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Emotional Intelligence- The key to success in the workplace

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Emotional Intelligence- The key to success in the workplace Based on the work of Daniel Goleman Introductory remarks Success in the workplace is determined less by IQ ... – PowerPoint PPT presentation

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Title: Emotional Intelligence- The key to success in the workplace


1
Emotional Intelligence- The key to success in the
workplace
  • Based on the work of Daniel Goleman

2
Introductory remarks
  • Success in the workplace is determined less by IQ
    and more by Emotional Intelligence (EI).
  • EI is necessary for people to work together in
    harmony towards the organisations goals
  • EI is largely learnt.
  • EI is nothing but maturity and character.

3
Why EI is important
  • Good leadership works through emotions
  • Emotions are important because of the open loop
    nature of the limbic system.
  • Open loop system depends on external forces to
    regulate itself.
  • People rely on connections with others for their
    emotional stability

4
  • Negative emotions must be controlled
  • Anger, anxiety and depression can divert
    attention from the task at hand.
  • An upset person finds it difficult to empathise
    with others.
  • On the other hand, positive emotions increase
    optimism, helpfulness and creativity.
  • Emotionally intelligent leaders create resonance.

5
  • Effective leadership involves a combination of
    feeling and thought
  • In many situations, especially during stress and
    emergency, the emotional centres command the rest
    of the brain
  • The ability to sooth the surge of emotions
    particularly intense surges is an important
    skill.
  • The brains design means that a person has little
    control over when he or she is swept by an
    emotional wave.
  • However, through effort, behavior change or even
    medication, individuals can exert control over
    how long and intensely an emotion will endure.

6
EI Components
  • Self awareness
  • Self Management
  • Motivation
  • Empathy
  • Social Skills

7
EI Components-In more detail.
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12
Self Awareness
  • Emotions can be and often are unconscious as well
    as conscious.
  • They begin before we are rationally aware of an
    oncoming feeling.
  • Unconscious emotions can have a powerful effect
    on our thoughts and reactions, even though we are
    not aware of them.
  • When we become conscious of these feelings, then
    we can evaluate and better control them.
  • Therefore, self-awareness is the foundation for
    managing emotions, such as being able to shake
    off a bad mood.

13
  • A self-aware person who knows that tight
    deadlines bring out the worst in him will plan
    his time carefully and get his work done well in
    advance.
  • Someone who is highly self-aware will be able to
    be firm turning down a job offer that is tempting
    financially but does not fit with his principles
    or long-term goals.

14
  • How can one recognize self-awareness?
  • It shows itself as candor and an ability to
    assess oneself realistically.
  • People with high self-awareness are able to speak
    accurately and openly about their emotions and
    the impact they have on their work
  • One of the hallmarks of self-awareness is a
    self-deprecating sense of humor.

15
  • Self- aware people know - and are comfortable
    talking about - their limitations and strengths,
    and they often demonstrate a thirst for
    constructive criticism.
  • Self-aware people know well their capabilities
    and are less likely to set themselves up to fail
    by, for example, overstretching on assignments.
  • They know when to ask for help.
  • And the risks they take on the job are
    calculated. They won't ask for a challenge that
    they know they can't handle alone.
  • They'll play to their strengths.

16
Emotional awareness
  • Understanding our emotions
  • Understanding the links between our feelings and
    our thoughts and actions
  • Realising how feelings affect performance

17
Self assessment
  • Awareness of our strengths and weaknesses
  • Ability to reflect and learn from experience
  • Openness to feedback
  • Sense of humour
  • Sense of perspective

18
Self confidence
  • Self assured presence
  • Voicing unpopular views
  • Decisiveness even under pressure and uncertainty

19
Self Regulation
  • Self-mastery and the ability to withstand
    emotional storms is a valuable competency.
  • Managing emotions is a full-time job.
  • Many of the things we do every day, from work to
    recreation, are attempts to manage mood.
  • The signs of emotional self-regulation include
    reflection and thoughtfulness comfort with
    ambiguity, change, an ability to say no to
    impulsive urges.

20
Self control
  • Controlling impulse
  • Getting on top of distressing emotions
  • Staying composed even under pressure
  • Thinking clearly and staying focused under
    pressure

21
Trustworthiness
  • Acting ethically
  • Reliable and authentic
  • Ability to admit mistakes
  • Ability to confront unethical actions
  • Taking tough principled stands even if they are
    unpopular

22
Conscientiousness
  • Meeting commitments
  • Keeping promises
  • Self accountable
  • Organised and careful in the workplace

23
Adaptability
  • Ability to handle multiple demands and shifting
    priorities and rapid change
  • Adapting responses and tactics to fluid
    circumstances
  • Flexibility in seeing and interpreting events
  • Positive and cheerful disposition

24
Innovation
  • Seeking out new ideas from various sources
  • Entertaining original solutions to problems
  • Generating new ideas
  • Taking fresh perspectives and risks in their
    thinking

25
Motivation
  • Positive motivation is crucial to achievement.
  • Emotions determine motivation levels, ie how
    people get on in life because they can enhance or
    limit the capacity to use innate abilities.
  • Such people seek out creative challenges, love to
    learn, and take great pride in a job well done.
  • They also display an unflagging energy to do
    things better.
  • They often seem restless with the status quo.
  • They are persistent with their questions about
    why things are done one way rather than another
    they are eager to explore new approaches to their
    work

26
Achievement drive
  • Result orientation
  • Setting challenging goals and taking calculated
    risks
  • Always looking for ways to improve performance

27
Commitment
  • Focused on larger organisational goal
  • Sense of purpose
  • Aligned with core values of the organisation

28
Initiative
  • Readiness to seize opportunities
  • Pursuing goals beyond what is ready or expected
  • Cutting through red tape and bending the rules
    when necessary to get the job done
  • Mobilising others through unusual, enterprising
    efforts

29
Optimism
  • Persistence in seeking goals despite obstacles
    and setbacks
  • Operating out of hope rather than fear of failure
  • Seeing setbacks with the right perspective

30
Empathy
  • Rapport, the root of caring, arises from the
    capacity for empathy.
  • Those who can read the feelings of other people
    are better adjusted, more popular, more outgoing
    and more sensitive.
  • These are the people who are more likely to carry
    different members of the team along.

31
  • Empathy doesn't mean adopting other people's
    emotions as one's own and trying to please
    everybody.
  • Empathy means thoughtfully considering employees'
    feelings - along with other factors - in the
    process of making intelligent decisions
  • Empathy is particularly important today as a
    component of leadership for various reasons the
    increasing use of teams the rapid pace of
    globalization and the growing need to retain
    talent.

32
Understanding others
  • Paying attention to emotional cues and listening
    well
  • Showing sensitivity and understanding others
    perspectives
  • Helping others based on their needs and feelings

33
Developing others
  • Acknowledging and rewarding peoples strengths
    and accomplishments
  • Offering useful feedback and identifying peoples
    needs for further growth
  • Mentoring and coaching

34
Service orientation
  • Understanding customer needs
  • Looking for ways to improve customer satisfaction
    and loyalty
  • Gladly offering appropriate assistance
  • Taking the customers perspective

35
Leveraging diversity
  • Respecting and relating well to people from
    varied backgrounds
  • Understanding diverse world views and being
    sensitive to group differences
  • Viewing diversity as an opportunity
  • Challenging bias and intolerance

36
Political awareness
  • Accurately reading power relationships
  • Accurately reading organizational and external
    realities
  • Understanding the forces that shape the views and
    actions of clients, customers and competitors

37
Social skills
  • The ability to express feelings is a key social
    competence.
  • Emotions are contagious.People send emotional
    signals during every encounter and unconsciously
    imitate the emotions that others emanate.
  • The better we are at sensing the emotions of
    others and controlling the signals we send, the
    more we can control the effect we have on others

38
  • Social skill is not just a matter of
    friendliness.
  • Social skill is friendliness with a purpose
    moving people in the desired direction, whether
    that's agreement on a new marketing strategy or
    enthusiasm about a new product.
  • Socially skilled people tend to have a wide
    circle of acquaintances.
  • That doesn't mean they socialize continually it
    means they work according to the assumption that
    nothing important gets done alone.

39
  • Such people have a network in place when the time
    for action comes.
  • Social skill is the culmination of the other
    dimensions of emotional intelligence.
  • People have strong social skills when they can
    understand and control their own emotions and can
    empathize with the feelings of others.
  • Even motivation contributes to social skill.

40
Influence
  • This involves skills in winning people.
  • Sometimes it involves over-dramatising some
    points
  • Ability to fine tune the pitch to appeal to the
    listener is important.
  • It often involves using influence to build
    consensus and support

41
Communication
  • Ability to register emotional cues
  • Good at listening
  • Information sharing
  • Receptiveness to bad news

42
Conflict management
  • Ability to deal with tense situations with
    diplomacy and tact
  • Spotting potential conflicts and bringing them
    out into the open
  • Encouraging debate and open discussion
  • Ability to orchestrate win win solutions

43
Leadership
  • Arousing enthusiasm for a shared vision/mission
  • Stepping forward to lead as needed regardless of
    position
  • Guiding the performance of others while holding
    them accountable
  • Leading by example

44
Change management
  • Recognising the need for change and removing
    barriers
  • Challenging the status quo and acknowledging the
    need for change
  • Championing the change and enlisting others in
    its pursuit
  • Modelling the change expected of others

45
Building bonds
  • Cultivating and maintaining extensive informal
    networks
  • Seeking out mutually beneficial relationships
  • Building rapport
  • Maintaining good personal relationships with
    colleagues

46
Collaboration and cooperation
  • Balance between task and relationships
  • Cooperating, sharing plans, information and
    resources
  • Promoting a friendly cooperative climate
  • Spotting and nurturing opportunities for
    collaboration

47
Team capabilities
  • Modelling team qualities like respect,
    helpfulness and cooperation
  • Drawing all members into active and enthusiastic
    participation
  • Building team identity, team spirit and
    commitment
  • Presenting the group and its reputation
  • Sharing credit
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