on root cause prevention

13 Empathy High EQ T F A R People generally come to work everyday wanting to do what s right for the business. If something s not working, it s typically the process, system or culture Empathy Confident Trusting Good use of probing questions to identify root cause of issues Auditee feels safe and is open about feedback and inforamtion about what happens Root cause prevention opportunities are identified leading to improved morale, results and effeciency

14 Control Low EQ T F A R People need to be overseen and controlled if compliance is to be adhered to. Suspicious Skeptical Use of closed questions Puts auditees in the defensive Adversarial relationship Low trust environment Closed, cover up the tracks culture

15 Self-confidence, Trustworthiness High EQ T F A R I am good at this. Working with my auditee, we can discover process improvements that will transform our results for the positive Positive Confident Satisfied Positive, solutions oriented Both parties feel they have achieved something meaningful and productive Reinforces selfconfidence

16 Low in Self-confidence, Lacks Self- Assessment Low EQ T F A R I am not good at this. We are viewed as the business prevention unit, just introducing expensive layers of bureaucracy Low selfmotivation Lacking confidence and assertiveness, auditees lose confidence as well Audit becomes a tickin the box process, something we had to do Profile of audit function suffers

17 PORTFOLIO Portfolio Program Project Program Project Project Project Program Project Project Project Project

18 The Science of Influence 10 % Get Agreement 20 % Inform 40 % 30 % Understand Needs & Concerns Build Rapport

19 Contact Details EQ Strategist People Empowerment Solutions PO Box 258 Roseville NSW2069 Australia Tel : Fax: Web: LinkedIn: Blog:

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