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Emotional Intelligence

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Emotional Intelligence What is it and how do I use it? ... The positive effects of E.Q. practices in the workplace have far-reaching benefits. Q. E. – PowerPoint PPT presentation

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Title: Emotional Intelligence


1
Emotional Intelligence
  • What is it and how do I use it?

2
What is Emotional Intelligence?
  • Pre-Test

3
Pre-Test
True or False?
  • Emotion is any feeling creating an excited
    mental state.

True
4
Pre-Test
True or False?
  • All emotions contain a physiological path
    preparing the body to respond.

True
5
Pre-Test
True or False?
  • The emotional mind is far quicker than the
    rational mind springing into action with a strong
    sense of certainty.

True
6
Pre-Test
True or False?
  • Within the brain, the amygdala is the storehouse
    for our emotional memories that are accessed in
    order to respond to a current situation.

True
7
Pre-Test
True or False?
  • The ability to keep the rational and emotional
    mind operating in harmony while allowing each to
    lead when appropriate is emotional intelligence.

True
8
Pre-Test
True or False?
  • Emotional intelligence is a more reliable
    predictor of success than I.Q.

True
9
Pre-Test
True or False?
  • Emotional intelligence includes characteristics
    such as
  • Being able to motivate oneself, and persist in
    the face of frustrations
  • Impulse control and willingness to delay
    gratification
  • Ability to regulate moods and not be immobilized
    by distress
  • Ability to think, to empathize and to hope.

True
10
Pre-Test
True or False?
  • There is recent data from a massive survey
    (1993) of parents and teachers showing a
    worldwide trend indicating that the present
    generation of children are more lonely and
    depressed, more angry, impulsive and aggressive,
    more nervous and prone to worry.

True
11
Pre-Test
True or False?
  • A natural leader is a person who can express
    the unspoken collective sentiment and articulate
    it so as to guide a group toward its goals while
    being emotional nourishing to individuals within
    the group .

True
12
Pre-Test
True or False?
  • Effective educational programs will blend the
    understanding and practice of emotional,
    cognitive and behavioral skills .

True
13
Am I Emotionally Intelligent?
  • Sample Test

14
Sample Test
  • Even when I do my best, I feel guilty about
    things that did not get done.
  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

15
Sample Test
  • Some people make me feel bad about myself no
    matter what I do.
  • Strongly agree
  • Agree
  • Partially agree/disagree
  • Disagree
  • Strongly disagree

16
Sample Test
  • When I see something that I want, I can hardly
    think about anything else until I get it.
  • Very True
  • True
  • Somewhat true
  • Mostly not true
  • Not true at all

17
Sample Test
  • I say things that I later regret.
  • Regularly
  • Often
  • Sometimes
  • Rarely
  • Almost never

18
Sample Test
  • I panic when I have to face someone who is angry.
  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

19
Sample Test
  • When I resolve to achieve something, I run into
    obstacles that keep me from reaching my goals.
  • Regularly
  • Often
  • Sometimes
  • Rarely
  • Almost never

20
Sample Test
  • I worry about things that other people dont even
    think about.
  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

21
Sample Test
  • When someone does me a favor without being asked,
    I wonder what his/her real agenda is.
  • Very true
  • Mostly true
  • Somewhat true
  • Mostly not true
  • Not true at all

22
Sample Test
  • No matter how much I accomplish, I have a nagging
    feeling I should be doing more.
  • Most of the time
  • Often
  • Sometimes
  • Rarely
  • Almost never

23
Sample Test
  • In my view, happiness depends mostly on
  • society and economy
  • ones background
  • the way one was treated as a child
  • ones environment
  • the people one is surrounded by
  • the way one leads his/her life
  • ones luck

24
Sample Test
  • When I fail at a task or do worse than I would
    like, it is usually due to
  • Lack of preparation or effort on my part.
  • Lack of concentration or attention on my part.
  • Lack of ability on my part.
  • External factors, (i.e. things that have nothing
    to do with me, such as an unreasonably difficult
    task, bad weather/timing).
  • Internal factors (i.e. my traits and
    characteristics, such as I.Q., talents, etc.)
    beyond my control.
  • Combination of factors, mostly things that I can
    change.
  • Combination of factors, mostly things I cant
    change.

25
Sample Test
  • I open up and talk about my most intimate issues
    and private feelings with just about anybody,
    anytime, in any circumstances.
  • Exactly right, I am willing and able to share and
    discuss anything with anybody, no matter what the
    time and place.
  • It depends, I share and discuss my intimate
    issues with some people, but there are
    circumstances where it can be a mistake or
    inappropriate.
  • It depends, I share and discuss my intimate
    issues with some people, but in most instances it
    can be a mistake or inappropriate.
  • No way, intimate issues should not be discussed
    with anybody except for the closest family
    members or friends.
  • No way, people should deal with intimate issues
    by themselves.

26
Sample Test
  • When there is something unpleasant to do, I
  • do it right away and get it over with.
  • postpone it until I feel like doing it.
  • postpone it until I have nothing else to do.
  • postpone it until it is too late and gets
    dropped.
  • wait until I have no other choice but to do it.
  • find a way to reward myself for doing it and then
    do it.
  • break the task into small steps and do them one
    by one.
  • find an acceptable valid reason I cannot do the
    task and get rid of it.
  • find someone else to do it for me.

27
Sample Test
  • When I am upset, I
  • can tell exactly how I feel.
  • can usually tell how I feel, but sometimes it is
    difficult to distinguish exactly what I am
    feeling.
  • usually cannot distinguish what I am feeling
    exactly.
  • dont lose time trying to figure out what exactly
    I am feeling.

28
Sample Test
  • When I have a major problem that I find extremely
    difficult to deal with, I
  • will deal with it myself.
  • go to family members for advice and/or support.
  • go to my friend(s) for advice and/or support.
  • go to my therapist/counselor for advice and/or
    support.
  • try and distract myself.
  • submerge myself in unrelated work.
  • try and forget about it.
  • pretend it does not exist.

29
Scoring the Sample Test
  • There is no arguing that classical IQ is
    important in our success. However, emotional
    intelligence is equally important. Emotional
    intelligence is a prerequisite for the proper
    development and actualization of our other
    intellectual abilities. For more information or
    to take the full version of the test, click here.

Some information courtesy of discoveryhealth.com
and queendom.com.
30
Test Your Common Sense
  • Take this test to learn how much common sense
    you have. You may use only the information that
    appears in the question, and you must select one
    of two choices given. The correct answers are
    given later.

31
Test Your Common Sense
  • You are about to cross a busy intersection as you
    walk home, but the walk light is out of order.
    What should you do?
  • Cross with caution
  • Dont cross

32
Test Your Common Sense
  • Tuna is your favorite food, and you love all
    varieties equally. Today, you find the fancy
    grade on sale at half-price Now it costs only
    twice as much as the unfancy grade. Youre always
    short of cash. What should you do?
  • Buy the fancy kind
  • Buy the unfancy kind

33
Test Your Common Sense
  • You need a warm winter coat, and youve found two
    on sale. One is twice as warm as the other, but
    the other one looks much better. Which should you
    buy?
  • The warmer one
  • The one that looks much better

34
Test Your Common Sense
  • You should get a haircut before you go on a job
    interview tomorrow, but you dont have enough
    money. What should you do?
  • Go to the interview
  • Cancel the interview

35
Test Your Common Sense
  • Your favorite shoes are wearing out. They can be
    repaired as good as new for 50. A new pair costs
    100. What should you do?
  • Repair the shoes
  • Buy a new pair

36
Test Your Common Sense
  • Youre starting to take a test. One of the
    directions notes that there is a penalty for
    guessing. What should you do?
  • Guess
  • Dont guess

37
Test Your Common Sense
  • Youre looking for an apartment and find two you
    can afford. One has a view of a park. The other
    has a view of a flashing neon sign. You love
    flashing neon signs. Which apartment should you
    rent?
  • The one with the park view
  • The one with the view of the flashing neon sign

38
Test Your Common Sense Answers
  1. (a) Cross with caution. This is what you do at
    intersections without walk lights.
  2. (b) Buy the unfancy kind. Youre short of cash
    and love all varieties equally.
  3. (a) The warmer one. If you buy the better looking
    one, youll still need a warm coat.
  4. (a) Go to the interview. You need the job and
    your hair will only grow longer.

39
Test Your Common Sense Answers
  1. (a) Repair the shoes. Theyll be as good as new
    at only half the price.
  2. (b) Dont guess. Youre penalized for guessing.
  3. (b) The one with the view of the flashing neon
    sign. It states that you love flashing neon
    signs.

40
Test Your Common Sense Answers
  • The questions should have become progressively
    harder to answer, or in other words you started
    to argue more and more. If this is correct, note
    your first missed question and re-read the
    question. The information is there.

Courtesy of Ask Marilyn, by Marilyn Vos
Savant. Parade Magazine. June 9, 2002
41
What Do You Do?
Measure your reactions to confrontational
situations. Someone disagrees with you and
  • Stands up and threatens to leave.
  • Dictates unrealistic terms of agreement.
  • Verbally or physically threatens.
  • Starts to cry.
  • Interrupts repeatedly.
  • Threatens to file a grievance.

42
Someone disagrees with you and
  • Refuses to agree with something that seems
    reasonable on the surface.
  • Remains locked into his/her position refusing to
    budge.
  • Raises his/her voice using an angry harsh tone.
  • Tries to attack your authority or impartiality.

43
Someone disagrees with you and
  • Starts to disclose something very intimate about
    another party as an attempt to discredit him/her.
  • Uses gossip or backstabbing.
  • Uses hardball tactics.

44
Property management has clearly evolved into a
set of required management skills that reaches
beyond the preparation of most currently employed
in the field.
45
Lets take a look at some of the skills to see
if there is a common foundation.
  • Counseling individuals
  • Building teams
  • Stress and conflict control
  • Change catalyst
  • Customer relations
  • Integrating new technologies
  • Leveraging diversity

46
Emotional intelligence would seem to be the
necessary ingredient with its main components of
  • Self awareness
  • Personal decision making
  • Managing feelings
  • Handling stress
  • Empathy
  • Communication
  • Self disclosure
  • Insight
  • Self-acceptance
  • Personal responsibility
  • Assertiveness
  • Group dynamics
  • Conflict resolution

47
Leadership Skills Rate Yourself
  • The best leaders have strengths in at least a
    half-dozen key emotional-intelligence
    competencies. While getting a personal profile of
    your strengths and weaknesses requires a more
    rigorous assessment, this quiz can give you a
    rough rating. More importantly, we hope it will
    get you thinking about how well you use
    leadership skills and how you might get better
    at it.

Reprinted from Parade Magazine, Could You Be a
Leader, by Daniel Goleman, June 16, 2002
48
Leadership Skills Rate Yourself
Statement
  • I am aware of what I am feeling.
  • Seldom
  • Occasionally
  • Often
  • Frequently

49
Leadership Skills Rate Yourself
Statement
  • I know my strengths and weaknesses.
  • Seldom
  • Occasionally
  • Often
  • Frequently

50
Leadership Skills Rate Yourself
Statement
  • I deal calmly with stress.
  • Seldom
  • Occasionally
  • Often
  • Frequently

51
Leadership Skills Rate Yourself
Statement
  • I believe the future will be better than the
    past.
  • Seldom
  • Occasionally
  • Often
  • Frequently

52
Leadership Skills Rate Yourself
Statement
  • I deal with changes easily.
  • Seldom
  • Occasionally
  • Often
  • Frequently

53
Leadership Skills Rate Yourself
Statement
  • I set measurable goals when I have a project.
  • Seldom
  • Occasionally
  • Often
  • Frequently

54
Leadership Skills Rate Yourself
Statement
  • Others say that I understand and am sensitive to
    them.
  • Seldom
  • Occasionally
  • Often
  • Frequently

55
Leadership Skills Rate Yourself
Statement
  • Others say I resolve conflicts.
  • Seldom
  • Occasionally
  • Often
  • Frequently

56
Leadership Skills Rate Yourself
Statement
  • Others say I build and maintain relationships.
  • Seldom
  • Occasionally
  • Often
  • Frequently

57
Leadership Skills Rate Yourself
Statement
  • Others say I inspire them.
  • Seldom
  • Occasionally
  • Often
  • Frequently

58
Leadership Skills Rate Yourself
Statement
  • Others say I am a team player
  • Seldom
  • Occasionally
  • Often
  • Frequently

59
Leadership Skills Rate Yourself
Statement
  • Others say I helped to develop their abilities.
  • Seldom
  • Occasionally
  • Often
  • Frequently

60
Leadership Skills Rate Yourself
  • Give yourself
  • 1 point for each seldom
  • 2 points for each occasionally
  • 3 points for each often
  • 4 points for each frequently
  • Add up your total score.

61
Leadership Skills Interpretation
  • 36 You use key leadership skills well, but
    ask a co-worker or partner for his/her opinions
    to be more certain.
  • 30-35 Suggests some strengths, but also some
    underused leadership abilities.
  • 29 or less Unused leadership abilities and
    suggests room for improvement.

62
Leadership Skills Interpretation
  • Leaders are unique, and they can show their
    talent in different ways. To further explore your
    leadership strengths, you might ask people whose
    opinions you value What have you seen me do
    really well as a leader, which of these abilities
    am I using? If a number of people tell you that
    you use the same quality when doing well, you
    likely have identified a leadership quality that
    should be appreciated and nurtured.

63
Leadership Activities Requiring
Multi-Intelligences
  • Intuition
  • Motivation
  • Listening
  • Team building
  • Self-control
  • Situation control
  • Counseling-coaching-mentoring

64
Could Emotional Intelligence Improve These
Situations?
  • First Please approach these situations as
    someone accountable for optimum results.
  • Second Please approach these situations as a
    leader of someone needing improvement.

65
Situation
  • Youre alone in the office on the first of the
    month. A resident stops by with his rent and
    believes he has a package. The phone is ringing
    off the wall, reports are due.

66
Situation
  • Shopping evaluations reveal a lack of
    enthusiasm, product knowledge and closing
    ability.

A. You are the individual that was shopped.
B. You are the property manager.
67
Situation
  • An expectation of salary increase and other
    benefits is being denied.

A. You are delivering this decision.
B. You are receiving the decision.
68
Situation
  • Team meetings seem to be a waste of productive
    time as they often become gripe sessions.

69
Situation
  • A key team member is experiencing an ongoing
    personal problem (health, family, financial) that
    affects his/her work contribution.
  1. You are experiencing the personal problem.

B. You supervise the team.
70
Situation
  • Two staff members have suffered a similar
    problem at the hands of a third. The two have
    shared their growing animosity with a number of
    people. The offending co-worker has become
    isolated and believes others are trying to get
    him/her fired or to quit.

A. You are one of the individuals.
B. You are the team leader.
71
Situation
  • Your company is being sold. Rumors are running
    rampant.

72
Situation
  • Your community has experienced a disaster that
    has been a hardship on everyone, but
  1. Some are very demanding and aggressive.

B. Some are patient and have various
issues that must be resolved.
C. Some are totally unresponsive to your
efforts.
73
Situation
  • You are experiencing an ongoing personality
    conflict with your immediate supervisor,
    resulting in communication breakdowns, suspicion
    and growing frustration

74
Situation
  • A company merger/consolidation has left two
    people with the same business responsibility.

A. You have been selected over the other.
B. The other has been selected over you.
C. You supervise both individuals
75
Creating a Learning Company
  • The development of human resources must be a
    company-held priority.
  • The most powerful force for learning in a company
    is not the training department but the
    organization itself.
  • Everyone needs a model and a mentor. Everyone
    should be a model or a mentor for someone.
  • Customers play a key role in learning activities.
  • Listening is the primary activity of leadership.

76
The Bad News
Resources intended to improve this situation can
be easily misdirected.
  • Fewer employees have the necessary emotional
    intelligence to succeed.

Solutions require long-term commitment.
77
The Good News
An organization that nurtures emotional
intelligence builds employee and customer
loyalty.
The positive effects of E.Q. practices in the
workplace have far-reaching benefits.
  • Personal and group emotional intelligence can be
    increased.

78
Acknowledgements Additional Resources
  1. Discovery Health.Com. http//health.discovery.com/
    tools/assessments.html
  2. The Learning Alliance. Brinkerhoff, Robert O.
    Stephen J. Gill. Jossey-Bass 1994.
  3. Why is Everyone so Cranky? Charles, C. Leslie.
    Hyperion 1999.
  4. Creating Health. Chopra, Deepak. Houghton
    Mifflin Company 1991.

79
Acknowledgements Additional Resources
  1. Principle Centered Leadership. Covey, Stephen, R.
    Summit Books 1991.
  2. Emotional Intelligence. Goleman, Daniel. Bantam
    Books 1995.
  3. Could You Be a Leader? Parade Magazine.
    Goleman, Daniel. June 16, 2002.
  4. Working With Emotional Intelligence. Goleman,
    Daniel. Bantam Books 1998.

80
Acknowledgements Additional Resources
  1. Keys to Success. Hill, Napoleon. Plume Books
    1997 .
  2. The Ten Natural Laws of Successful Time and Life
    Management. Smith, Hyrum W. Warner Books 1994.
  3. The Leadership Engine. Tichy, Noel M. Harper
    Business Press 1997.

81
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