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CEE HRM Skills Workshop on Emotional Quotient (EQ) for Workplace Success - 25 June 2014

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CEE HRM Skills Workshop on Emotional Quotient (EQ) for Workplace Success - 25 June 2014

  1. 1. 1 Prof Sattar Bawany CEO & Master Executive Coach, CEE Global Master Facilitator, HRM Skills/HR Singapore WORKSHOP “Emotional Quotient (EQ) for Workplace Success” 25 June 2014 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  2. 2. 2 Are You A Tiger Or A Deer? Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death. Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed. It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running….. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  3. 3. 3 Top – Optimistic Middle – Realistic Bottom – Negative, Pessimistic Looking at you: Direct Devil’s Advocate Very Detailed: Analytical Cautious Distrustful Bigger Ears – Better Listener Little Details: Ernest Risk taker Facing Left: Traditional Friendly Good at details Facing Right: Innovative Active Creative 4 Legs: Secure Stubborn Stick to ideals 3 Legs or Less: Paranoid of Change, Insecure Long Tail – Good Sex Life How Well Do You Know YOURSELF? © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  4. 4. 4 Module 1 INTRODUCTION & OBJECTIVES © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  5. 5. 5 • CEO & Master Executive Coach, CEE Global • Master Facilitator, HRM Skills/HR Singapore • Over 25 years’ experience in executive coaching, facilitation, leadership development and training • Adjunct Professor teaching international business strategies and human resource courses • Assumed senior leadership roles with DBM Asia Pacific, Mercer Human Resource Consulting, The Hay Group and Forum Corporation • A Graduate of Corporate Coach U and certified in MBTI™; Extended DISC®, and Bar-On Emotional Intelligence Inventory Assessments EQ-i™ and EQ-360™ About Workshop Facilitator Pg. 75 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  6. 6. 6 S C O P E HARE HALLENGE PEN MINDED LAN CHANGES NJOY OURSELVES The S.C.O.P.E. Approach © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  7. 7. 7 Format of Workshop  Input from Facilitator  Exercises  Sharing Experience  Self Reflection © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  8. 8. 8 LEADERSHIP (KING) YOU EYES HEART EAR UNDIVIDED ATTENTION How To Benefit From The Program: ADOPT ‘ACTIVE LISTENING’ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  9. 9. 9 Workshop Agenda Pg. 11 Module 1: Workshop Overview; Introduction & Objectives Module 2: What is IQ & EQ? Module 3: Measuring Your EQ Module 4: EQ and Leadership Effectiveness at the Workplace Module 5: Developing Your Emotional Intelligence at Work Module 6: Developing a SMART Personal Action Plan & Close © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  10. 10. 10 Upon completion of the Workshop, the participants will be able to: • Understand the Importance of Emotional Intelligence in Organizations, • Understand why EQ is critical for great Performance and Leadership Effectiveness • To know assess own EQ profile using a EQ self-assessment tool • Develop a Personal EQ Development Strategy • Understand how EQ impact on Leadership Capabilities • Understand the impact of EQ on Team Effectiveness Workshop Objectives Pg.. 11 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  11. 11. 11 “I found that for jobs of all kinds, emotional competencies were twice as prevalent among distinguishing competencies as were technical skills and purely cognitive abilities combined. In general the higher a position in an organization, the more EI mattered: for individuals in leadership positions, 85 percent of their competencies were in the EI domain." -- Daniel Goleman "Knowing others and knowing oneself, in one hundred battles no danger. Not knowing the other and knowing oneself, one victory for one loss. Not knowing the other and not knowing oneself, in every battle certain defeat." -- Sun Tzu, The Art of War Quotable Quotes © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  12. 12. 12 Individual Activity: Personal Learning Goals (Pg. 12)  The purpose of this activity is to develop personal goals for this Workshop.  Think about what you would like to accomplish through this Workshop.  Then list three personal goals for improving your EQ (social and interpersonal) skills. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  13. 13. 14 Module 2 IQ AND EQ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  14. 14. 15 You CAN change this ! © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  15. 15. 16 Intelligence Quotient (IQ) IQ refers to an individual’s logical abilities (or the cognitive aspects of intelligence) such as memory, problem solving, how to rationalize and analyse as well as scholastic abilities © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  16. 16. 17 Emotional Intelligence (EI) & EQ Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups “Anyone can become angry – that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way – that is not easy.” Aristotle in ‘Nicomachean Ethics’ Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  17. 17. 18 Emotional Intelligence by Goleman “The capacity for recognizing our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books. Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  18. 18. 19 Harvard Video on Emotional & Social Intelligence Interview with Daniel Goleman (Pg. 22) © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  19. 19. 20 Goleman’s EI Competency Framework Self Others AwarenessActions Positive impact on others Self Awareness Social Awareness Self Management Social Skills © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  20. 20. 21 Goleman’s EI Framework Pg. 24 Self Awareness  Emotional Self Awareness  Accurate Self Assessment  Self Confidence Social Awareness  Empathy  Organizational Awareness  Service Orientation Self Management  Self Control  Trustworthiness  Conscientiousness  Adaptability  Achievement Orientation  Initiative Relationship Management Visionary Leadership  Influence  Developing Others  Communication  Change Catalyst  Conflict Management  Building Bonds  Teamwork & Collaboration Goleman, D. (2000) Leadership That Gets Results. Harvard Business Review. March-April © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  21. 21. 22 First, self Then others 1. Self Awareness 2. Self Management 3. Social Awareness 4. Relationship Management Goleman’s EI Framework Pg. 27 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  22. 22. 23 Self Awareness Ability to recognise moods, emotions and drives. Emotional self awareness, accurate self assessment, self confidence  I can read and understand my own emotions  I recognise the impact my emotions have on my work, relationships etc.  I know my strengths, limitations, when to ask for help  I make decisions which are consistent with my values  I have a strong & positive sense of self-worth.  Self Awareness  Self Management  Social Awareness  Relationship Management Goleman’s EI Framework © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  23. 23. 24  I control my own disruptive emotions & impulses  I act with honesty, integrity, & can be trusted by others  I am conscientious – I manage myself and responsibilities  I am adaptable, capable of adjusting to changing situations  I drive myself to meet my internal standard of excellence; I seize opportunities which come my way.  Self Awareness  Self Management  Social Awareness  Relationship Management Self Management Self control, trustworthiness, conscientiousness, adaptability, achievement orientation, initiative Goleman’s EI Framework © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  24. 24. 25  I am capable of sensing other people’s emotions and taking these into account  I try to understand others’ points of view, and take an active interest in their concerns  I am able to read the currents of family/organisational/social life  I build decision networks and navigate politics  I am able to recognise and meet customer needs.  Self Awareness  Self Management  Social Awareness  Relationship Management Social Awareness Empathy, organisational awareness, service orientation Goleman’s EI Framework © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  25. 25. 26  I can take charge, inspire, persuade, lead with a vision  I am able to improve the performance of others by providing feedback and guidance  I am able to listen to others and to send clear, convincing and well-tuned messages  I am proficient at cultivating and maintaining a web of relationships  I am competent at promoting cooperation and building teams.  Self Awareness  Self Management  Social Awareness  Relationship Management Relationship Management Visionary leadership, influence, developing others, communication, change catalyst, conflict management, building bonds, teamwork & collaboration Goleman’s EI Framework © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  26. 26. 27 Emotional Intelligence by BarOn “The measurement of emotional intelligence in the workplace is the first step towards improving it. The truly intelligent leader is one who is not only “cogtelligent” (cognitively intelligent) but also “emtelligent” (emotionally intelligent).” Reuven Bar-On is the author of the EQ-i® and the person who coined the term "EQ" in 1985. Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi- Health Systems, Inc.. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  27. 27. 28 BarOn’s EI Framework • ‘Why do some people have better psychological well- being than others?’ • ‘What factors contribute to success in life?’ • Defined the first theoretical model and test of emotional and social intelligence (1987) • Array of non-cognitive competencies & skills • Influence ability to succeed in coping with environmental demands and pressures Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  28. 28. 29 Measure of EI – BarOn EQ-i® • Intrapersonal - how we deal with and understand ourselves • Interpersonal - how we understand and deal with others • Adaptability - how we deal with a changing environment • Stress Management - how we manage stress • General Mood - reflecting our sense of pleasure and optimism Bar-On, R. (1997). BarOn Emotional Quotient Inventory (EQ-i®), Technical Manual. Toronto ON: Multi-Health Systems, Inc. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  29. 29. 30 Total EQ BarOn’s EI Framework Pg.. 26 Leadership Effectiveness Intrapersonal Self Regard Emotional Self Awareness Assertiveness Independence Self Actualisation Interpersonal Empathy Social responsibility Interpersonal relationship Stress Management Stress tolerance Impulse control Adaptability Reality testing Flexibility Problem solving General Mood Happiness, Optimism Adapted from Stein, S. J. & Book, H. E. (2006). The EQ Edge: Emotional Intelligence and Your Success. Toronto, ON: Multi-Health Systems, Inc. (Revised and Updated Edition) © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  30. 30. 32 How the Brain Works  Amygdala  The brain’s emotional memory bank  Stores memories (failures and victories); scans incoming information for threats and opportunities  What makes us “snap” (e.g. Mike Tyson biting Evander Hollyfield’s ear, Zinedine Zidane’s Head Butt during World Cup’s Finals Soccer Match; Road rage)  “Fight or Flee” Part of the Brain Amygdala Thalamus © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  31. 31. 33 1. Have you ever had an ‘Amygdala Hijack’? 2. What would be an example of a mild Amygdala Hijack? 3. What would be an example of an ‘Amygdala Hijack’ in a performance management session? (For the manager and the employee receiving feedback) 4. What would be an example of a ‘Amygdala Hijack’ in a team meeting? Individual Exercise: ‘Amygdala Hijack’ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  32. 32. 35 Module 3 MEASURING EQ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  33. 33. 37 Emotional Intelligence Self-Evaluation  Refer to Page 32 - 34 of the Workbook  The purpose of this self-evaluation is to measure your tendencies and abilities within various areas of Goleman’s five areas of emotional intelligence. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  34. 34. 38 EI Mini Quiz – How Emotional Intelligent Are You? The purpose of the following quiz is to provide you with an introduction to Emotional Intelligence (EI) The results you get from this quiz are NOT a comprehensive picture of your EI. If you are interested in testing and developing your EI, you should contact us for information on BarOn EQ-i®, Emotional Quotient Inventory, a tool designed to be administered by accredited users only © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  35. 35. 61 Module 4 EQ & LEADERSHIP EFFECTIVENESS AT THE WORKPLACE © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  36. 36. 62 Video on ‘What is a Good Leader?’ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  37. 37. 63 Individual Exercise: Your Experience with Emotional Intelligence Think of the Best Boss you have ever had What were this person’s most salient characteristics? What made them wonderful to work for? Think of the Worst Boss you have ever had What were this person’s most salient characteristics? What made them terrible to work for? © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  38. 38. 64 Importance of EI in Achieving Results • Profitability • ROI • Cost Optimisation • Employee Satisfaction • Employee Loyalty • Company Policies • Rewards and Flexibility • Culture, Espirit De Corps • EQ/EI Competencies • Leadership Styles • Ontological Humility Organisational Results Employee Engagement Organisational Climate Leadership Effectiveness Customer Loyalty • Customer Satisfaction • Service Value/ Relationship Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  39. 39. 68 "A leader's intelligence has to have a strong emotional component. He has to have high self- awareness, maturity and self-control. She must be able to withstand the heat, handle setbacks and when those lucky moments arise, enjoy success with equal parts of joy and humility. Emotional intelligence is more rare than book smarts, but it is actually more important in the making of a leader." Jack Welch, former Chairman & CEO of GE Inc. Speaking to The Wall Street Journal Leadership and EI © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  40. 40. 69 "Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leadership roles. This finding is accentuated as we move from the control philosophy of the industrial age to an empowering release philosophy of the knowledge worker age.” Dr. Stephen Covey, Author of The 7 Habits of Highly Effective People Leadership and EI © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  41. 41. 70  Level 5 Leaders: Not what you think  Level 1: Highly Capable Individual  Level 2: Contributing Team Member  Level 3: Competent Manager  Level 4: Effective Leader  Level 5: Executive – Builds enduring greatness through a paradoxical blend of personal humility and professional will. Level 5 Leadership & EQ Jim Collins, Good to Great; Harper Collins: 2001 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  42. 42. 71 Level 5 Leaders:  Many people have the potential to be Level 5  Ambitious for the organisation – not for themselves  Set up their successors for even greater success  Display modesty, are self-effacing and understated  Are driven by a need to produce results  Credit success to others but take responsibility for failure  Level 5 leaders score well on EQi Level 5 Leadership & EQ Jim Collins, ‘Good to Great’; Harper Collins: 2001 © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  43. 43. 73 The Six Leadership Styles Pg. 46 1. Coercive / Commanding: “Do what I tell you” 2. Authoritative / Visionary: “Come with me” 3. Affiliative: “People come first” 4. Democratic: “What do you think?” 5. Pacesetting: “Do as I do, NOW!” 6. Coaching: “Try this” Goleman, D., Boyatsis, R., & McKee, A. (2004). “Primal Leadership: Learning to Lead with Emotional Intelligence”. Harvard Business School Press. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  44. 44. 78 Module 5 DEVELOPING YOUR EMOTIONAL INTELLIGENCE AT WORK © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  45. 45. 79 Self-Awareness Pg. 50 • Self-awareness means being able to tune into feelings, senses, appraisals, actions, and intentions and being able to apply this to how you respond, behave, communicate, and operate. • Self-awareness is a characteristic that everyone should develop as it is apparent in our everyday lives. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  46. 46. 86 Effective Communication Communication is the ability to share information with people and to understand what information and feelings are being conveyed by others. Communication can take on many forms including gestures, facial expressions, signs, vocalizations (including pitch and tone), in addition to speech and written communication. Effective communication is the lifeblood of a successful organisation. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  47. 47. 87 The Four Communication Skills Pg. 51  Encourage  Reinforcing, empathising, accepting (not necessarily agreeing with the individual)  Listening  Concentrating, suspending judgment, remembering  Confirming  Summarising, checking  Questioning  Open-ended, closed-ended, high-gain questions © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  48. 48. 88 The Purpose of The Four Communication Skills  Encouraging: To keep individuals participating  Listening: To listen and retain the facts and feelings expressed by individuals  Confirming: To clarify your understanding of the facts and feelings expressed by individuals  Questioning: To obtain in-depth information about the situations, issues, perspectives, and values of individuals © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  49. 49. 89 Communication Skills Confirming:  Shows that you have been listening and that you understand the other’s perspective Confirm by:  Summarising – restate or paraphrase by listing important points  Checking – check for agreement by watching for nonverbal signals or by asking directly: “Does that accurately summarise our conversation?” © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  50. 50. 92 Active Listening Skills Test Pg. 54 The Facilitator will read ten statements and/or questions. You are to adopt active listening (as the facilitator will not repeat) and indicate your response and/or answers in your Workbook. Instructions: Individual Activity © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  51. 51. 96 MANAGING CONFLICT WITH EQ © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  52. 52. 104 Five Steps For Resolving Conflicts: A.G.R.E.E. (See Pg. 59)  Acknowledge: Acknowledge conflict; all necessary participants agree to come to the table.  Ground Rules: Set ground rules for the conflict resolution.  Reframe: Reframe the conflict from individual positions to a neutral, mutually acceptable statement of the issues.  Explore: Diverge - Explore a variety of options for resolving the conflict.  Evaluate: Converge - Evaluate options and decide on a solution. © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  53. 53. 105 Group Exercise – Resolving Conflict Using A.G.R.E.E. Framework  Step 1: In your group, decide who will play each of the roles described in the scenario on the following page, including the role of observer.  Step 2: Use the Preparation Worksheet on Pg. 67 to prepare to play your role. Observers should review the description of the observer role on Pg. 64.  Step 3: Why you are meeting: To determine if there is any hope for collaboration. You want to avoid damaging the community spirit in town. When you are meeting: Prior to a public meeting of the NOVENA Town Council Meeting.  Step 4: Play out the scenario with different members of the team assuming the different roles and start the A.G.R.E.E. process.  Debrief  Total: 30 mins (Preparation: 5 mins; AGREE Process: 15 mins and Debrief 10 mins) © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  54. 54. 106 Module 6 SUMMARY & SMART PERSONAL ACTION PLAN © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  55. 55. 107 Individual Exercise: Creating a SMART Personal Development Plan Specific Goal Measurement When I achieve this goal, I will know I am successful because: Other people will notice the following difference(s): Actions What action will I take? What will I do differently? Reality Check Is this goal achievable? Why is this goal important?” What resource(s) do I need? Funding? Support? Timeline When will I start? When do I expect to meet my goal? © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  56. 56. 121 If you do tomorrow what you did yesterday Your Future is History…………… If you do tomorrow what we’ve covered today Your Future is Historic!!! Final Thoughts… © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  57. 57. 123 Coming together is a beginning. Keeping together is progress. Working together is success. - Henry Ford Final Thoughts… © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  58. 58. 124 EI and the Making of a Great Leader “GREAT LEADERS CARE MORE ABOUT THOSE THEY LEAD THAN THEMSELVES.” Visit : http://www.youtube.com/watch?v=03o1JZ7c7gI © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)
  59. 59. 125 Prof Sattar Bawany CEO, Centre for Executive Education (CEE) C-Suite Master Executive Coach, EDA Asia Pacific Master Facilitator, HRM Skills/HR Singapore Email: sattar.bawany@cee-global.com Articles: http://www.cee-global.com/6/publication Slideshare: www.slideshare.net/cee-global LinkedIn: www.linkedin.com/in/ceeglobal Facebook: www.facebook.com/ceeglobal Twitter: www.twitter.com/cee_global Further Dialogue on Social Media © Copyright 2014 Centre for Executive Education Pte Ltd (CEE Global) www.cee-global.com (HRM Skills is an Affiliate Partner of CEE Global)

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