Emphasize the business case for Executive Emotional Intelligence (EEI) Provide an overview of a business focused framework of EEI Demonstrate the difference between a Reaction and a Strategic Response Offer 3 Simple Strategies

1. LEADERSHIP RESEARCH INSTITUTE
The Leadership Athlete:
Leveraging Emotional Intelligence to Win in Business
Sponsored by
Rob Fazio, PhD
Rob.Fazio@LRI,com
www.LRI.com
© 2013 Rob Fazio, PhD Confidential & Proprietary LRI
For Reference only, please do not reproduce

2. Emotion is Data…
2

3. Key Objectives
-Emphasize the business case for
Executive Emotional Intelligence (EEI)
-Provide an overview of a business
focused framework of EEI
-Demonstrate the difference between a
Reaction and a Strategic Response
- Offer 3 Simple Strategies
© 2008 Leadership Research Institute, Confidential & Proprietary

4. PxE=B
Person(ality)
x
Environment
=
Behavior
© 2008 Leadership Research Institute, Confidential & Proprietary

5. Athletic Attitude
•Every loss is a step to a win
-Business Development
•You’re not what you think you are
•Focus Forward, Fall Forward
•Recognize, Regulate, and Rely on Emotion

6. Polling Question
Think of the most
influential boss you have
ever had?

7. Bosses Characteristics
-IQ
-Relationship skills
-Industry knowledge
-Reading people
-Empathy
-Reading self
-Self-mgmt.
-Stress-mgmt.
-Perseverance
-Influence skills
-Motivator
-Confidence
-Finance skills
-Visionary skills
-Budgeting
-Business acumen

8. Emotional Intelligence
& Performance
From “Working With Emotional Intelligence,” Goleman, 1998
33%
66%
Technical
Competence
Emotional
Intelligence

9. Business Case
• Out of 20,000+ employees over a 3 year period:
– 26% of those who fail because they can't learn from feedback
– 23% fail because they cannot understand and manage
emotions
– 11% fail because they lack key technical skills
• Harvard Business Review, 2002).
• EI is a significant driver of leadership effectiveness,
which in turn drives organizational performance, which
itself makes companies 2.2 times more likely to achieve
top quartile EBITDA
•
(McKinsey Study of Global Fortune 1000 companies, 2007).

10. Individual EI
Emotional Competencies
8
7
6
5
4
3
2
1
0
Chief Executive Officer
Chief Financial Officer
Research Conducted by Korn Ferry International

11. What if you lack
Emotional Intelligence?
 emotional labor
-burnout
-turnover
-wasted energy
 chance of
derailing your
career trajectory
 technical skills or
intellect
 ability select & use
optimal leadership
style
 credibility &
influence

12. Executive Emotional
Intelligence (EEI)
Emotional intelligence is not just about “feelings”…
LRI defines Executive Emotional Intelligence as…
-the integration of feelings and thoughts
-so you can strategically read and lead
yourself, your people and your situations to
drive results

14. Intention & Impact
Assumption:
Intention
Impact
Actual:
Intention----------Behavior-------------Impact
Best Approach:
Intention------EEI-------Action---------Impact------EEI

15. Goal is
Strategic vs. Reactive Responses
Reacting
Responding Strategically
(Victim)
Reactive
Fast
Surprised
Emotional
Immediate
Uncontrolled
By chance or habit
Blind spot
(Decision Maker)
Proactive
At your pace
Anticipated
Logic + emotion
Measures
Self Influenced
Intentional
Self Aware

16. EEI Pillar
Reading
EEI Area
Description
Reading
Yourself
be self-aware before, during,
and after situations
•Emotional Self-awareness
•Reaction Awareness
•Comfort Zoning
•Self-assessment
Reading
People
accurately interpret verbal
and nonverbal
communication and
awareness of your impact
on others
•Understanding People
•Anticipating
Needs/Concerns
•Diversity Awareness
•Talent Identification
Reading
Situations
understand the
circumstances and
dynamics of past, current,
and future business
conditions
•Political Awareness
•Strategic Thinking
•Implementation Thinking
•Business Thinking
•Organizational Awareness
(Ability to…)
Skills

17. EEI Pillar
EEI Area
Leading
Description
(Ability to…)
Skills
Leading
Yourself
motivate and manage
yourself in order to be selfstrategic
•Self-coaching
•Results-orientation
•Attitude Adjustment
•Self-confidence
•Adaptability
•Optimism
Leading
People
encourage and inspire others
based on your insights and
intentions
•Relationship Building
•Engagement enhancement
•Credibility Building
•Talent Development
•Trust
•Assertiveness
be a change catalyst and have
a positive impact on internal and
external systems
•Visioning
•Business Case Building
•Political skill
•Political savvy
Leading
Situations

18. Oversimplifying Gender &
Emotional Intelligence
It matters to all of us.
-Men and Women are close on most
dimensions.
-Women tend to do a bit better interpersonally.
-Men tend to do a bit better intrapersonally.

19. It’s about calibration.
Over Use? Under Use? Effective Use?
Do More
Maintain
Do Less

20. Feelings Forecast

21. Skill Building
Example development action step (Reading Yourself):
– Identify when you reacted emotionally to a
situation (i.e. made a poor decision in the moment,
escalated a conflict)
– What was your experience?
– List instances when you tend to react (emotionally)
rather than respond (strategically)
– Be aware of how your reactions impact your ability
to be strategic

22. “
A leader's intelligence has to have a
strong emotional component. She has to
have high levels of self-awareness, maturity
and self-control. No doubt emotional
intelligence is more rare than book smarts,
but my experience says it is actually more
important in the making of a leader.
You just can't ignore it.
Jack Welch
”
CHAIRMAN OF GENERAL ELECTRIC
SPEAKING TO THE WALL STREET JOURNAL

23. Driving Results
Through EI
Individual Benefits
Business Benefits
Stress Management
Higher retention rates/ Less
burnout and turnover
Deeper understanding of values,
interests, and skills
Increased person/role fit
Professional Development
Increased job satisfaction and
employee
engagement/motivation
Increased Self-confidence
Strategic use of leadership styles
and innovation
Increased Competence
Accelerated career development

24. Polling Question
Which situation below is most likely to be an
emotional trigger?
1.
2.
3.
4.
5.
Receiving a nasty email
Making a tough decision
Firing someone
Providing corrective feedback to your boss
Giving a webinar on EI
© 2008 Leadership Research Institute, Confidential & Proprietary

25. EEI At Work
In high pressure situations executives can either
magnify or mitigate emotion…
Layoffs are a time to “lead yourself”
and to “lead people”
3 Simple Strategies
1. Straighten you’re A-R-O (Leading Yourself)
2. Listen – Leverage – Lead (Leading People)
3. Writing the Story (Leading Situations)
© 2008 Leadership Research Institute, Confidential & Proprietary

26. Relationships:
Empathy Matters
Compassionate
Emotional
Cognitive
Ready to act to
help
Feel what they feel
See their view
Source: Daniel Goleman’s 3 types of empathy, detailed in Social Intelligence.

27. Maintaining Optimism When
Faced with Challenges
Leading
Straighten Your “ARO”
Yourself
A Adversity —the event or situation
R
Reaction —your initial or habitual thoughts,
beliefs, or feelings in relation to the adversity
O Outcome —the result or consequence
© 2013 Rob Fazio, PhD LRI, Confidential & Proprietary

28. Leading Yourself: ARO
A
• Adversity
• Example: Not getting a promotion
R
• Reaction
• I don’t have the skill set to compete
• I new this would happen
O
• Outcome
• Begins the snowball effect of negativity
• Feel defeated. Keep close-minded.
28

29. Leading Yourself: ARO
A
R
O
• Adversity
• Example: Not getting a promotion
• Response
• This may be an opportunity to make a career change
• Outcome
• Begins the snowball effect of positive thinking
• Feel sensible hope. Keep open minded.
29

30. Leading People:
Conversations Count
• Minimal encouragers
• What’s important?
• Relationships vs.
Results
Listen
Leverage
• Multiply rather
than divide
• Speak their
language
• Create comfort
© Rob Fazio, LRI
• Know when to
hold or to go
• Transitions
• Intentional
messages
• Plan
Lead

31. Leading Situations:
Story Telling
•
•
•
•
•
•
Communicate more
Be transparent and be visible
Level with people
Help prepare them
Time doesn’t heal..
Empower and equip your managers
© Rob Fazio, LRI

32. Development
Strategies
-Reminders (Habit)
-Emotion journals
-Create an awareness log:
Situation
Thoughts
Feelings
Actions
Outcome
-Using movies, music and/or “people watching” to
practice reading people
©R ob Fazio, PhD LRI, Confidential & Proprietary

33. Key Messages
-EEI is essential to achieve results through others
-The foundation of EEI is Reading (Awareness)
and Leading (Action)
-EEI skills can be learned
-There is often a gap between your
intention (ideal) and your impact (real)
Help Your Execs By Teaching
Them Emotion is Not a Dirty Word!

34. Measuring
Emotional Intelligence
Tools:
–The Self Advisor
•The Advisor 360
–BarOn Eqi
•EI Refined
Focus on behavior
Able to observe, coach, and grow

35. Thank You
Rob Fazio, PhD
Principal, LRI
Rob.Fazio@LRI.com