The document describes an emotional intelligence workshop that covered key topics:
- The four components of the EI model (self-awareness, self-management, social awareness, relationship management) and related competencies.
- Identifying individual strengths and areas for development in emotional intelligence.
- Making the connection between emotional intelligence and change management, engagement, and leadership.
- Practicing emotional intelligence behaviors through self-assessment and discussion.
2. 3
Workshop Outcomes:
Describe Emotional Intelligence as it relates to achieving business results
and personal success.
Identify the core principles of Emotional Intelligence and the important role
emotions play in achieving high performance.
Describe the four components of the EI Model and related competencies as
they relate to change management & engagement
Identify your strengths, development opportunities and strategies for
increasing EI competencies.
Make the connection between EI and other behavior initiatives.
Successfully model EI behaviors through active discussion and individual
reflection during the workshop.
4. 5
What makes a leader….
Cognitive Ability (Unique Genetic Endowment) ,
Technical Skill (Life Learned Behavior & Brain Development),
Emotional Intelligence (5 Elements of Learned Behavior).
5. 6
“We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with
Emotional Intelligence
EI Business Case
6. 7
Emotional competence is particularly central to leadership, a role
whose essence is getting others to do their job more effectively.
Interpersonal ineptitude in leaders lowers everyone’s performance. It
wastes time, corrodes motivation, commitment and engagement. A
leader’s strength or weakness in emotional competence can be
measured in the gain or loss to the organization of the fullest talents
of those they lead.
Daniel Goleman, “Working with Emotional Intelligence.”
The Leadership Edge
7. EI Business Case Cont.
8
We find that most of the characteristics that
differentiate the outstanding performers are these
things that we call emotional and social competencies.
Richard Boyatzis, 2010
8. Emotional Intelligence Defined
9
Emotional Intelligence:
“The ability to monitor one’s own and others’ feelings and
emotions, to discriminate among them and to use this
information to guide one’s thinking and action.”
11. 12
When we are at our best here we have emotional insight and:
• are aware of own feelings and ‘triggers’!
• have insights into their impact on our performance
• honestly see our positive and negative biases and
acknowledge our strengths and weaknesses
• know our inner resources, abilities, and limits
• are aware of embedded desire to achieve for the pure sake of
achieving.
I. Self-Awareness
The Core of Emotional Intelligence
13. 14
Self-Awareness
Dave Christian, Chairman of the National Nuclear Accrediting Board
has said:
“There is an insidious corollary to the maxim that proficiency
is perishable and that is that competence fades faster than
confidence.
In other words, we are prone to misjudge our ability as time
passes from our last training or retraining.”
14. 15
• Emotional Self-Control: keeping disruptive
emotions and impulses in check
• Achievement Oriented: strive to meet or exceed a
standard of excellence the right way
• Positive Outlook: see the positive in people ,
situations, events: persistence in pursuing goals
despite obstacles and setbacks
• Adaptability: flexibility in handling change, juggling
demands, adapting our ideas and approaches.
II. Self-Management
The Fire and the Brakes
16. 18
Trigger :
An event is perceived as a threat.
Instant Reaction:
Sudden, abrupt. Response is seemingly illogical or out of proportion.
Often has a negative impact on another person.
Results in:
Strong emotions, usually coupled with physiological change.
Subsequent feelings of regret: guilt, shame or embarrassment.
Amygdala Hijack Discussion
17. 19
“ Anyone can be 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
– this is not easy.”
Aristotle’s Challenge
18. Defensive Behaviors Exercise
Identify your top three defensive behaviors
In your table groups each person share their top
three defensive behaviors
20
19. 21
• Empathy: Sense others’ feelings and
perspective, taking an active interest in their
concerns, being able to observe verbal and
non-verbal cues.
• Organizational Awareness: ability to read a
group’s emotional currents and power
relationships, identifying influencers, networks
and dynamics (Build Trust).
III. Social Awareness
Tuning - In
20. 22
Influence: having positive impact on others, persuading or
convincing to gain support.
Coach and Mentor: taking an active interest in others’
development needs and bolstering their abilities.
Conflict Management: negotiating and resolving conflict to
achieve positive results.
Inspire People: inspiring and guiding individuals and groups
to get the job done and bring out the best.
Teamwork: working with others toward shared goals,
actively participating, sharing responsibility & rewards.
IV. Relationship Management
Making a Difference
21. Some Good News!
23
You can develop Emotional Intelligence! “Rewire” your
responses to emotions.
Change how you think about this… alter your behavior
for higher levels of performance excellence!
Emotions Thoughts Behavior Performance
29. Additional Resources on EI
• Emotional Intelligence: 10th Anniversary Edition; Why It Can Matter More Than
IQ by Daniel Goleman
• Primal Leadership : Realizing the Power of Emotional Intelligence by Daniel
Goleman, Annie McKee, and Richard Boyatzis
• The Emotionally Intelligent Manager by David Caruso and Peter Salovey
• Raising Your Emotional Intelligence: A Practical Guide by Jeanne S. Segal
• Executive EQ, R. Cooper and A. Sawaf, Berkley Publishing, 1997
• Crucial Conversations: Tools for Talking When the Stakes are High, K.
Patterson, J. Grenny, R. McMillan, and A. Switzler, McGraw-Hill, 2002.
• www.danielgoleman.info
• www.eiconsortium.org
• www.sixseconds.com 31
Notas do Editor
Speaker: Craig Bigham
Duration: 5 mins.
Slides: 2 slides
Purpose: recap the morning session and prepare for the afternoon discussions
Richard Boyatzis is Distinguished University Professor, as well as Professor in the Departments of Organizational Behavior, Psychology, and Cognitive Science at Case Western Reserve University and Adjunct Professor at ESADE. He is the author of more than 150 articles and books on leadership, competencies, EI, and change from a complexity perspective, including: The Competent Manager (in 2 languages); Primal Leadership with Daniel Goleman and Annie McKee, in 28 languages; Resonant Leadership, with Annie McKee (in 18 languages); Becoming a Resonant Leader, with Annie McKee and Francis Johnston (in 8 languages), and Transforming Qualitative Information (in 2 languages).
He received his Bachelor of Science degree in Aeronautics and Astronautics from the Massachusetts Institute of Technology, his Masters and PhD from Harvard University in Social Psychology.
Speaker: Andy Worshek
Duration: 90 mins.
Tom Simril to Introduce Andy Worshek
Participants will have Index Cards at their seats.
During the keynote, individuals will Index Your Thoughts on the index cards.
These will be given to Andy during the break to briefly review and respond to in the follow-up Q&A session after the break.
Thinking process cycle about 6 seconds:
Amygdala – 2 to 3 nanoseconds to respond. Triggers biochemical response to the trigger.
Neocortex – Thinking part of the process takes place several seconds after the trigger to fully understand the situation and start to formulate a response.
Between stimulus and response there is a space where we can choose what our response is going to be. In that space there is opportunity to grow and develop.
