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Emotional INTELLIGENCE

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EMOTIONAL INTELLIGENCE Leadership Detroit 32 Steve Gravenkemper, Ph.D. steve.gravenkemper_at_plantemoran.com 12.09.10 PRESENTER Steve Gravenkemper, Ph.D., Partner Plante ... – PowerPoint PPT presentation

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Title: Emotional INTELLIGENCE


1
Emotional INTELLIGENCE
  • Leadership Detroit 32

Steve Gravenkemper, Ph.D. steve.gravenkemper_at_plant
emoran.com
12.09.10
2
pRESENTER
  • Steve Gravenkemper, Ph.D., Partner
  • Plante Moran27400 Northwestern HighwayP.O.
    Box 307Southfield, Michigan 48037
  • E-mail steve.gravenkemper_at_plantemoran.comPhone
    248.223.3699

3
What is emotional intelligence?
  • Exercise 1 Brief Discussion

4
Two Sides of Emotional Intelligence
  1. Personal Competence Managing ourselves
  2. Social Competence Handling relationships

5
Competencies
  • Personal traits or a set of habits that lead to
    more effective or superior job performance.

6
Personal Competence Managing ourselves
  • Self-awareness Knowing ones internal states,
    preferences, resources, and intuitions
  • Self-regulation Managing ones internal states,
    impulses, and resources
  • Motivation Emotional tendencies that guide or
    facilitate reaching goals

7
Social Competence Handling relationships
  • Empathy Awareness of others feelings, needs,
    and concerns
  • Social skills Adeptness at inducing desirable
    responses in others

8
Why Bother?
  • Its not logical
  • Its not in my comfort zone
  • Im a technical problem solver, not a people
    problem solver

9
Why Emotional Intelligence Matters?
  • The competency study explored
  • 187 different job titles
  • 121 different companies
  • Evaluated essential competencies for a job
  • Two types of competencies evaluated
  • Cognitive technical skills
  • Emotional competencies

10
Survey says
  • What percentage of these competencies do you
    think were cognitive or technical skills?
  • What percentage of these competencies do you
    think were emotional competencies?
  • Results
  • Two out of three competencies were emotional
    competencies.

11
Top Executives That Derail
  • Two key factors emerged from top executives who
    failed (page 40)
  • Rigidity They were unable to adapt their style
    to changes in the organizational culture, or they
    were unable to respond to feedback about traits
    they needed to change or improve. They couldnt
    listen or learn.
  • Poor relationships The single most frequently
    mentioned factor was being too harshly critical,
    insensitive, or demanding, so that they alienated
    those they worked with.

12
Star Performers
  • IQ, technical skills and academic skills are
    price of admission competencies
  • McClelland describes these as threshold
    competencies
  • Superstars possess a set of emotional abilities
    labeled emotional intelligence

13
Quick self-assessment
  • Exercise 2
  • Rate yourself on the Emotional Intelligence
    Self-Assessment survey
  • Quick discussion exercise

14
Rating Scale Self-Assessment
  • 7 Very strongly agree
  • 6 Strongly agree
  • 5 Agree
  • 4 Neutral
  • 3 Disagree
  • 2 Strongly disagree
  • 1 Very strongly disagree

15
Mindset Barriers
  • Im not a people person.
  • Im a technical resource.
  • This feels awkward and uncomfortable.

16
Two Scales vs. One
  • People skills
  • Technical skills
  • Note This is a both/and response rather than
    either/or.

17
Improving Emotional Intelligence
  • Strengths of leaders
  • Continuous learners
  • EI improves with experience practice
  • Leaders are bright
  • There is a logical case for EI in the workplace
  • Seek solutions that stick

18
Twelve Tips to Improve Emotional Intelligence
  • Personal Competence Managing Ourselves
  • Monitor stress levels
  • Identify stress behaviors
  • Develop alternative responses
  • Ask for feedback on EI skills you are working to
    improve.
  • Set aside time each week to review progress.
  • Practice thinking before speaking

19
Twelve Tips to Improve Emotional Intelligence
  • Social Competence Managing Others
  • 7) Fully attend to others in conversations
  • 8) Increase compliments and thanking for a job
    well done.
  • 9) Develop a solution-focused approach to
    change
  • 10) Combat the need to be right
  • 11) Put yourself in the other persons shoes
  • 12) Golden rule with a twist Treat others the
    way they wish to be treated

20
Reference
  • Working with Emotional Intelligence by Daniel
    Goleman (1998) Bantam Books, New York, New York

21
Thank You.
  • Steve Gravenkemper, Ph.D.steve.gravenkemper_at_plant
    emoran.com
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