EMOTIONAL INTELLIGENCE

BY: SOFT SKILLS WORLD

What is Intelligence?

• Typically focused on– analytic reasoning– verbal skills– spatial ability– attention– memory– judgement

• Murky concept with definitions by many experts...

What is Emotional Intelligence?

EI – “Street Smarts”

• Not aptitude, vocational interest, or personality• Can be improved by coaching, training and experiences

A program for intra and inter personal effectiveness of the

people

INTRAPERSONAL + INTERPERSONAL = EI

This is inner intelligence we use to know, understand and

motivate ourselves

This is outer intelligence we use to sense, understand & manage our

relationships with others

1. Self-Awareness2. Self Emotion Management3. Self Motivation

4. Social Awareness5. Empathy (Social Skills)

The Core Capabilities

Short Clip on EI Vs IQ

IQ has been the traditional measure of ‘intelligence’ i.e. technical skills

EQ means - how well a person can perform in a particular job. It is the capacity to recognize our own feelings and feelings of others, to motivate ourselves, and to manage our emotions and our relationship

EQ has two major dimensions of competence:

1. Personal Competencies

2. Social Competencies

Difference Between EQ and IQ

• “Being nice”•Letting feelings

hang out”

Another viewpoint forEmotional Intelligence (EI)?

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.

There are three components of Personal Competence

I. Self-Awareness

II. Self-Regulation

III. Motivation

Know one’s own strengths and limitations

Personal Competence(How well we manage ourselves)

I. SELF-AWARENESS

Focus on professional and personal improvement

Look for opportunities to improve a development area

Seek feedback from staff, at all levels

Acknowledge strengths, personal attributes as well as areas for improvement

Capable of showing restraint when working under conditions of stress, frustration and tension

Maintain a balance between one’s professional and personal lives

Know when and how to say “No”

Be open to candid feedback, continuous learning and self-development

Thirst for constructive criticism

Present oneself with self-assurance

Value of taking time for self- awareness requires abilities

• To recognize appropriate body cues and emotions• To label cues and emotions accurately• To stay open to unpleasant as well as pleasant emotions• Includes the capacity for experiencing and recognizing multiple and conflicting emotions

II. SELF-REGULATION

Manage one’s impulsive feelings and distressing emotions during stressful situations by staying calm and composed

Build trust by demonstrating reliability

Admit one’s own mistakes and assume responsibility for them.

Take tough, principled stands, even if they are unpopular

Follow through on promises and commitments

Tactfully confront other colleagues, if their behavior is less than ethical

III. MOTIVATION

A passion to reach goals with energy Maintain a result-oriented, high drive in order to meet

standards and objectives Make sacrifices and contributions above and beyond

the call of normal duty to meet larger organizational goals

Take pride in and be passionate above your own work Deviate from established rules and procedures, when

necessary, to get the job done Mobilize others, through extraordinary, enterprising

efforts Persist in reaching goals, despite obstacles and

setbacks

It has two competencies

I. Social Awareness / Empathy – Understanding others’ feelings and concerns and treating them accordingly

II. Social Skills – Ability to find common ground and building rapport to induce desirable responses in others

Social Competence

I. EMPATHY

Be attentive to emotional signals, listen well, be sensitive and understanding of others’ perspectives

Offer to help out based on an understanding of others’ needs and feelings.

Give timely and regular guidance / coaching

Seek ways to increase colleagues’ satisfaction and loyalty

Respect and relate well to individuals of varied backgrounds

Understand diverse work views and be sensitive to group difference

Generously and gladly offer appropriate assistance

Challenge others’ biases and intolerances

Understand a colleague’s perspectives and act as a trusted advisor

Developing empathy links to

• Greater emotional stability

• Greater interpersonal sensitivity

• Better job performance

Developing empathy

II. SOCIAL – SKILLS

Develop skills at influencing and winning people over

Seek mutual understanding

Welcome the sharing of information, plans and resources with other colleagues fully

Deal with difficult issues in a straightforward manner

Foster open communication, stay open-minded to negative, as well as positive news.

The danger of the socially nice personality

• Have you ever met a nice person, but the “bells have gone off?”

• Charisma draws in but not always to desired ends, e.g., Hitler, Jim Jones.

• Empathy can be faked; so can other emotions.

The art of social relationships--managing emotions in others

Some Gender Differences

• More willing to compromise social connectedness for independence

• Not as good as women at this

• Less adept than women overall

• More physiologically overwhelmed by marital conflict

• Greater need for connectedness

• Have a wider range of emotions

• Better at reading emotions

• Better at developing social strategies overall

• Perhaps more engaged in marital conflict

The EI Framework

Self OthersAw

aren

ess

Actio

ns

Self Awareness

Social Awareness

Self Management

SocialSkills

There is only corner of universe that can be certain of improving : that is your own self

There is nothing either good or bad but thinking makes It so

The ways that people treat us are reflections of the ways we treat ourselves

Managers need to get to know and trust their people as individuals instead of relying on systems and controls.

Direct personal contact and coaching keeps managers appraised of real business challenges through a shared understanding

Self Motivation

E-motion

- Is the spirit that moves

EI Competence Model

Self Awareness Social Awareness

Self Management Social Skills

• Adopt positive Self-Talk• Build your “A” Team (Support Network)• Find an inspirational Mentor• Create an Environment where you will feel Happy

Ability to

• Recognize Stressful feelings• Take time out• Shift focus away from racing mind or disturbing emotions• Look for more effective response to this stressful situation• Listen to what the heart says

Ability to see ourselves to be aware of

• Our Goals – Immediate & Long-term• Beliefs about us and others• Things that drive us to work• Rules we live by• Values we hold dear • Our Inner voice

Motivation

Ability to

• Know boundaries of relationships• Check out Expectations• Review Own perceptions• Review others’ perception of you• Examine interactions• Determine the desired outcomes

Ability to help others to

• Develop their emotional capability• Resolve differences• Solve problems• Communicate effectively• Become motivated

EI Importance to the Workplace

• Enhance cognitive processes• Decision Making• Encouraging flexibility and

change• Organizational culture

management• Shift to team based workplace

Importance of EI in Organizations

The higher you go, the more EI matters--the more SOCIAL COMPETENCE matters

• Workplace EQ traits– influence, communication, leadership, change catalyst, conflict

management, building bonds, collaboration and cooperation; team capabilities

• Army Values– leadership, duty, respect, selfless service, honor, integrity,

personal courage

Importance of EI to Organizations, too

• 50% of work satisfaction is determined by the relationship a worker has with… his/her boss.• EI is a prerequisite for effective leadership across borders.

– Requires a high level of self-mastery and people skills; ability to put yourself into the positions of others.

EQ Map

• Developed by Esther Oriolo and Robert K Cooper “Unique non-judgmental, interactive approach to assessing many

areas including emotional intelligence, stress, self-esteem, resiliency, and creatively.” (Cherniss, Goleman 2001, 118)

BuildingTrusting

Relationships

Creating the FutureInnovation

Unique Potential

Increasing Energy and Effectiveness Under

Pressure

Initiative

Success

Managing one’s own emotions

• EI is like a smoke alarm--we’re not good at influencing whether a particular emotion will arise. EI tells us something is arising.

• We do have tremendous individual variability in the degree to which we can consciously limit the duration of unpleasant emotions and the degree of influence over the behaviors which may arise.

Self regulation

Out of control emotions• Impair reasoning (even smart people sometimes act stupidly)• May increase the likelihood that chronic emotional problems will result, (e.g., clinical depression or chronic anxiety or hostility)

Managing one’s own emotions

Emotional development

• We develop external strategies first

• Then we develop social strategies

• Girls do better at developing strategies overall

The more

strategies

the better

Managing one’s own emotions

Using emotions to maximize intellectual processing and decision making

• As a person matures, emotions begin to shape and improve thinking by directing a person’s attention to important changes, (e.g., a child worries about his homework while continually watching TV. A teacher becomes concerned about a lesson that needs to be completed for the next day. The teacher moves on to complete the task before concern takes over enjoyment.

Mayer and Salovey, 1995

self motivation

Utilizing mild emotional swings to perform one’s options more effectively

• “Gut feeling” can be used to effectively guide decisions--a neurological understanding of how unconscious and conscious gut feelings guide decisions, e.g., when prioritizing, emotions help move the decisions.

Using emotions to maximize intellectual processing and decision making

• Harness emotions to promote or hinder motivation. (Anxiety, hostility, sadness)

• Emotional swings to increase the accuracy of one’s perspective on future events.

What is Your EQ???

Let’s Have a Test

There are instruments to measure EI...

• Take time for mindfulness• Recognize and name emotions• ID the causes of feelings• Differentiate having the

emotion and doing something about it

• Learn optimism to challenge distortion

• Learn distraction techniques• Listen to voice of experience• Develop Listening skills

Advantages of Using EI

• Paper appearances can be deceiving• Candidates aware of emphasis placed on

emotional intelligence within the organization• IQ can indicate what profession an individual

can hold, EQ will be a more powerful predictor of performance

• EI dependent on situational factors• Assumes stability across all situations • Length of testing – sufficient proof? • Congruency between self-evaluation and recruiter

evaluation• Certain jobs not dependent on level of Emotional

Intelligence

Disadvantages of Using EI

Conclusion• Different EI components are more relevant depending on specific job requirements• Training can be used as a way to increase EI of employees• Bar-On provides the only statistically proven method of determining an individual’s EI,

therefore choose methods wisely• Must consider that EI is a relatively new method for predicting job performance, and

longer studies may be required to confirm validation of methods

Tan Q