18685284-Emotional-Intelligence-Test.ppt

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Emotional IntelligenceEmotional IntelligenceFor BMSFor BMS



Intelligence GaugeIntelligence Gauge



Exercise of the brain is as important asExercise of the brain is as important as

exercise of the muscles. As we growexercise of the muscles. As we grow

older, it's important that we keepolder, it's important that we keep

mentally alert. The saying; "f youmentally alert. The saying; "f you

don't use it, you will lose it," applies todon't use it, you will lose it," applies to

the brain, so.....the brain, so.....

!ollowing is a way to gauge your loss or!ollowing is a way to gauge your loss or

nonloss of intelligence. Take the followingnonloss of intelligence. Take the following

test and determine if you are losing it or aretest and determine if you are losing it or arestill "with it."still "with it."

#$, relax, clear your mind and... %ets begin.#$, relax, clear your mind and... %ets begin.



1. What do you put in a1. What do you put in atoaster?toaster?

Answer&Answer&

"bread.""bread." f you said "toast," then you are wrongf you said "toast," then you are wrong

my friend.my friend.

f you said, "read," go to (uestion ).



2. Say “Sil! "i#e times. $o%2. Say “Sil! "i#e times. $o%spell “Sil.!spell “Sil.!

What do &o%s drin?What do &o%s drin?Answer&Answer&

f you said *milk+ you are wrongf you said *milk+ you are wrong

ows drink waterows drink water

f you said "water," proceed to -uestion

/ilk/ilk



'. I" a'. I" a red housered house is made "romis made "rom redred(rics(rics) and a) and a (lue house(lue house is made "romis made "rom

(lue (rics(lue (rics) and a) and a pin housepin house is madeis made"rom"rom pin (ricspin (rics and aand a (lac house(lac house isismade "rommade "rom (lac (rics(lac (rics) %hat is a) %hat is a

green housegreen house made "rom??made "rom??Answer&Answer&

0reenhouses are made from g. f you0reenhouses are made from g. f you

said, "0reen bricks,* you are notsaid, "0reen bricks,* you are not

concentrating.concentrating.

f you said "glass," then go on to (uestion 1.



1. Twenty years ago, a plane was flying at )2,222 feet o3er1. Twenty years ago, a plane was flying at )2,222 feet o3er

0ermany. f you recall, 0ermany at the time was politically di3ided0ermany. f you recall, 0ermany at the time was politically di3ided

into 4est 0ermany and East 0ermany. There is an engine failureinto 4est 0ermany and East 0ermany. There is an engine failure

and the plane crashes smack in the middle of "no man's land"and the plane crashes smack in the middle of "no man's land"

between East 0ermany and 4est 0ermany.between East 0ermany and 4est 0ermany.

4here would you bury the sur3i3ors54here would you bury the sur3i3ors5

.. . n East 0ermany or 4est 0ermany or in "no man's. n East 0ermany or 4est 0ermany or in "no man's

land"5land"5

Answer&Answer&

6ou don't, of course, bury sur3i3ors. 6ou don't, of course, bury sur3i3ors.

f you said, "6ou don't bury the sur3i3ors," proceed to -uestion. 7



*. I" the hour hand on a cloc*. I" the hour hand on a clocmo#es 1+,- o" a degree e#erymo#es 1+,- o" a degree e#eryminute ho% many degrees %illminute ho% many degrees %ill

the hour hand mo#e in one hour?the hour hand mo#e in one hour?

Answer&Answer&

#ne degree. f you said, "82 degrees" or#ne degree. f you said, "82 degrees" oranything other than "one degree," you areanything other than "one degree," you areto be congratulated on getting this far, butto be congratulated on getting this far, butyou are ob3iously out of your league.you are ob3iously out of your league.

Everyone else proceed to the final question.



8. 4ithout using a calculator 8. 4ithout using a calculator 6ou are dri3ing 6ou are dri3ing aa

bus from %ondon to /ilford 9a3en in 4ales n %ondon,bus from %ondon to /ilford 9a3en in 4ales n %ondon,

: people get on the bus. n <eading, six people get off: people get on the bus. n <eading, six people get offthe bus, and nine people get on. n =windon, twothe bus, and nine people get on. n =windon, two

people get off and four get on. n ardiff, :: people getpeople get off and four get on. n ardiff, :: people get

off and :8 people get on. n =wansea, three people getoff and :8 people get on. n =wansea, three people get

off and fi3e people get on. n armarthen, six peopleoff and fi3e people get on. n armarthen, six people

get off and three get on. 6ou then arri3e at /ilfordget off and three get on. 6ou then arri3e at /ilford9a3en.9a3en.

What was the name of the bus driver?What was the name of the bus driver?

Answer: Don't you remember? It was !"### ou Answer: Don't you remember? It was !"### ouwere the bus driver###were the bus driver###



E""ecti#e eadersE""ecti#e eaders““EmotionalEmotionalIntelligenceIntelligenceSets /partSets /partGood andGood and

E""ecti#eE""ecti#eeaders0eaders0



4hat is ntelligence54hat is ntelligence5

$ypically focused on$ypically focused on

% analytic reasonin&analytic reasonin&

% verbal sillsverbal sills % spatial abilityspatial ability

% attentionattention

% memorymemory

% (ud&ement (ud&ement

)ury concept with)ury concept with

definitions by manydefinitions by many

e*perts...e*perts...



#ne >efinition#ne >efinitionndi3iduals differ from onendi3iduals differ from oneanother in their ability toanother in their ability tounderstand complex ideas,understand complex ideas,to adapt effecti3ely to theto adapt effecti3ely to the

en3ironment, to learn fromen3ironment, to learn fromexperience, to engage inexperience, to engage in3arious forms of reasoning,3arious forms of reasoning,to o3ercome obstacles byto o3ercome obstacles bytaking thought?taking thought? onceptsonceptsof intelligence are attemptsof intelligence are attemptsto clarify and organi@e thisto clarify and organi@e thiscomplex set of phenomenacomplex set of phenomena..

+eisser et al, -/.+eisser et al, -/.



(( A wea predictor for A wea predictor for

% achievementachievement

% (ob performance success (ob performance success

% overall success, wealth, 0 happinessoverall success, wealth, 0 happiness

Accounts for a ma(or component of Accounts for a ma(or component of

employment success accordin& toemployment success accordin& to

numbers of studies coverin& careernumbers of studies coverin& career

success1 maybe as much as 234256.success1 maybe as much as 234256.



I contri(utes only 2- to li"esuccess 3 the rest comes "rom

emotional intelligence 4E5

* areas o" emotional intelligence1.sel"6a%areness2.managing emotions

'.sel"6moti#ation7.empathy*.handling relationships.



9ow do we 3iew emotions59ow do we 3iew emotions5

•chaoticchaotic

•hapha8ardhapha8ard•super"luoussuper"luous•incompati(le %ith reasonincompati(le %ith reason•disorgani8eddisorgani8ed

•largely #iscerallargely #isceral•resulting "rom the lac o" e""ecti#e ad9ustmentresulting "rom the lac o" e""ecti#e ad9ustment



9ow do we 3iew emotions9ow do we 3iew emotions??

•Arouse, sustain, direct activity•Part of the total economy of living organisms•Not in opposition to intelligence•Themselves a higher order of intelligence

Emotional processingEmotional processingmay (e an essential partmay (e an essential parto" rational decision maingo" rational decision maing



:he main purpose o" the innermost:he main purpose o" the innermostpart o" the (rain is sur#i#al.part o" the (rain is sur#i#al.

To 0et atTo 0et at

Emotion,Emotion,

0o >eep...0o >eep...

Amygdala isdeep within the most elemental parts

of the brain.



There is aThere is a

iological urpose for Emotioniological urpose for Emotion

7i&nalin& function 8that we mi&ht tae7i&nalin& function 8that we mi&ht taeaction9action9

romote unique, stereotypical patternsromote unique, stereotypical patterns

of physiolo&ical chan&eof physiolo&ical chan&erovide stron& impulse to tae actionrovide stron& impulse to tae action



All about emotions All about emotionsEvolution has &iven us emotions to help us cope withEvolution has &iven us emotions to help us cope with

dan&erous situations. Emotions evolved to drive us todan&erous situations. Emotions evolved to drive us totae action in the face of dan&er. We retain thetae action in the face of dan&er. We retain the

emotional system of our cave4man ancestors, whoemotional system of our cave4man ancestors, who

re&ularly faced life4and4death situations. In modernre&ularly faced life4and4death situations. In modern

society, those emotions often overwhelm thou&ht. In asociety, those emotions often overwhelm thou&ht. In areal sense, we have two minds,one that thins andreal sense, we have two minds,one that thins and

one that feels. $he rational mind lets us thin, ponderone that feels. $he rational mind lets us thin, ponder

and refl ect. ;ut the emotional mind is impulsive andand refl ect. ;ut the emotional mind is impulsive and

powerful. "sually, the two wor in harmony, butpowerful. "sually, the two wor in harmony, butintense feelin&s sometimes allow the emotional mindintense feelin&s sometimes allow the emotional mind

to dominate the rational mindto dominate the rational mind



asic Emotionspresumed to be hardasic Emotionspresumed to be hard

wired and physiologically distincti3ewired and physiologically distincti3e

<oy<oy

7urprise7urprise

7adness7adness

An&er An&er

Dis&ustDis&ust=ear =ear



E3olutionary Ad3antage toE3olutionary Ad3antage to

EmotionEmotion

Emotional intelli&ence, includin& factors lieEmotional intelli&ence, includin& factors lie

the ability to motivate oneself, persistence,the ability to motivate oneself, persistence,

impulse >ontrol, mood re&ulation, empathyimpulse >ontrol, mood re&ulation, empathy

and hope. I and emotional intelli&ence areand hope. I and emotional intelli&ence arenot !pposin& competencies. $hey wornot !pposin& competencies. $hey wor

separately. It is possible to be intellectuallyseparately. It is possible to be intellectually

brilliant but emotionally inept.brilliant but emotionally inept.$his causes many life problems.$his causes many life problems.



EI includes @ types of abilities:EI includes @ types of abilities:

-.-.ercei3ing emotions B the ability toercei3ing emotions B the ability todetect and decipher emotionsdetect and decipher emotions in faces,in faces,

pictures, voices, and cultural artefacts4pictures, voices, and cultural artefacts4

includin& the ability to identify ones ownincludin& the ability to identify ones ownemotions. ;ein& Baware of both our moodemotions. ;ein& Baware of both our mood

and our thou&hts about that mood.C self4and our thou&hts about that mood.C self4

awareness is the foundation for mana&in&awareness is the foundation for mana&in&

emotions and bein& able to shae off a bademotions and bein& able to shae off a bad

moodmood



2.2.Csing emotions B the ability toCsing emotions B the ability to

harness emotions to facilitateharness emotions to facilitatevarious co&nitive activities, such asvarious co&nitive activities, such as

thinin& and problem solvin&. $hethinin& and problem solvin&. $he

emotionally intelli&ent person canemotionally intelli&ent person cancapitalie fully upon his or hercapitalie fully upon his or her

chan&in& moods in order to best fitchan&in& moods in order to best fit

the tas at hand.the tas at hand.



."nderstandin& emotions F the ability."nderstandin& emotions F the ability

to comprehend emotion lan&ua&e andto comprehend emotion lan&ua&e and

to appreciate complicated relationshipsto appreciate complicated relationshipsamon& emotions. =or e*ample,amon& emotions. =or e*ample,

understandin& emotions encompassesunderstandin& emotions encompasses

the ability to be sensitive to sli&htthe ability to be sensitive to sli&ht

variations between emotions, and thevariations between emotions, and the

ability to reco&nie and describe howability to reco&nie and describe how

emotions evolve over timeemotions evolve over time



@.@./anaging emotions B the/anaging emotions B the

ability to regulate emotions inability to regulate emotions inbothboth ourselves and in others.ourselves and in others.

$herefore, the emotionally$herefore, the emotionally

intelli&ent person can harnessintelli&ent person can harnessemotions, even ne&ative ones,emotions, even ne&ative ones,

and mana&e them to achieveand mana&e them to achieve

intended &oals.intended &oals.



)odel)odel



Yale psychologist Peter Saloveycites fi ve maor areas of emotional intelligence!

1. Sel"6/%areness 3 no%ing one;s emotions.

2. Managing emotions 3 handling "eelings sothat they are appropriate.'. Moti#ation 3 marshalling emotions in ser#iceo" a goal.

7. <ecogni8ing emotions in others 3 empathy)%hich is the "undamental people sill.*. =andling relationships 3 sill in managingemotions in others



"ntra#personal,

Emotional Sel"6/%areness Emotional Sel"6<egulation

Emotional Sel"6Moti#ation "nter personal

Empathy $urturing <elationships



S:E> 1 SEF6/W/<E$ESS

:here is only one corner o" the uni#erse thatyou can (e certain o" impro#ing@ and that isyour o%n sel".

$ften, some of our inner drives are hidden fromour consciousness. %motional intelligence enables us to access thisinformation by helping us to tune into our

responses and identify our hot buttons & thosecore beliefs and values & which, if pressed, evo'e the flight or fight response,trigger an emotion and propel us into action,

for good or bad(



Self#awareness is the ability to see ourselves with ourown eyes, to be aware of our ) *oals, immediate and long#term

+eliefs, about ourselves and others alues, those things we hold dear -rivers, that affect how we wor' ules, that we live by, the shoulds, musts and oughts Self#tal', the inner voice that tells us we can or cannotdo something ) and the ways in which these impact on what we do andcontribute to our map of the world.



$on6#er(al (eha#iourEnergy le#els Impact on others

>hysical presence Sills>ersonal styleSel"6tal IAm not good at handling con"lict6Negative thinking evokes an 'emotional hijacking' and

undermines performance.Belie"s a(out sel" and othersEmotions o%n and others=ot (uttons Fears and anCietiesDudgements / good team mem(er is Indi#iduals are

di""icult %hen they Sel"6con"idence ri#er (eha#iour<ules /s a...I must I should I ought



=our main EI constructs:=our main EI constructs:-.-.=elfawareness B=elfawareness B

the ability to read one'sthe ability to read one's

emotions andemotions and

recogni@erecogni@e their impacttheir impact

while usin& &ut feelin&swhile usin& &ut feelin&sto &uide decisions.to &uide decisions.

2.2.=elfmanagement B=elfmanagement B

in3ol3es controllingin3ol3es controlling

one's emotions andone's emotions andimpulses and adaptin& toimpulses and adaptin& to

chan&in& circumstances.chan&in& circumstances.

..=ocial awareness B=ocial awareness B

the ability to sense,the ability to sense,

understand, and react tounderstand, and react to

others' emotions whileothers' emotions while

comprehendin& socialcomprehendin& social

networs.networs.

@.@.<elationship<elationship

management B themanagement B the

ability to inspire,ability to inspire,

influence, andinfluence, and developdevelop

others while mana&in&others while mana&in&

conflictconflict



•:he * &omponents:he * &omponents

•o" EIo" EI



:.:. Emotional =elfAwarenessEmotional =elfAwareness).). /anaging oneDs own emotions/anaging oneDs own emotions

.. Csing emotions to maximi@eCsing emotions to maximi@e

intellectual processingintellectual processing

and decisionmakingand decisionmaking

1. >e3eloping empathy1. >e3eloping empathy

7. The art of social relationships7. The art of social relationships

managing emotions in othersFmanaging emotions in othersF



/hy we Need %"..0/hy we Need %"..0

Emotional Intelli&ence is imperitive as it isEmotional Intelli&ence is imperitive as it isone of the important decidin& factor forone of the important decidin& factor forrelationship mana&ement resultin& in :relationship mana&ement resultin& in :

:.:. /oti3ation/oti3ation).). <etention<etention

.. =elf management=elf management

1.1. /anaging others/anaging others..



%motional "ntelligence%motional "ntelligence

Emotional Intelligence is Emotional Intelligence isthe ability of an individualthe abil ity of an individualto :to :

To deal successfully with otherTo deal successfully with otherpeople ,people ,

To manage one’s self,To manage one’s self,

To motivate other people,To motivate other people,

To understand one's ownTo understand one's ownfeelingsfeelings

To appropriately respond toTo appropriately respond to

the everyday environmentthe everyday environment




In Working with Emotional In Working with Emotional Intelligence, author Daniel Intell igence, author DanielGoleman defines EI in theGoleman de fines EI in theworkplace as the ability ofwork place as the ability of

employees to recognize:em ployees to recognize: Their own feelingsTheir own feelings

The feelings of othersThe feelings of others

What motivates them What motivates them

How to manage their emotions,How to manage their emotions, both in themselves and in both in themselves and in

relationships with othersrelationships with others




Emotional Intelligence doesn't meanEmotional Intelligence doesn't mean

being soft – it means being intelligent being soft – it means being intelligent

about emotions – a different way ofabout emotions – a different way of

being smart being smartEmotional intelligence is your ability toEmotional intelligence is your ability to

ac!uire and apply "nowledge from yourac!uire and apply "nowledge from your

emotions and the emotions of others inemotions and the emotions of others inorder to be more successful and lead aorder to be more successful and lead a

more fulfilling life and careermore fulfilling life and career



NeedNeed

When relationships When relationships

#ail, It is $sually#ail, It is $sually

%ue To &oor%ue To &oor

EmotionalEmotionalIntelligenceIntelligence



osses and leaders, in particular, need high E( because theyosses and leaders, in particular, need high E( because theyrepresent the organi)ation to the public, they interact withrepresent the organi)ation to the public, they interact with

the highest number of people within and outside thethe highest number of people within and outside the

organi)ation and they set the tone for employee morale, saysorgani)ation and they set the tone for employee morale, says

*oleman*oleman



PassionPassion

EmpathyEmpathyInnovationInnovation MaturityMaturity Achievemen

drive

Achievemen

drive

HonestyHonesty

Traits of Successful LeadersTraits of Successful Leaders

TraitsTraitsTraitsTraitsCourage CommitmentCommitment



A bad leader A bad leader

Does not listenDoes not listen

Fails to delegateFails to delegate

Does not show respectDoes not show respect

Shows no interest in followersShows no interest in followersGives negative feedback to a thirdGives negative feedback to a thirdparty party

Does not praise when praise is dueDoes not praise when praise is dueCriticizes in front of othersCriticizes in front of others

Takes personal credit for othersTakes personal credit for othersideasideas

Is alwa s takin controlIs alwa s takin control



The Five !s of "eadersThe Five !s of "eaders

Pay attention to what’s important

Praise what you want to continue

Punish what you want to stop

Pay for the results you want

Promote those people who deliverthose results



+eaders with empathy are able to understand theiremployees’ needs and provide them with constructive

feedbac", he says



&=/<ISM/&=/<ISM/$he process of influencin& ma(or chan&es in$he process of influencin& ma(or chan&es inthe attitudes and assumptions of or&aniationthe attitudes and assumptions of or&aniation

members, and buildin& commitment for themembers, and buildin& commitment for the

or&aniations ob(ectivesor&aniations ob(ectives

$he special quality that &ives someone power$he special quality that &ives someone power

and authority over a lar&e number of peopleand authority over a lar&e number of people

)odel of ersonal )eanin& and)odel of ersonal )eanin& and



)odel of ersonal )eanin& and)odel of ersonal )eanin& and

>harismatic Geadership>harismatic Geadership

eadereader>ersonal>ersonalMeaningMeaning

eadereaderBeha#iorBeha#ior

/ttri(utions o"/ttri(utions o"&harismatic&harismaticeadershipeadership



ersonal /eaningersonal /eaning

BB$he de&ree to which$he de&ree to which

peoples lives maepeoples lives mae

emotional sense andemotional sense andthat the demandsthat the demands

confronted by them areconfronted by them are

perceived as bein&perceived as bein&

worthy of ener&y andworthy of ener&y and

commitment.Ccommitment.C

S "S "



Sources o"Sources o">ersonal Meaning>ersonal Meaning

=elfconceptGidentity=elfconceptGidentity

%egacy%egacy

eliefseliefs

ulture and traditionsulture and traditionsoliticalGsocialoliticalGsocialorientationorientation

=pirituality and=pirituality and

religionreligion9obbiesGpersonal9obbiesGpersonalpursuitspursuits

HaluesGidealsHaluesGideals

&h i d ti l&h i d ti l



&harisma and ncon#entional&harisma and ncon#entionalBeha#iorBeha#ior

To transcend theTo transcend the

existing order existing order

E3oke sentiments ofE3oke sentiments of

adorationadoration

Exemplifies heroism,Exemplifies heroism,

personal risk, I selfpersonal risk, I self

sacrificesacrifice

ounter to the normounter to the norm

E"" t "E"" t "



E""ects o"E""ects o"&harismatic eadership&harismatic eadership

Trust in *rightness+ of 3isionTrust in *rightness+ of 3ision

=imilarity of followersD I leaderDs beliefs I=imilarity of followersD I leaderDs beliefs I

3alues3alues

9eightened sense of selfconfidence9eightened sense of selfconfidence

Acceptance of higher or challenging goalsAcceptance of higher or challenging goals

dentification with I emulation of leader dentification with I emulation of leader

Cnconditional acceptance of leader Cnconditional acceptance of leader

=trong affection for leader =trong affection for leader



Empo%ers

Hthers

isionary

Sel"

>romoting

er(alSills

MinimumInternal&on"lict

=igh Energy/ction

Hrientation

Inspires:rust

=igh <is

Hrientation

Sel"&on"idence

Moral&on#iction

<elational>o%erBase

&harismatic&harismatic

eadereader&haracteristics&haracteristics

&harismatic&harismatic

eadereader&haracteristics&haracteristics



H=#JH=#J

The ability toThe ability toimagine different andimagine different andbetter conditions andbetter conditions and

ways to achie3eways to achie3ethemthem

!uture orientation!uture orientation

=ee the difference in=ee the difference inhow things are andhow things are andhow they should behow they should be



#//CJAT#J= =$%%=#//CJAT#J= =$%%=

0reat rhetorical skills0reat rhetorical skills % Especially oralEspecially oral % an speak about thean speak about the

3ision and make the3ision and make thefollowers *see it+followers *see it+

% 9itler capti3ated9itler capti3atedpeople, e3en thosepeople, e3en thosewho spoke no 0ermanwho spoke no 0erman

4riting, while4riting, whileimportant, is not asimportant, is not aspowerfulpowerful % 4inston hurchill used4inston hurchill used

both masterfullyboth masterfully

=E%! #J!>EJE I /#<A%=E%! #J!>EJE I /#<A%



=E%! #J!>EJE I /#<A%=E%! #J!>EJE I /#<A%

#JHT#J#JHT#J

"nshaable self confidence"nshaable self confidence

% assed on to followersassed on to followers

$rue faith in the BcauseC$rue faith in the BcauseC

7tron& moral beliefs7tron& moral beliefs

Willin&ness to sacrificeWillin&ness to sacrifice

% 7elf 0 followers7elf 0 followers



T<C=TT<C=T

=ollowers have total trust and belief in the=ollowers have total trust and belief in the

leader and the BcauseCleader and the BcauseC

7how commitment to followers, who return7how commitment to followers, who return

itit



AET <=$AET <=$

Willin& to be at &reat personal risWillin& to be at &reat personal ris

% rofessionallyrofessionally

% hysicallyhysically

Willin& to ris the followersWillin& to ris the followers

"se unconventional 8risy9 strate&ies 0"se unconventional 8risy9 strate&ies 0

methods to achieve &oalsmethods to achieve &oals

A%T6 T# /J/KEA%T6 T# /J/KE



A%T6 T# /J/KEA%T6 T# /J/KE

JTE<JA% #J!%TJTE<JA% #J!%T

$hrou&h stren&th of belief $hrou&h stren&th of belief

With referent power With referent power

Due to follower belief in the leader and theDue to follower belief in the leader and the

causecause

4%%J0JE== I A%T6 T#4%%J0JE== I A%T6 T#



4%%J0JE== I A%T6 T#4%%J0JE== I A%T6 T#

E/#4E<E/#4E<

Hnow they need the efforts 0 ideas ofHnow they need the efforts 0 ideas of

othersothers

Get the subordinate leaders do thoseGet the subordinate leaders do those

thin&s they are able to dothin&s they are able to do

!ften tae credit for followers ideas and!ften tae credit for followers ideas and

effortsefforts



=E%!<#/#TJ0=E%!<#/#TJ0

;eat their own drums;eat their own drums

>ampai&n for Bthe causeC>ampai&n for Bthe causeC

E*plain their vision to all who will listen orE*plain their vision to all who will listen or

readread

&/$ &=/<ISM/ BE&/$ &=/<ISM/ BE



&/$ &=/<ISM/ BE&/$ &=/<ISM/ BE

EEH>E?EEH>E?Evidence seems to indicate that it canEvidence seems to indicate that it can

It may be that individuals who developIt may be that individuals who develop

charisma have the undevelopedcharisma have the undevelopedcharacteristics which BpracticeC brin&s to thecharacteristics which BpracticeC brin&s to the

forefrontforefront

4 Strategies to Develop4 Strategies to Develop



4 Strategies to Develop4 Strategies to Develop

Charismatic QualitiesCharismatic Qualities

e#elop #isionary sillse#elop #isionary sills

>ractice (eing candid>ractice (eing candid

e#elop %arm) positi#e)

humanistic attitude

e#elop %arm) positi#e)humanistic attitude

e#elop an enthusiastic)optimistic) energetic personality

e#elop an enthusiastic)optimistic) energetic personality

Why Emotional IntelligenceWhy Emotional Intelligence



Why Emotional IntelligenceWhy Emotional Intelligenceis necessary "or leadersis necessary "or leaders

Helps leaders handleHelps leaders handle

adversity setbac" adversity setbac"

Teaches leaders copeTeaches leaders cope

when change when change

uncertainty hitsuncertainty hits

organi)ation or theirorgani)ation or their

personal livespersonal lives

/hy %motional "ntelligence is/hy %motional "ntelligence is



/hy %motional "ntelligence is/hy %motional "ntelligence isnecessary for managersnecessary for managers

Help them manage effectiverelationship

elp them being focused elp them being focused

and stay on track byand stay on track by

remembering purpose !remembering purpose !

vision"vision"



E J ManagersE J ManagersEmotional Intelligence is very important forEmotional Intelligence is very important formanagers as their behavior treatment ofmanagers as their behavior treatment oftheir people determine turnover and retentiontheir people determine turnover and retentionof the companyof the company

-anagers supervisors are the direct line of-anagers supervisors are the direct line ofcontact for the employees They interact dailycontact for the employees They interact daily with individuals who have distinct needs, wants with individuals who have distinct needs, wants e.pectations e.pectations

They significantly influence the attitudes,They significantly influence the attitudes,performance satisfaction of employeesperformance satisfaction of employees within their departments other departments within their departments other departments



E( is very important forE( is very important formanagers as they are the directmanagers as they are the direct

line of contact their behaviorline of contact their behavior

treatment determines treatment determinesretention turnoverretention turnover



E J ManagersE J ManagersThe stress of trying toThe stress of trying tolead and satisfy so manylead and satisfy so manypeople's changing needspeople's changing needsand e.pectations can beand e.pectations can be

overwhelming, to sayoverwhelming, to saynothing of the demandsnothing of the demandsfrom upper managementfrom upper managementeing both firm andeing both firm and

caring at the same timecaring at the same timecauses many to feelcauses many to feelinade!uate for the roleinade!uate for the role

/0 1 percent of/0 1 percent ofturnover is reportedlyturnover is reportedly

due to an inade!uatedue to an inade!uate

relationship betweenrelationship between

the employee and theirthe employee and their

direct supervisordirect supervisor



When trust is lac"ing performance suffers

%1 2 3anagers



Enhancing EI s"ills enables 2upervisors and -anagers to regulate theirEnhancing EI s"ills enables 2upervisors and -anagers to regulate their

emotions and motivate themselves more effectively – allowing them toemotions and motivate themselves more effectively – allowing them to

manage their own emotional turmoil effectively and demonstratemanage their own emotional turmoil effectively and demonstrate

compassion and empathy for their employeescompassion and empathy for their employees



IT also provides them with theIT also provides them with the

courage to push against the system tocourage to push against the system to

ma"e necessary changes for theirma"e necessary changes for theirpeoplepeople

3ll employees want a 3ll employees want a

supportive, caringsupportive, caring

2upervisor or -anager2upervisor or -anager

who has their best who has their best

interests at heartinterests at heart

E



E J ManagersE J Managers

4nowing this, the4nowing this, the

employee will beemployee will be

more li"ely tomore li"ely to

turndown offersturndown offersfrom otherfrom other

companies to wor"companies to wor"

for such a personfor such a person..



$pon graduating from college,$pon graduating from college,

%ebra believed that if she wor"ed%ebra believed that if she wor"ed

hard, she would achieve herhard, she would achieve her

career success goalscareer success goals

2he rac"ed up a list of

accomplishments

However, 5ust twoHowever, 5ust two

years into her career years into her career

she was firedshe was fired

ECample to illustrate ho% EECample to illustrate ho% Ecan positi#ely or negati#elycan positi#ely or negati#elyimpact oneAs career and theimpact oneAs career and theorgani8ationorgani8ation66

ECample to illustrate ho% E can positi#ely orECample to illustrate ho% E can positi#ely or



ECample to illustrate ho% E can positi#ely orECample to illustrate ho% E can positi#ely or

negati#ely impact oneAs career and the organi8ationnegati#ely impact oneAs career and the organi8ation

>ebra enton reports in her book,>ebra enton reports in her book,Lions Don't Need to Roar Lions Don't Need to Roar , " was, " wasstunned ... college courses hadstunned ... college courses hadnot addressed the importance ofnot addressed the importance ofpeople skills or being a teampeople skills or being a team

player. That lack of knowledgeplayer. That lack of knowledgecost me my Lob." =he thoughtcost me my Lob." =he thoughtwork was all about producingwork was all about producingresults. 4hile working with anresults. 4hile working with anoutplacement firm, >ebra metoutplacement firm, >ebra met

other high producers who hadother high producers who hadlost their Lobs for the samelost their Lobs for the samereason.reason.

That lac" of people managementThat lac" of people managementcost her 5obcost her 5ob



The number one7factor that setsThe number one7factor that setshigh7powered professionals aparthigh7powered professionals apartfrom the pac" is a high level offrom the pac" is a high level ofemotional intelligence,emotional intelligence,compassion and energy tocompassion and energy tofunction in a team environmentfunction in a team environment %ebra soon learned that%ebra soon learned that

shooting stars have ashooting stars have ashort life cycle if they areshort life cycle if they areunable to relate to andunable to relate to andunderstand othersunderstand others

An %4ample of %1



2uppose that the morning of a big presentation you2uppose that the morning of a big presentation you

have a fight with any of your family member 8ot ahave a fight with any of your family member 8ot a big argument9maybe 5ust one of those unnerving big argument9maybe 5ust one of those unnerving

spats about who forgot to pic" up the dry cleaning9spats about who forgot to pic" up the dry cleaning9

so your morning doesn’t get off on the right footso your morning doesn’t get off on the right foot

Then you car is punctured upping your stress level aThen you car is punctured upping your stress level a

bit more When you arrive at wor", there’s a problem bit more When you arrive at wor", there’s a problem

with the elevators, causing more delay 3rriving at with the elevators, causing more delay 3rriving atthe conference room for your presentation, you findthe conference room for your presentation, you find

that the sound system doesn’t wor" and the catererthat the sound system doesn’t wor" and the caterer

hasn’t shown up with refreshments :our 5uniorhasn’t shown up with refreshments :our 5unior

associate9who was supposed to call the caterer9associate9who was supposed to call the caterer9

bears the brunt of your anger that has been building bears the brunt of your anger that has been building

since you left the housesince you left the house

:ypes o" E:ypes o" E



ypes o" Eyp "

Woring %ith people meansWoring %ith people means



Woring %ith people meansWoring %ith people means%oring %ith Emotions%oring %ith Emotions

When people are wor"ing at a When people are wor"ing at acommon place , emotions willcommon place , emotions willplay a role theories to theplay a role theories to thecontrary notwithstandingcontrary notwithstanding;%on’t bring your personal;%on’t bring your personal

problems to wor"< is oneproblems to wor"< is one variation of the argument that variation of the argument thatemotions are inappropriate inemotions are inappropriate inthe wor"place usinessthe wor"place usinessdecisions, so the argumentdecisions, so the argumentgoes, should be based ongoes, should be based on

information, logic and calminformation, logic and calmcool reason, with emotionscool reason, with emotions"ept to a minimum"ept to a minimum

Managing Emotions atManaging Emotions at



Managing Emotions atManaging Emotions atWorplaceWorplace

ut it is unrealistic to suppose thatut it is unrealistic to suppose thatemotions can be chec"ed at the dooremotions can be chec"ed at the door

when you arrive at wor" 2ome when you arrive at wor" 2omepeople may assume, for a variety ofpeople may assume, for a variety ofreasons, that emotional neutrality isreasons, that emotional neutrality isan ideal, and try to "eep feelings outan ideal, and try to "eep feelings out

of sight 2uch people wor" andof sight 2uch people wor" andrelate in a certain way6 usually theyrelate in a certain way6 usually theycome across as rigid, detached orcome across as rigid, detached orfearful, and fail to participate fullyfearful, and fail to participate fullyin the life of the wor"place This isin the life of the wor"place This isnot necessarily bad in somenot necessarily bad in somesituations, but it is usually not goodsituations, but it is usually not good

for an organi)ation for such peoplefor an organi)ation for such peopleto move into management roles Theto move into management roles Thesame would be true for people whosame would be true for people whoemote e.cessively, who tell you howemote e.cessively, who tell you howthey feel about everything 2implythey feel about everything 2imply

being around them can be being around them can be

e.haustinge.hausting

%eveloping EI in the%eveloping EI in the



%eveloping EI in the%eveloping EI in the

wor"place wor"place

%eveloping emotional%eveloping emotionalintelligence in the wor"placeintelligence in the wor"placemeans ac"nowledging thatmeans ac"nowledging thatemotions are always present,emotions are always present,and doing somethingand doing somethingintelligent with them &eopleintelligent with them &eople vary enormously in the s"ill vary enormously in the s"ill with which they use their with which they use theirown emotions and react toown emotions and react tothe emotions of others9andthe emotions of others9and

that can ma"e the differencethat can ma"e the difference between a good manager and between a good manager anda bad onea bad one



It’s not overly egalitarian toIt’s not overly egalitarian to

suggest that most professionals,suggest that most professionals,managers and e.ecutives aremanagers and e.ecutives arefairly smart people =of coursefairly smart people =of course

there can be glaring e.ceptions>,there can be glaring e.ceptions>, but there can be a huge but there can be a huge

difference in how well theydifference in how well theyhandle people That is, thehandle people That is, the

department manager may be adepartment manager may be agenius in technical, product orgenius in technical, product orservice "nowledge9and getservice "nowledge9and get

failing mar"s in terms of peoplefailing mar"s in terms of people

s"illss"ills



"mportance of %motional"mportance of %motional



"mportance of %motional"mportance of %motional"ntelligence"ntelligence

&eople derail because of classic&eople derail because of classicemotional failings, not the lac"emotional failings, not the lac"of technical s"ills –%evelopingof technical s"ills –%evelopingemotional intelligence can helpemotional intelligence can helpcompanies generate productivecompanies generate productive

profitable outcome The profitable outcome Themanager who "nows how to staymanager who "nows how to staymotivated under stress ,motivated under stress ,motivate others, navigatemotivate others, navigatecomple. interpersonalcomple. interpersonalrelationships, inspire othersrelationships, inspire others

and build teams who is anand build teams who is anunchallenged e.pert on aunchallenged e.pert on aproduct or service will getproduct or service will getsuperior resultssuperior results

&omponents o" Emotional&omponents o" Emotional



&omponents o" Emotional&omponents o" EmotionalIntelligenceIntelligence

There are five parts to it.There are five parts to it.

:.:. $nowing what you're feeling$nowing what you're feeling

).). /anaging your feelings, especially/anaging your feelings, especially

distressing feelings.distressing feelings.

.. =elfmoti3ation,=elfmoti3ation,

1.1. EmpathyEmpathy7.7. /anaging relationships/anaging relationships

>ro(a(ilities o" not ha#ing an Good>ro(a(ilities o" not ha#ing an GoodE l ll d h



Emotional Intelligence and theirEmotional Intelligence and theirconseKuencesconseKuences

4hile people ha3e shown they can produce4hile people ha3e shown they can producebetter results at workplace, many of us lackbetter results at workplace, many of us lackemotional intelligence. 4e simply donDt knowemotional intelligence. 4e simply donDt knowhow to percei3e, understand, express andhow to percei3e, understand, express and

manage our emotions effecti3ely. There aremanage our emotions effecti3ely. There aread3erse conse-uences to ha3e low emotionalad3erse conse-uences to ha3e low emotionalintelligence.intelligence.

These includes&These includes&

:.:. <elationship roblems<elationship roblems

).). <age in the 4orkplace<age in the 4orkplace

.. oor decision making capabilityoor decision making capability

1.1. failure to ad3ance in career failure to ad3ance in career



?elationship &roblems?elationship &roblems ?age in the wor"place



&oor decision ma"ing capability &oor decision ma"ing capability



#ailure to advance in career#ailure to advance in career

Emotional ntelligenceEmotional ntelligence



Emotional ntelligenceg

mportant !actorsmportant !actors

1.1.Moti#ation)Moti#ation)

2.2.<etention )<etention )'.'.Sel" managementSel" management

7.7.Managing othersManaging others..

Moti#ating EmployeesMoti#ating Employees



Moti#ating Employeesg Emp y

The greatest moti3ation Mcomes from aThe greatest moti3ation Mcomes from apersonDs belief systempersonDs belief system

/oti3ation is like a fire unless you keep/oti3ation is like a fire unless you keepadding fuel to it, it dies. ut ,if the sourceadding fuel to it, it dies. ut ,if the sourceof moti3ation is belief in inner 3alues, itof moti3ation is belief in inner 3alues, itbecomes long lastingbecomes long lasting

Experience shows that eople will do aExperience shows that eople will do alot for money, more for a good leader andlot for money, more for a good leader anddo most for a belief do most for a belief

eople do things for their own reasons,eople do things for their own reasons,not yoursnot yours



#nce upon a time there#nce upon a time there

was a bunch of babywas a bunch of baby

frogs........frogs........



?? participating in aparticipating in a

competition.competition.

The target was to getThe target was to get

to the top of a highto the top of a hightower.tower.

A crowd of people had gatheredA crowd of people had gathered



A crowd of people had gatheredA crowd of people had gathered

to obser3e the race andto obser3e the race and

encourage the participants.....encourage the participants.....



The start shot rang out.......The start shot rang out.......

it h tl it h tl



uite honestly:uite honestly:

+one of the onlooers believed that the baby+one of the onlooers believed that the baby

fro&s could actually accomplish &ettin& to thefro&s could actually accomplish &ettin& to the

top of the tower top of the tower .

Words lie:

"Åh, it’s too difficult!!!

They’ll never reach the top."

or"Not a chance... the toer is too high!"

#ne by one some of the baby frogs fell#ne by one some of the baby frogs fell

ffoff



off?off?

...Except those who fastly climbed...Except those who fastly climbed

higher and higher..higher and higher..

The crowd kept on yelling&The crowd kept on yelling&

"t#s too difficult. No$od% is going to ma&e it!"

/ore baby frogs became tired and ga3e/ore baby frogs became tired and ga3e



y g gy g g

up...up...

...ut one kept going higher and higher........ut one kept going higher and higher.....

9e was not about gi3ing upN9e was not about gi3ing upN

At the end e3erybody had gi3en up,At the end e3erybody had gi3en up,

except the one determined toexcept the one determined toreach the topNreach the topN



All the other participantsAll the other participants

naturally wanted to know how henaturally wanted to know how hehad managed to do what none ofhad managed to do what none of

them others had beenthem others had been ableable to doN

#ne competitor asked the winner, what#ne competitor asked the winner, what

was his secret5was his secret5



The truth was.......The truth was.......

The winner was deafNNNNThe winner was deafNNNN

The lesson to be learned&



>onDt e3er listen to people who are>onDt e3er listen to people who are

negati3e and pessimistic...negati3e and pessimistic...

??they will depri3e you of yourthey will depri3e you of your

lo3eliest dreams and wishes youlo3eliest dreams and wishes youcarry in your heart Ncarry in your heart N

Always be aware of the power of words, as e3erything

you hear and will interfere with your actionsN

Therefore&



Always stayJ Always stayJ

#$T$%&! #$T$%&!

And most of all&Turn a deaf ear when people tell you, that youTurn a deaf ear when people tell you, that you

cannot achie3e your dreamsNcannot achie3e your dreamsN

:he Magic o":he Magic o"



gg

EM>HLEEEM>HLEE

<E:E$:IH$ and EI<E:E$:IH$ and EI

0rowth #pportunities0rowth #pportunities



0rowth #pportunities0rowth #pportunities

Krowth is everyones prime ob(ective.Krowth is everyones prime ob(ective.$herefore it is implicit to offer &rowth$herefore it is implicit to offer &rowthopportunities.opportunities.

$he vital factor that ensures a ma(ority of$he vital factor that ensures a ma(ority ofsenior level employees remain associatedsenior level employees remain associatedwith your or&aniation. $his is more crucialwith your or&aniation. $his is more crucialin an industry lie ;!, which has thein an industry lie ;!, which has the

hi&hest churn rate because of thehi&hest churn rate because of theprolon&ed boom in the industry.prolon&ed boom in the industry.

Attracti3e ackageAttracti3e ackage



Attracti3e ackageAttracti3e ackage

Lemuneration paca&e is the drivin& forceLemuneration paca&e is the drivin& forceof any employment.of any employment.

Mandsome paca&e as a platform forMandsome paca&e as a platform for

people to tae new initiatives.people to tae new initiatives.;esides basic paca&e, there can also be;esides basic paca&e, there can also be

performance4based incentives4relatin& toperformance4based incentives4relatin& to

tar&ets achieved, accuracy andtar&ets achieved, accuracy andproductivity.productivity.

ersonnel Trainingersonnel Training



ersonnel Trainingersonnel Training

An or&aniation should also tae due care An or&aniation should also tae due careof the trainin& and development needs ofof the trainin& and development needs of

its employees.its employees.

;esides helpin& them improve their sills;esides helpin& them improve their sillsand enhance their performance, it shouldand enhance their performance, it should

also foster a faster &rowth rate in theiralso foster a faster &rowth rate in their

career path.career path.

<ecreation<ecreation



<ecreation<ecreation

Lecreation is an important as any other tool. ItLecreation is an important as any other tool. Ithelps in creatin& a conducive environment %helps in creatin& a conducive environment %main& fun for everyone.main& fun for everyone.

$hus, it is necessary to introduce consistent$hus, it is necessary to introduce consistent

recreation initiatives lie 7ports, Activities, familyrecreation initiatives lie 7ports, Activities, family&et to&ether and unwindin& ones at the&et to&ether and unwindin& ones at the

worplacesworplaces

;esides this, cultural pro&rammers and ;irthday;esides this, cultural pro&rammers and ;irthdaycelebrations brea the monotony of everydaycelebrations brea the monotony of everydaywor pressure.wor pressure.

The 0rie3ancesThe 0rie3ances




In order to create a supportive wor atmosphere,In order to create a supportive wor atmosphere,ensure a prompt atmosphere, ensure a promptensure a prompt atmosphere, ensure a prompt

redressed of &rievances. $his reinforces anredressed of &rievances. $his reinforces an

employees belief in the mana&ement and in theemployees belief in the mana&ement and in the

fact, that no stone will be left unturned to identifyfact, that no stone will be left unturned to identify

and solve their &rievances and quicly asand solve their &rievances and quicly as

possible.possible.

>onedJ..2pa&e>onedJ..2pa&e





$he unbridled &rowth of the new economy, the$he unbridled &rowth of the new economy, theemer&ences of the nowled&e worer and the hi&hemer&ences of the nowled&e worer and the hi&hdemand for talent in the domestic and &lobal maretsdemand for talent in the domestic and &lobal maretshave rewritten the rules of the &ame.have rewritten the rules of the &ame.

$hou&h hirin& &ood employees is a ni&htmare, it is more$hou&h hirin& &ood employees is a ni&htmare, it is moredifficult to retainin& &ood employees. $he talentdifficult to retainin& &ood employees. $he talentmana&ement is the ey area in every or&aniation worthmana&ement is the ey area in every or&aniation worthits ML department and >E!s are more worried aboutits ML department and >E!s are more worried aboutintellectual capital than worin& capital. $o add to theintellectual capital than worin& capital. $o add to the

problems are the hu&e paca&es bein& doled out at allproblems are the hu&e paca&es bein& doled out at alllevels.levels.

Emotional Intelligence 6 the "i#eEmotional Intelligence 6 the "i#edomains H" Sel" Managementdomains H" Sel" Management



domains H" Sel" Managementdomains H" Sel" Management

0oleman identified the fi3e 'domains' of0oleman identified the fi3e 'domains' ofE( as&E( as&

$nowing your emotions.$nowing your emotions.

/anaging your own emotions./anaging your own emotions.

/oti3ating yourself./oti3ating yourself.

<ecogni@ing and understanding other<ecogni@ing and understanding other

people's emotions.people's emotions./anaging relationships, i.e.., managing/anaging relationships, i.e.., managing

the emotions of othersthe emotions of others



SL()*+*RNSS SL()*+*RNSS

,igh self)aareness refers to having an,igh self)aareness refers to having anaccurate understanding of ho %ou $ehave-accurate understanding of ho %ou $ehave-

ho other people perceive %ou- recogniingho other people perceive %ou- recogniing

ho %ou respond to others- $eing sensitiveho %ou respond to others- $eing sensitive

to %our attitudes- feelings- emotions- intentsto %our attitudes- feelings- emotions- intentsand general communication st%le at an%and general communication st%le at an%

given moment and $eing a$le to accuratel%given moment and $eing a$le to accuratel%

disclose this aareness to others.disclose this aareness to others.

S/LL NDC*T0RSS/LL NDC*T0RS



S/LL NDC*T0RS S C 0 S % /no hen %ou are thin&ing negativel%/no hen %ou are thin&ing negativel%

% /no hen %our self)tal& is helpful/no hen %our self)tal& is helpful % /no hen %ou are $ecoming angr%/no hen %ou are $ecoming angr%

% /no ho %ou are interpreting events/no ho %ou are interpreting events

% /no hat senses %ou are currentl% using/no hat senses %ou are currentl% using % /no ho to communicate accuratel%/no ho to communicate accuratel%

hat %ou e1periencehat %ou e1perience

% /no the moments %our mood shifts/no the moments %our mood shifts % /no hen %ou are $ecoming defensive/no hen %ou are $ecoming defensive

% /no the impact %our $ehavior has on/no the impact %our $ehavior has on

othersothers

S/LLS *SSSS2NTS/LLS *SSSS2NT



S/LLS *SSSS2NT S/LLS *SSSS2NT

% Do %ou recognie %our feelings andDo %ou recognie %our feelings and

emotions as the% happen3emotions as the% happen3

% *re %ou aare of ho others perceive *re %ou aare of ho others perceive

%ou3%ou3

% ,o do %ou act hen %ou are defensive3,o do %ou act hen %ou are defensive3

% *re %ou aare of ho %ou spea& to *re %ou aare of ho %ou spea& to

%ourself3 %ourself3

SL( 2*N*52NT andSL( 2*N*52NT and

*+*RNSS



*+*RNSS *+*RNSS

motional aarenessmotional aareness

*ccurate self)assessment *ccurate self)assessment Self)confidenceSelf)confidence

SL( ) R56L*T0N SL( ) R56L*T0N

Self)control Self)control &&

TrustorthinessTrustorthiness

ConscientiousnessConscientiousness&&

*dapta$ilit% *dapta$ilit%

nnovativenessnnovativeness

SL( ) 20T7*T0N SL( ) 20T7*T0N

*chievement drive *chievement drive&&Commitment8Commitment8

nitiativenitiative

0ptimism0ptimism&&

=E%! M /AJA0E/EJT and A4A<EJE===E%! M /AJA0E/EJT and A4A<EJE== motional aarenessmotional aareness&& Leco&niin& ones emotions and their effects eopleLeco&niin& ones emotions and their effects eople



motional aarenessmotional aareness&& Leco&niin& one s emotions and their effects. eopleLeco&niin& one s emotions and their effects. eople

with this competence:with this competence:

N Hnow which emotions they are feelin& and whyN Hnow which emotions they are feelin& and why

N Lealie the lins between their feelin&s and what they thin, do, and sayN Lealie the lins between their feelin&s and what they thin, do, and sayN Leco&nie how their feelin&s affect their performanceN Leco&nie how their feelin&s affect their performance

N Mave a &uidin& awareness of their values and &oalsN Mave a &uidin& awareness of their values and &oals

*ccurate self)assessment *ccurate self)assessment && Hnowin& ones stren&ths and limits. eople withHnowin& ones stren&ths and limits. eople with

this competence are:this competence are:

N Aware of their stren&ths and weanessesN Aware of their stren&ths and weanessesN Leflective, learnin& from e*perienceN Leflective, learnin& from e*perience

N !pen to candid feedbac, new perspectives, continuous learnin&, and selfN !pen to candid feedbac, new perspectives, continuous learnin&, and self

developmentdevelopment

N Able to show a sense of humor and perspective about themselvesN Able to show a sense of humor and perspective about themselves

Self)confidenceSelf)confidence&& 7ureness about one.s self4worth and capabilities. eople7ureness about one.s self4worth and capabilities. eoplewith this competence:with this competence:

N resent themselves with self4assurance1 have .presence.N resent themselves with self4assurance1 have .presence.

N >an voice views that are unpopular and &o out on a limb for what is ri&htN >an voice views that are unpopular and &o out on a limb for what is ri&ht

N Are decisive, able to mae sound decisions despite uncertainties andN Are decisive, able to mae sound decisions despite uncertainties and

pressurespressures

=E%! <E0C%AT#J



=E%! <E0C%AT#J

Self)control : )ana&in& disruptive emotions and impulses. eople with this

competence: )ana&e their impulsive feelin&s and distressin& emotions well

7tay composed, positive, and unflappable even in tryin& moments

$hin clearly and stay focused under pressure

Trustorthiness: )aintainin& standards of honesty and inte&rity. eople

with this competence: Act ethically and are above reproach

;uild trust throu&h their reliability and authenticity

Admit their own mistaes and confront unethical actions in others

$ae tou&h, principled stands even if they are unpopular

Conscientiousness: $ain& responsibility for personal performance.

eople with this competence:

)eet commitments and eep promises

Mold themselves accountable for meetin& their ob(ectives

Are or&anied and careful in their wor

=E%! M <E0C%AT#J ontF=E%! M <E0C%AT#J

ontF



*dapta$ilit% & !lexibility in handling change. eople

with this competence&

O =moothly handle multiple demands, shiftingpriorities, and rapid change

O Adapt their responses and tactics to fit fluid

circumstances

O Are flexible in how they see e3entsnnovativeness& eing comfortable with and open to

no3el ideas and new information.

eople with this competence&

O =eek out fresh ideas from a wide 3ariety of

sourcesO Entertain original solutions to problems

O 0enerate new ideas

O Take fresh perspecti3es and risks in their thinking



=E%! /#THAT#J *chievement drive& 7trivin& to improve or meet a standard of e*cellence.

eople with this competence:

Are results4oriented, with a hi&h drive to meet their ob(ectives and standards

7et challen&in& &oals and tae calculated riss

ursue information to reduce uncertainty and find ways to do better

Gearn how to improve their performance

ommitmentommitment Ali&nin& with the &oals of the &roup or or&aniation. eople

with thiscompetence:

Leadily mae personal or &roup sacrifices to meet a lar&er or&aniational

&oal

=ind a sense of purpose in the lar&er mission "se the &roup.s core values in main& decisions and clarifyin& choices

Actively see out opportunities to fulfill the &roup.s mission

Managing HthersManaging Hthers



Managing HthersManaging Hthers

/anagement =kills !or/anagement =kills !or

E3eryoneE3eryone

Personal ManagementPersonal Management



SkillsSkills

Steps for great self-esteem:Steps for great self-esteem:

Take responsibility Take responsibilityWatch your negative self talkWatch your negative self talk

Don’t allow others negativityDon’t allow others negativity

to aect youto aect you

Commit to building your self-Commit to building your self-

esteem dailyesteem daily

Have an optimistic attitudeHave an optimistic attitude

Management: to be in command or to have under control.Management: to be in command or to have under control.

Examples of Self TalkExamples of Self Talk



Examples of Self Talk Examples of Self Talk

Negative Self Talk:Negative Self Talk:’m so stupid’m so stupid

sometimes!sometimes!

look awful today! look awful today!

"ust keep getting "ust keep gettingfatter and fatter!fatter and fatter!

’m always broke!’m always broke!

Why do these thingsWhy do these things

always happen to me#always happen to me#

Positive Self Talk:Positive Self Talk: am capable! am capable!

have many wonderful have many wonderful

$ualities!$ualities!

love myself "ust the way love myself "ust the way am!am!

believe in my ability to believe in my ability to

succeed!succeed!

deserve the respect of deserve the respect ofothers!others!

%etting &oals is%etting &oals is



%'()T%'()T!!

!oal" #n !oal-Setting:!oal" #n !oal-Setting:

SSpeci$cpeci$c

MMeasurableeasurable

%%chievablechievable

&&evie'ed(revisedevie'ed(revised

oftenoften

TTime speci$cime speci$c

%ssertive%ssertive



%ssertive%ssertive

)ehavior Skills)ehavior Skills*earning to sa+ N,":*earning to sa+ N,":*+*+ (cknowledge the re$uest(cknowledge the re$uest

,+,+ DeclineDecline

++ %tate reason%tate reason

.+.+ /er alternative/er alternativesolutionssolutions

Maor time 'asters: Maor time 'asters:

*+ %preading yourself

too thin,+ 0eing (fraid

+ 1ot wanting to say

no.+ 0eing tied to the

phone

2 3rocrastinating

Team(,/ceTeam(,/celi i



PoliticsPoliticsPPo'er0 kno' 'ho has ito'er0 kno' 'ho has it,,pportunit+ to alignpportunit+ to align+ourself +ourself

**earn to keep on top ofearn to keep on top of

thingsthings##dentif+ 'ith a mentordentif+ 'ith a mentor

TTrack +our success skillsrack +our success skills

##nvolve +ourself in othernvolve +ourself in other

activitiesactivities11ommunicate e2ectivel+ommunicate e2ectivel+and kno' ho' to handleand kno' ho' to handlecon3ictcon3ict

SSeparate +ourself as a stareparate +ourself as a star

Dealing With Di4cultDealing With Di4cult



Dealing With Di4cultDealing With Di4cult

3eople3eople

%herman Tanks- directors gone%herman Tanks- directors gonebad5 they like to bully6threatenbad5 they like to bully6threaten

%nipers- 3assives5 sociali7ers5 take%nipers- 3assives5 sociali7ers5 takeshots at youshots at you

89ploders- %ociali7ers5 blow up89ploders- %ociali7ers5 blow upthen are embarrassedthen are embarrassed

Complainers- any type! ComplainComplainers- any type! Complainover and overover and over

&ossipers- any type! :ike to spread&ossipers- any type! :ike to spread

rumorsrumors

4a+s To 5andle4a+s To 5andle



+6i/cult People6i/cult People

*+*+ Tolerate it without Tolerate it withoutresentmentresentment

,+,+ Tolerate with resentment Tolerate with resentment

++ :eave the situation:eave the situation

.+.+ 3rotest;+3rotest;+

< = << = < f they are nice bef they are nice be

nicenice- = <- = < &ive "erks the&ive "erks the

bene>t of the doubtbene>t of the doubt

1areer 7illers1areer 7illers



1areer 7illers1areer 7illers:ack of direction or goals:ack of direction or goals

Having no 8motionalHaving no 8motionalntelligencentelligence

1ot using 8motional1ot using 8motionalntelligencentelligence

)efusing to be a team player)efusing to be a team player

0ehaving passively or0ehaving passively oraggressivelyaggressively

1egative work habits1egative work habits

(ttitude of indierence(ttitude of indierence

89pecting others to look out89pecting others to look outfor youfor you

Ending ,n %Ending ,n %P i i NP iti N t



Positive NotePositive NoteThe po'er of a smile:The po'er of a smile:

%ets a positive tone%ets a positive tone

&ives you an air of&ives you an air of

con>dencecon>dence8nergi7es you8nergi7es you

)educes tension)educes tension

mproves tonalitymproves tonality

'akes you look younger'akes you look younger

Helps you build theHelps you build thereputation as anreputation as anachieverachiever



M/$/GI$GM/$/GI$G

>EH>E WI:=>EH>E WI:=

EIEI

M/$/GI$G >EH>E some principlesM/$/GI$G >EH>E some principles



• &H$SIS:E$&L I$ E/I$GS) />><H/&=&H$SIS:E$&L I$ E/I$GS) />><H/&=

• EMH$S:</:E F/I<$ESSE EMH:IH$/EMH$S:</:E F/I<$ESSE EMH:IH$/I$:EIGE$&EI$:EIGE$&E

• E=IBI: E/E<S=I> /I:IESE=IBI: E/E<S=I> /I:IES

• >/$NSE: GH/S /$ S:</:EGL>/$NSE: GH/S /$ S:</:EGL

• EE &H$FIE$&E I$ =IMSEF) :E/MEE &H$FIE$&E I$ =IMSEF) :E/M

• &/<I:L I$ &HMM$I&/:IH$&/<I:L I$ &HMM$I&/:IH$

• SE: E/M>ESE: E/M>E

• /:=E$:I& J I<E&: /:=E$:I& J I<E&: • SEF6<ES>E&: SEF6<ES>E&:

• E/<$ F<HM F/I<EE/<$ F<HM F/I<E

$ey Aspects of the /anagement rocess$ey Aspects of the /anagement rocess



$he =our )ana&ement =unctions$he =our )ana&ement =unctions



&&

3lanning3lanning /rgani7in/rgani7in

gg

:eading:eading ControllingControlling



Mint8(ergAs 1-Mint8(ergAs 1-

ManagerialManagerial

<oles<oles



=trategic =kills=trategic =killsEn3ironmentalEn3ironmentalassessment scanningassessment scanning

=trategy formulation=trategy formulation

/apping strategic/apping strategicintent and definingintent and definingmissionmission

=trategy=trategyimplementationimplementation

9uman resources9uman resourcesknowledgeknowledge

Task =killsTask =kills

=etting and prioriti@ing=etting and prioriti@ingobLecti3esobLecti3es

>e3eloping plan of>e3eloping plan ofaction andaction andimplementationimplementation

<esponding in a flexible<esponding in a flexiblemanner manner

reating 3aluereating 3alue

4orking through the4orking through theorgani@ational structureorgani@ational structure

Allocating humanAllocating humanresourcesresources

/anaging time/anaging timeefficientlyefficiently

8continued8continued99

l =kill l =kill



eople =killseople =kills>elegating>elegating

nfluencingnfluencing

/oti3ating/oti3ating

9andling conflict9andling conflict

4inwin negotiating4inwin negotiating

JetworkingJetworking

ommunicatingommunicating % HerbalHerbal

% Jon3erbalJon3erbal

%istening%istening

rossculturalrossculturalmanagementmanagement

9eterogeneous teamwork9eterogeneous teamwork

=elfAwareness =kills=elfAwareness =killsersonal adaptabilityersonal adaptability

Cnderstanding personalCnderstanding personal

biasesbiases

nternal locus of controlnternal locus of control

Woring En#ironmentsWoring En#ironments



The physical workplace pro3ision has an importantThe physical workplace pro3ision has an importanteffect on indi3idual producti3ity and satisfactioneffect on indi3idual producti3ity and satisfaction % omfort;omfort;

% ri3acy;ri3acy;

% !acilities.!acilities.

9ealth and safety considerations must be taken9ealth and safety considerations must be takeninto accountinto account % %ighting;%ighting;

% 9eating;9eating;

% !urniture.!urniture.

=o% E succeeds I=o% E succeeds I



Emotional Intelligence e.plains why inspireEmotional Intelligence e.plains why inspireof e!ual intellectual capacity, educationalof e!ual intellectual capacity, educational

bac"ground, training or e.perience some bac"ground, training or e.perience some

people e.cel while others of same caliberpeople e.cel while others of same caliber

and high educational degree lag behindand high educational degree lag behind

Emotional Intelligence is the dimension ofEmotional Intelligence is the dimension of

intelligence responsible for our ability tointelligence responsible for our ability tomanage ourselves and our relationship withmanage ourselves and our relationship with

othersothers



E #ersus IE #ersus I

Intelligence KuotientIntelligence KuotientIor I



or Ior I An An intelligence -uotientintelligence -uotient oror (( is a scoreis a scorederived from one of several differentderived from one of several differentstandardied tests attemptin& to measurestandardied tests attemptin& to measureintelli&ence. $he term OI,O is a translation of theintelli&ence. $he term OI,O is a translation of theKermanKerman $ntelligen()*uotient $ntelligen()*uotient ,,I scores are used in many conte*ts: asI scores are used in many conte*ts: aspredictors of educational achievement or specialpredictors of educational achievement or specialneeds, by social scientists who study theneeds, by social scientists who study thedistribution of I scores in populations and thedistribution of I scores in populations and the

relationships between I score and otherrelationships between I score and othervariables, and as predictors of (ob performancevariables, and as predictors of (ob performanceand income.and income.

Emotional IntelligenceEmotional Intelligence4Kuotient5 or E4Kuotient5 or E



4Kuotient5 or E4Kuotient5 or E

Emotional Intelli&ence is a way ofEmotional Intelli&ence is a way ofreco&niin&, understandin&, and choosin&reco&niin&, understandin&, and choosin&how we thin, feel, and act. It shapes ourhow we thin, feel, and act. It shapes ourinteractions with others and ourinteractions with others and ourunderstandin& of ourselves. It defines howunderstandin& of ourselves. It defines howand what we learn1 it allows us to setand what we learn1 it allows us to setpriorities1 it determines the ma(ority of ourpriorities1 it determines the ma(ority of our

daily actions. Lesearch su&&ests it isdaily actions. Lesearch su&&ests it isresponsible for as much as P36 of theresponsible for as much as P36 of theOsuccessO in our lives.OOsuccessO in our lives.O

E #ersus IE #ersus I



In the business world so much of emphasis hasIn the business world so much of emphasis has been placed on intellect. Intellect has proven been placed on intellect. Intellect has proveninvaluable to drive our success in business.invaluable to drive our success in business.Process and procedures based onProcess and procedures based on

analysis,logic,strategies are critically importantanalysis,logic,strategies are critically importantHowever to get the higher level of competence inHowever to get the higher level of competence in business we must blend the progress that we business we must blend the progress that wehave made in using intellect & IQ with thehave made in using intellect & IQ with the

invaluable competencies of EQ.invaluable competencies of EQ.

Why E???Why E???



y y

E( is the distinguishing factor that determines ifE( is the distinguishing factor that determines if we ma"e lemonade when life hands us lemons or we ma"e lemonade when life hands us lemons orspend our life stuc" in bitternessspend our life stuc" in bitterness

E( is the distinguishing factor that help us toE( is the distinguishing factor that help us tomaintain a warm relationship or a distantmaintain a warm relationship or a distant

contactscontactsE( is the distinguishing factor which drawsE( is the distinguishing factor which drawsothers to us or repels themothers to us or repels them

E( is the distinguishing factor which enable us toE( is the distinguishing factor which enable us to wor" in coordination with others or to create a wor" in coordination with others or to create a

disputed situationdisputed situationE( is the distinguishing factor which enables toE( is the distinguishing factor which enables to win the heart of people or to win the situation by win the heart of people or to win the situation byargumentargument..

Why EWhy E



E( is the distinguishing factorthat determines if we ma"elemonade when life hands uslemons or spend our life stuc" in

bitterness



E( is the distinguishing factorthat help us to maintain a warmrelationship or a distantcontacts



E( is the distinguishing factorE( is the distinguishing factor

which draws others to us or which draws others to us orrepels themrepels them



E( is the distinguishing factor which enableE( is the distinguishing factor which enableus to wor" in coordination with others or tous to wor" in coordination with others or to

create a disputed situationcreate a disputed situation



E( is the distinguishing factor which enables toE( is the distinguishing factor which enables to

win the heart of people or to win the situation by win the heart of people or to win the situation by

argumentargument

Bene"its o" EBene"its o" E



$he competencies 0 &ift that E &ives us are many. Included$he competencies 0 &ift that E &ives us are many. Includedare sills that drive our internal world as well as our responseare sills that drive our internal world as well as our responseto the e*ternal one.to the e*ternal one.

=ome examples includes=ome examples includes

personal motivation,personal motivation,

personal mastery over our lifes purpose 0 intentionpersonal mastery over our lifes purpose 0 intentionempathy for othersempathy for others

social e*pertise that allow us to networ and developsocial e*pertise that allow us to networ and developrelationships that enhance our purposerelationships that enhance our purpose

character 0 inte&rity that enable us to appear &enuine andcharacter 0 inte&rity that enable us to appear &enuine andali&ned1ali&ned1

a tenacity to face and resolve both internal and e*ternala tenacity to face and resolve both internal and e*ternalconflictconflict

personal influence that enable us to advance our purpose.personal influence that enable us to advance our purpose.

Bene"its o" EBene"its o" E



&ersonal -otivation&ersonal -otivation



>ersonal mastery o#er our>ersonal mastery o#er ourli"e;s purpose J intentionli"e;s purpose J intention

EmpathyEmpathy



2ocial e.pertise that allow2ocial e.pertise that allowus to networ" and developus to networ" and developrelationships that enhancerelationships that enhance

our purposeour purpose



@haracter integrity@haracter integritythat enable us tothat enable us toappear genuine andappear genuine andalignedaligned



3 tenacity to face and resolve 3 tenacity to face and resolve both internal and e.ternal both internal and e.ternalconflictconflict



&ersonal influence that enable&ersonal influence that enable

us to advance our purposeus to advance our purpose

se o" E at Worplacese o" E at Worplace



It is EQ that will solve ourIt is EQ that will solve our retention & morale problemsretention & morale problems

improve our creativity improve our creativity

create synergy from teamwork create synergy from teamwork

speed our information by way of sophisticated peoplespeed our information by way of sophisticated peoplenetworksnetworks

drive our purposedrive our purpose

and ignite the best and most inspired performance fromand ignite the best and most inspired performance fromour followers.our followers.



It is E( that will solve ourIt is E( that will solve our

retention morale problemsretention morale problems



@reate synergy from@reate synergy from

teamwor" teamwor"



peed our information by way ofsophisticated people networks

Why use E( in the wor"place Why use E( in the wor"place



$he worplace 0 worplace$he worplace 0 worplaceculture is chan&in&. $oday theculture is chan&in&. $oday theemphasis is more on peopleemphasis is more on peoplefocused style of leadership.focused style of leadership.$oday employees are motivated$oday employees are motivatedby the relationship they have inby the relationship they have in

their worplace 0 EI seems lietheir worplace 0 EI seems liea lo&ical framewor to help builda lo&ical framewor to help buildthese relationships. Emotionsthese relationships. Emotionsinfluence all aspect of our lives.influence all aspect of our lives.Its impossible to separate themIts impossible to separate them

from wor. $hey play a lar&efrom wor. $hey play a lar&erole in how others perceive usrole in how others perceive usthrou&h our tone of voice, facialthrou&h our tone of voice, faciale*pressions and bodye*pressions and body lan&ua&e.lan&ua&e.

EQ in the !orkplaceEQ in the !orkplace



It is really very sad that after so much researchIt is really very sad that after so much researchon the benefits of Emotional Intelligence, tooon the benefits of Emotional Intelligence, too

many managers and leaders continue to ignoremany managers and leaders continue to ignore

the facts They're stuc" in their old patterns ofthe facts They're stuc" in their old patterns of

intimidation and coercion, demorali)ingintimidation and coercion, demorali)ingemployees and creating attitudes of grudgingemployees and creating attitudes of grudging

compliance The point to remember iscompliance The point to remember is

Emotional Intelligence is learnable 3ll thatEmotional Intelligence is learnable 3ll that

needs to happen is for managers and leaders toneeds to happen is for managers and leaders tosee the benefit of doing sosee the benefit of doing so

3pplication of E( in the 3pplication of E( in the

Wor"place Wor"place



pp

EI is increasingly being applied to organi)ationalEI is increasingly being applied to organi)ationallevel initiatives such as wor"force planning,level initiatives such as wor"force planning,performance management, strategic and culturalperformance management, strategic and culturalchange as well as the recruitment processchange as well as the recruitment process

3ccording to Aim Hunter, @EB at *enos, issues of 3ccording to Aim Hunter, @EB at *enos, issues ofemployee retention and employer of choice areemployee retention and employer of choice arefront of mind in many corporations ;EI is beingfront of mind in many corporations ;EI is beingseen as an e.cellent medium to enhance theseen as an e.cellent medium to enhance theenvironment, culture, leadership and teamenvironment, culture, leadership and teamdynamic within an organi)ation<dynamic within an organi)ation<

Managing &on"lictManaging &on"lictin the Worplace singin the Worplace sing



in the Worplace singin the Worplace sing

Emotional IntelligenceEmotional Intelligence

4hy onflict Arises4hy onflict Arises



Type “A PersonalityType “A Personality

!s"

Type “# Personality

Type +A+ ersonalityType +A+ ersonality



9ighly ompetiti3e9ighly ompetiti3e

=trong ersonality=trong ersonality

<estless when inacti3e<estless when inacti3e=eeks romotion=eeks romotion

unctualunctual

Thri3es on deadlinesThri3es on deadlines/ulti Lobs at once/ulti Lobs at once



Asserti3e eopleAsserti3e eople



ody languageody language % =tands straight=tands straight

% Appears composedAppears composed

% =miles=miles % /aintains eye contact/aintains eye contact

Herbal languageHerbal language

% **%etDs+%etDs+ % **9ow shall we do this5+9ow shall we do this5+

% ** think? 4hat do you think5+ think? 4hat do you think5+

** would like + would like +

Types of onflictTypes of onflict



4ithin an indi3idual4ithin an indi3idual

etween two indi3idualsetween two indi3iduals

4ithin a team of indi3iduals4ithin a team of indi3iduals

etween two or more teams within anetween two or more teams within an

organi@ationorgani@ation

auses of conflictauses of conflict



onflict of aims different goalsonflict of aims different goals onflict of ideas differentonflict of ideas different

interpretationsinterpretations

onflict of attitudes differentonflict of attitudes differentopinionsopinions

onflict of beha3ior differentonflict of beha3ior different

beha3iors are unacceptablebeha3iors are unacceptable

=tages of onflict=tages of onflict



onflict arisesonflict arisesositions are stated and hardenedositions are stated and hardened

Actions, putting into action theirActions, putting into action their

chosen planchosen plan<esolution555<esolution555

re3enting onflictre3enting onflict



Assess positi3e and negati3eAssess positi3e and negati3epersonality traits of people in3ol3edpersonality traits of people in3ol3ed

>etermine personality type>etermine personality type

% Aggressi3eAggressi3e % =ubmissi3e=ubmissi3e

% Asserti3eAsserti3e

Assess if people are intro3ert orAssess if people are intro3ert orextro3erts...extro3erts...




<e3iew past conflicts<e3iew past conflictsAssess communication skills of thoseAssess communication skills of those

in3ol3edin3ol3ed

<ead body language of participants<ead body language of participants




Try to reduce conflictTry to reduce conflict % <eali@e that communication is colored by<eali@e that communication is colored by

personal experience, beliefs, fear,personal experience, beliefs, fear,

preLudicespreLudices

% Try to be neutralTry to be neutral

% lan the timing and place of thelan the timing and place of the

con3ersationcon3ersation

% <eali@e that outside stress may add to<eali@e that outside stress may add to

confrontationconfrontation

% EliminateGreduce external interruptionsEliminateGreduce external interruptions




/anage the language used/anage the language used

% Jeutral 3s. loaded wordsJeutral 3s. loaded words

% <educe technical language<educe technical language

% Allow for cultural differences in languageAllow for cultural differences in language

% 4ords may ha3e different meanings for4ords may ha3e different meanings for

different people?ask them to elaboratedifferent people?ask them to elaborate

Aids to ommunicationAids to ommunication



%isten Acti3ely%isten Acti3ely<elax<elax

#bser3e body#bser3e body

languagelanguage

>e3elop interest in>e3elop interest in

others interestsothers interests

Ask for clarificationAsk for clarification

lan what you arelan what you are

going to saygoing to say

Tailor words toTailor words topersonperson

>etermine the best>etermine the best

timingtiming

>etermine the best>etermine the best

placeplace

4hy is the4hy is the

con3ersationcon3ersationnecessarynecessary

ersonalities who cause conflictersonalities who cause conflict



Aggressor Aggressor assi3eassi3e

AbsenteeAbsentee

Error proneError prone

Jegati3e attitudeJegati3e attitude

hatterboxhatterbox

>o nothing>o nothing

ersonalities who cause conflictersonalities who cause conflict



CnreliableCnreliableTime waster Time waster

<esentful person<esentful person

4ADem method4ADem method



44hatDs bothering you5hatDs bothering you5

% -4hat do +ou 'ant to %sk the

person to do8

1heck in to see if 'hat +ou9ve asked

for can happen

EI is (eing seen as an eCcellentEI is (eing seen as an eCcellentmedium to enhance themedium to enhance theen#ironment culture leadershipen#ironment culture leadership



en#ironment) culture) leadershipen#ironment) culture) leadership

and team dynamic %ithin anand team dynamic %ithin anorgani8ation.0organi8ation.0

uoteuote**6ou can buy peopleDs time; you can6ou can buy peopleDs time; you can



* 6ou can buy peopleDs time; you can 6ou can buy people s time; you can

buy their physical presence at abuy their physical presence at a

gi3en place; you can e3en buy agi3en place; you can e3en buy a

measured number of muscularmeasured number of muscular

motions per hour. ut you cannotmotions per hour. ut you cannotbuy enthusiasm?you cannot buybuy enthusiasm?you cannot buy

loyalty?you cannot buy the de3otionloyalty?you cannot buy the de3otion

of their hearts. This you must earn."of their hearts. This you must earn."

Emotional /m(i#alence "uelsEmotional /m(i#alence "uelsorgani8ational successorgani8ational success



"reativity Innovation & Emotional"reativity Innovation & EmotionalIntelligence #$Intelligence #$

People who are emotionally ambivalent %People who are emotionally ambivalent %

simultaneously feeling positive andsimultaneously feeling positive andnegative emotions % tend to be morenegative emotions % tend to be more

creative in the workplace than those whocreative in the workplace than those who

feel ust happy or sad, or lack emotion atfeel ust happy or sad, or lack emotion at

all, according to a new study.all, according to a new study.



:he tas o" the leader is to get his:he tas o" the leader is to get hispeople "rom %here they are to %herepeople "rom %here they are to %herethey ha#e not (een.they ha#e not (een. 6 =enry Pissinger 6 =enry Pissinger

eaders in Emotional Intelligenceeaders in Emotional Intelligence



7olid ,pure human

relations and support are

the ey to any success

Talal Abu 0ha@aleh

>omin& to&ether is a

be&innin&1 eepin& to&ether

is pro&ress1 worin&

to&ether is success.

9enry !ord

=irst they i&nore you,

then they lau&h at you,

then they fi&ht you,

then you win

/ohandas 0andhi ersonality is reduced and deformed

with depleted thou&hts and sta&nant

mind.

7ing 5ussein

I have found that bein&honest is the best

technique I can use.

Li&ht up front, tell people

what you're tryin& to

accomplish and what

you're doin&... %ee%ee

acoccaacocca

In times of rapid chan&e,

e*perience could be your

worst enemy.

P. aul 0etty

7uccess is a lousy teacher. It

seduces smart people into

thinin& they can't lose . ill

0ates

ou achieve+our goals 'itha smile or alaugh. .

:he ' eaders <oles in EI:he ' eaders <oles in EI



1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Efective RELATIONSHIS

:he Q <eKuirements "or:he Q <eKuirements "oreadership Beha#ioreadership Beha#ior



eadership Beha#ioreadership Beha#ior

1- Sho!" Enthu"ia"#

2- Su$$ort" Other eo$le% &eco#e 'enuinel( intere"te) inother $eo$le* - +ale ,arnegie

3- Recognie in)ivi)ual efort"% 'ive hone"t. "incerea$$reciation* . +ale ,arnegie




/- Li"ten to in)ivi)ual0" i)ea" an) $role#"

% &e a goo) li"tener Encourage other" total aout the# "elve"* . +ale ,arnegie

Ignoring.

reten)ing .Selective .

E#$athetic



pp

:- +evelo$ other $eo$le

LEA+ERS create LEA+ERS



Inspired to (ecome a leaderInspired to (ecome a leaderS:/<: $HWS:/<: $HW



11Have a )rea# ;VISIONHave a )rea# ;VISION

22'A anal("i" ;SEL< A=ARNESS'A anal("i" ;SEL< A=ARNESS

33lan ;SMART lan ;SMART

/ / Act ; ENTH9SIASM Act ; ENTH9SIASM

44Evaluate ; RE,HAR'E >O9R &ATTERIESEvaluate ; RE,HAR'E >O9R &ATTERIES



Initiati#e Initiati#e



E*ecutives and mana&ers whoE*ecutives and mana&ers whoare rather low in initiative ill beare rather low in initiative ill berespondin& to events, rather thanrespondin& to events, rather thanbein& proactive, thereby findin&bein& proactive, thereby findin&themselves in continual crisisthemselves in continual crisis

mode. lus when leaders arentmode. lus when leaders arentutiliin& initiative, they may fail toutiliin& initiative, they may fail toseie strate&ic opportunities,seie strate&ic opportunities,either because they haventeither because they haventstarted their analysis and plannin&started their analysis and plannin&

process early enou&h or becauseprocess early enou&h or becausethey may resist tain& even wellthey may resist tain& even wellcalculated riss.calculated riss.

Sound decision6maingSound decision6maing



If a mana&er or e*ecutive isIf a mana&er or e*ecutive islow in their ability to maelow in their ability to maesound decisions this will onlysound decisions this will onlybe accentuated in a period ofbe accentuated in a period of&reat uncertainty and&reat uncertainty and

turbulence. E*ecutives low inturbulence. E*ecutives low inthis area may spend morethis area may spend moretime than they can afford to intime than they can afford to inanalysis, may notanalysis, may notdemonstrate the coura&e todemonstrate the coura&e to

mae choices, may avoidmae choices, may avoidtain& responsibility, and maytain& responsibility, and maylac the commitment tolac the commitment toe*ecute a decision fully.e*ecute a decision fully.

EmpathyEmpathy



When mana&ers and e*ecutivesWhen mana&ers and e*ecutivesdont demonstrate enou&hdont demonstrate enou&hempathy in times of uncertaintyempathy in times of uncertaintyor crisis, they will liely be seenor crisis, they will liely be seenas indifferent, uncarin& and in4as indifferent, uncarin& and in4

authentic % all of which will maeauthentic % all of which will maeemployees be less cooperativeemployees be less cooperativeand less communicative. $heand less communicative. $hemana&er may be left feelin&mana&er may be left feelin&misunderstood, and will havemisunderstood, and will have

difficulty Breadin&C theirdifficulty Breadin&C theiremployeesemployees

&ommunication&ommunication

- d i ill b- d i ill b



-anagers and e.ecutives will be-anagers and e.ecutives will behampered to an e.traordinaryhampered to an e.traordinarydegree if they don’t use ade!uatedegree if they don’t use ade!uatecommunication s"ills duringcommunication s"ills duringturbulent times y notturbulent times y notcommunicating well enoughcommunicating well enoughmanagers will tend to avoidmanagers will tend to avoid

getting into dialogue aboutgetting into dialogue aboutimportant issues, will often onlyimportant issues, will often onlycommunicate good news and willcommunicate good news and willtend to try to hide bad news –tend to try to hide bad news –hurting trust, and will have greathurting trust, and will have greatdifficulty in managingdifficulty in managingcomplicated issues In addition,complicated issues In addition,

they will appear unavailable andthey will appear unavailable anduncaring to others, which willuncaring to others, which willhurt teamwor" and cooperationhurt teamwor" and cooperation

In"luenceIn"luence



!hen e'ecutives and managers !hen e'ecutives and managersare low in the managementare low in the managementcompetency of influence they willcompetency of influence they willfail to leave the right impression,fail to leave the right impression, will tend to alienate others rather will tend to alienate others rather

than getting support, may end upthan getting support, may end up working too independently and working too independently andeven against the group, and willeven against the group, and willhave difficulty motivating thehave difficulty motivating thegroup (uickly enough to addressgroup (uickly enough to addressthe eminent challengethe eminent challenge

/dapta(ility/dapta(ility

4ith t i th bilit t b4ith t i th bilit t b



4ithout ramping up the ability to be4ithout ramping up the ability to be

more adaptable in a time ofmore adaptable in a time ofturbulence and uncertainty manyturbulence and uncertainty manyexecuti3es and managers will tendexecuti3es and managers will tendto respond negati3ely to new,to respond negati3ely to new,changing situations. n addition,changing situations. n addition,they may show emotional strain tothey may show emotional strain to

others when they ha3e to shiftothers when they ha3e to shiftpriorities; tend to express, or simmerpriorities; tend to express, or simmerwith, frustration with change M e3enwith, frustration with change M e3enif it is for a positi3e purpose; willif it is for a positi3e purpose; willha3e difficulty adapting theirha3e difficulty adapting theirresponses and tactics to fit theresponses and tactics to fit theemerging circumstances; andemerging circumstances; and

ultimately will often be hesitant inultimately will often be hesitant intaking on new challenges.taking on new challenges.



/d#ice on sing/d#ice on sing



Emotional Intelligence inEmotional Intelligence in

Lour i"e Lour i"e

Do not undermineDo not undermineyour worth byyour worth by

comparing yourselfcomparing yourself



with others+with others+t is because we aret is because we are

dierent that eachdierent that each

of us is special+of us is special+6o not set +our goals6o not set +our goals

b+ 'hat other peopleb+ 'hat other people

deem important.deem important.

,nl+ +ou kno' 'hat,nl+ +ou kno' 'hat

is best for +ou;.is best for +ou;.

6o not let +our life6o not let +our lifeslip through +ourslip through +our

$ngers b+ living in$ngers b+ living in

the past nor for thethe past nor for the



6o not give up 'hen6o not give up 'hen

+ou still have+ou still havesomething to give.something to give.

Nothing is reall+Nothing is reall+

over until theover until the

moment +ou stopmoment +ou stop

tr+ing.tr+ing.

#t is a fragile thread#t is a fragile thread

th t bi d tth t bi d t

future.future.)+ living +our life)+ living +our life

one da+ at a time0one da+ at a time0

+ou live all the da+s+ou live all the da+s

of +our life.of +our life.

6o not shut6o not shut

6o not be afraid to6o not be afraid toencounter risks. #t isencounter risks. #t is

b+ taking chancesb+ taking chances

that 'e learn ho' tothat 'e learn ho' to



6o not shut

love out of +ourlove out of +ourlife b+ sa+ing itlife b+ sa+ing it

is impossible tois impossible to

$nd. The$nd. The<uickest 'a+ to<uickest 'a+ to

receive love isreceive love is

to give love=to give love=the fastest 'a+the fastest 'a+

to lose love isto lose love is

to hold it tooto hold it too

that 'e learn ho' tothat 'e learn ho' to

be brave.be brave.

+our+ourdreams.dreams.

To beTo be



To beTo be

'ithout'ithoutdreams isdreams is

to beto be

'ithout'ithouthope= tohope= to

bebe

'ithout'ithouthope is tohope is to

bebe

'ithout'ithout



5ust do it(QQ/any of lifeDs failures are people who did not/any of lifeDs failures are people who did not

reali@e how close they were to success whenreali@e how close they were to success when

they ga3e up.Dthey ga3e up.D

T. EdisonT. Edison

&onclusion&onclusion



Thus in today's scenario its veryThus in today's scenario its veryimportant for any manager orimportant for any manager ore.ecutive to learn this s"ill of e.ecutive to learn this s"ill of Emotional ntelligenceEmotional ntelligence

We all can be emotionally intelligent We all can be emotionally intelligent by practicing it as it is a very much by practicing it as it is a very muchtrainable s"illtrainable s"ill

+ets learn it and use it for+ets learn it and use it fororgani)ational as well as for ourorgani)ational as well as for ourpersonal successpersonal success

18685284-Emotional-Intelligence-Test.ppt

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Transcript of 18685284-Emotional-Intelligence-Test.ppt