Emotional Intelligence: a different way of being smart

Transcription

1 Emotional Intelligence: a different way of being smart WACUBO Business Management Institute 2016 Elaine Fukuhara Schilling, MPA, Lecturer San Francisco State University Learning Objectives After completing this course, you will be able to: Define the core components of Emotional Intelligence (E.I.) Associate the core components with your patterns of behavior Apply hands-on tools to create at least three actions you will take to enhance your E.I. Experienced any emotions at work lately? 1

2 Emotional Intelligence (E.I.) Is: Your ability to recognize and understand your emotions, and your skill at using this awareness to manage yourself and your relationships with others. Bradberry, T. & Greaves, J. (2009). Emotional Intelligence 2.0. Emotions Eckman, P. Ph.D. Cross cultural research into emotions has identified six basic, universal emotions that are experienced and expressed in the same way by people all over the world. They are: 1. Happiness 2. Sadness 3. Surprise 4. Fear 5. Anger 6. Disgust About Emotional Intelligence Why E.I. matters: E.I. is 4X more powerful than I.Q. in predicting success in one s field 50% of work satisfaction determined by relationships with boss Relates to day-to-day situations Emotions guide decisions, actions Emotions are contagious Management copes with complexity, ambiguity Goleman, D. (1998). Working with Emotional Intelligence. 2

3 Myths about Emotional Intelligence Emotions run amok Touchy-feely Soft, too nice Not managerial E.I. Model by Daniel Goleman Element Definition Characteristics Self-awareness Self-regulation Motivation Empathy Relationship management The ability to recognize and understand your moods, emotions, and drives as well as their effect on others The ability to control or redirect disruptive impulses and moods The propensity to suspend judgment to think before acting A passion to work for reasons beyond money and status A propensity to pursue goals with energy and persistence The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions Proficiency in managing relationships and building networks An ability to find common ground, rapport Self-confidence Realistic self-assessment Self-deprecating sense of humor Trustworthiness and integrity Comfort with ambiguity Openness to change Strong drive to succeed Optimism, even in face of failure Organizational commitment Expertise in building and retaining talent Cross-cultural sensitivity Service to clients, customers Effectiveness in leading change Persuasiveness Expertise in building, leading teams E.I. Scenario 1 One of your organization s primary values is creating and maintaining a respectful workplace. You are the manager of a small unit. When walking into the employee lunch room, you overhear someone in another unit telling a story that is dismissive of another person s faith beliefs. What would you do? a) Ignore it. The best way to deal with these things is not to react. Besides, you hate conflict. a) Talk to the person later in private. Explain that the behavior is inappropriate and is not tolerated. It is grounds for disciplinary action if repeated. b) Speak up on the spot, saying it s not appropriate and to stop now. a) Suggest that the person making the comments go through diversity training. Jennings, K. (2014) 3

4 E.I. Scenario 2 You re in a department-wide meeting. You re the supervisor of a small unit within that department. A senior colleague in another unit takes credit for one of your unit s recent accomplishments; he has done this before to others and no one says anything. What would you do? a) Immediately and publicly confront him over the ownership of your unit s work. b) After the meeting, take him aside and ask him to please give appropriate credit when speaking about your unit s work. c) Nothing. It s not a good idea to embarrass a colleague in front of others. d) After he finishes speaking, publicly thank him for referencing your unit s work. Then give the group more highlights about what your unit has accomplished. Jennings, K. (2014) What Triggers Non-E.I. Behavior? Emotional hijacking Primitive emotions take over thought process Unable to view a situation objectively, realistically Bradberry, T. & Greaves, J. (2009). Emotional Intelligence 2.0. What Triggers Emotional Hijacking? People get hijacked by feelings, perceptions of: My triggers: Disrespect Unfair treatment Lack of appreciation Not being listened to Being left out Being kept uninformed Powerlessness Unfair criticism Unclear direction 4

5 Ladder of Inference High level inference Medium level inference Low level inference Pool of available data We come to a conclusion We create a story about it Add meaning Make assumptions Things happen We select data Take action Senge, P. (1990). The Fifth Discipline. The Emotionally Intelligent Way Process Pool of available data Interpretation What could be going on? Reflective What concerns you? What triggered you? Objective What did you notice? What are the facts? Decisional Staying Off the Ladder of Inference 1. Reflect become more aware of your thinking and reasoning 2. Advocate make your thinking and reasoning more visible to other 3. Inquire ask about the thinking and reasoning of others 4. Share let others know about the ladder of inference so you have a common understanding and point of reference 5

6 Increasing E.I. Self-awareness Seek and use feedback Look for patterns in feedback Know triggers and helpful coping strategies Observe your effect on others Self-regulation Stay out of victim, reactionary mode Let your values shape your behavior Focus on what you can do Be intentional in your actions Motivation Know how your emotions affect your performance Focus on E.I. goals Focus on growth, learning vs. blame Increasing E.I. Empathy Watch and listen to others Test assumptions before acting Ask questions to understand, get information Develop others and you will develop yourself Relationship management Explain, describe - make thinking clear to others Ask for feedback Spend time getting to know people Be a positive, constructive presence Action Plan I plan to develop further in the following components of E.I. I commit to taking the following steps: