EMOTIONAL INTELLIGENCE

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1 EMOTIONAL INTELLIGENCE The simplest expression of what emotional intelligence is comes from Daniel Goleman s 1996 book Emotional Intelligence why it can matter more than IQ: Recognising our own feelings and those of others, motivating ourselves, managing emotions well in ourselves and in our relationships. Emotional intelligence (EI) is the ability to recognise our own emotions and their causes, to manage them well in ourselves, to recognise and understand emotion in others so that we can make better choices about how to work effectively with them. The more self aware we are of all the elements that make up our iceberg the more consciously we can manage our emotions and behaviours. From this comes an understanding that others icebergs will be different to ours (social ) and thus we will be in a better position to manage the relationships we have with others. 1

2 Emotional intensity Emotional intensity WHEN EMOTION TAKES OVER Reaction I m frustrated We ve talked about this every month this year and we are making no progress. This is a complete waste of my time. I m leaving for the station! I have to catch my train Where is the coffee? I must get my wife her birthday present! Who proof-read this report? Regret There s no agenda I m late Who are all these people? LOW Stress triggers Time PAYING ATTENTION TO YOUR FEELINGS LOW I ll ask the chair if I can leave early I m frustrated I have to get to the train station I ll ask for a coffee break Where is the coffee? I must get my wife her birthday present! Who proof-read this report? I m getting irritated Who are all these people? No regret There s no agenda I m late Time Stress triggers 2

3 2015 Hay Group. All rights reserved The EI model we are working with on this programme is based on the 1973 landmark article Testing for competence rather than intelligence by Professor David McClelland. This work was continually refined over time by David McClelland and others, culminating in Daniel Goleman s book in THE EMOTIONAL AND SOCIAL COMPETENCY FRAMEWORK THE EMOTIONAL AND SOCIAL COMPETENCY FRAMEWORK Emotional self Empathy Organisational Emotional self control Adaptability Achievement orientation Positive Outlook Influence Inspirational leadership Coach and mentor Conflict Teamwork Positive impact on results and performance THE HEART OF EMOTIONAL INTELLIGENCE EMOTIONAL Recognising how your emotions affect your performance Knowing your own inner resources, abilities, and limits Honesty in your positive and negative biases, and your own strengths and weaknesses Open to feedback Sense of humour about yourself 3

4 2015 Hay Group. All rights reserved (CONTINUED) THE EFFECT OF ON MANAGEMENT WITH A PERSON HAS A CHANCE OF DEMONSTRATING MANAGEMENT Yes No Yes 49% 51% No 4% 96% N = 427, p <.001 (Burckle and Boyatzis, 1999) WITHOUT A PERSON HAS VIRTUALLY NO CHANCE OF DEMONSTRATING MANAGEMENT (CONTINUED) THE EFFECT OF ON SOCIAL WITH A PERSON HAS A 38% CHANCE OF DEMONSTRATING SOCIAL Yes No Yes 38% 62% No 17% 83% N = 427, p <.001 (Burckle and Boyatzis, 1999) WITHOUT A PERSON HAS AN 83% CHANCE OF LACKING SOCIAL 4

5 2015 Hay Group. All rights reserved MANAGEMENT THE ACCELERATOR AND THE BRAKES MANAGING OURSELVES Emotional self control keeping disruptive emotions and impulses in check Adaptability flexibility in handling change MOTIVATING OURSELVES Achievement orientation striving to meet or exceed a standard of excellence Positive outlook persistence in pursuing goals despite obstacles and setbacks SOCIAL TUNING IN EMPATHY Sensing others feelings and perspectives Taking an active interest in their concerns ORGANISATIONAL Reading a group s emotional currents and power relationships 5

6 RELATIONSHIP MANAGEMENT MAKING A DIFFERENCE INFLUENCE Having positive impact on others INSPIRATIONAL LEADERSHIP Inspiring and guiding individuals and groups COACH AND MENTOR Taking an active interest in others development needs and bolstering their abilities CONFLICT MANAGEMENT Negotiating and resolving conflict TEAMWORK Working with others toward a shared goal 6