How Emotional Intelligence Leads to Positive Results
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Emotional intelligence (EQ), or the capacity to interact with others, is now recognized as a necessary leadership skill — and for good reason. While most EQ research is rooted in academia, the concept has found a welcome home in the workplace. Evidence of its value to professional development and job performance is mounting quickly. Now more than ever, human capital leaders are showing management teams the positive impact of high EQ on employee performance that leads to gains in meaningful business results. In this session, attendees will learn: • How EQ is defined • How to raise awareness and communicate value of EQ to senior leaders • How a structured training program can be used to increase EQ — leading to positive end results in the workplace Speaker: Kim Morris Lee, Director, Organizational Effectiveness, University of Illinois at Chicago
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How Emotional Intelligence Leads to Positive Results
- 1. How Emotional Intelligence Leads to Positive Results Kim Morris Lee Director, Organizational Effectiveness University of Illinois at Chicago
- 2. LEADING TO POSITIVE RESULTS
- 3. •Need for Change – Show Value Add •Multiple Employee Groups •Multiple Levels •Multiple Units
- 5. • Bottom Line – “If you don’t talk it out, you will act it out.” • How Do We Get People To Accept Need For Respectful Dialogue? • Got Emotional Intelligence?
- 6. • Empathy • Organizational Awareness RecognitionRegulation SOCIAL Social-AwarenessSelf-Awareness • Self-Confidence • Accurate Self-Assessment SELF Self-Management • Self-Control • Adaptability Relationship Management • Influence • Teamwork and Collaboration
- 8. • Discussed Program with Executive Level Management • Showed results achieved in other organizations • Revenue generation – and meeting expressed need for professional development • Program includes techniques to increase EQ on multiple levels – self awareness, social awareness, relationship management
- 10. Kim Morris Lee, PhD Director, Organizational Effectiveness kmorris@uic.edu
Notas do Editor
- What’s the story? – Eight years ago, I walked into a situation where everyone wanted more from Human Resources. Essentially, wanted HR to become more strategic – What I was hearing most was: “Give us meaningful professional development opportunities, create processes focused on succession management, guide us in the design of value-add performance management processes.” Sure, was the initial response. This can be done – HC design, development, implementation. – It’s been done before in other organizations successfully. The brutal truth – organizational process consistency and commitment to a common mission was missing – different sub-cultures. – three distinct employee groups (civil service, academic professionals not covered by union contracts, faculty), at different levels (management, non-management), 6-8 different administrative units and 15 plus colleges. Is there a common thread of focus? What might illuminate, for all -- everyone in the organization, a positive, results driven mindset? – What is needed to get key players to collaborate and focus on delivering results that matter most to the organization overall, rather than a specific department, unit or group?
- Since the beginning of time -- our bodies have been wired to respond to uncomfortable, difficult or dangerous situations automatically by fighting or moving away. It’s the “fight” or “flight” response. “Fighting” can be verbal or physical. Moving away or “flight” -- silence, shutting down or walking away – ignoring concerns of others, dismissing people who do not share your opinion. As human beings, it is natural – the majority of the population will either go to silence (shut down, tune out) or violence (scream, fight) when faced with challenging situations or danger. Unfortunate reality is – we don’t get to positive results that way. Necessary to engage in respectful, honest conversation to realize meaningful, sustainable results.
- Not everyone wanted to focus on performance reviews and professional development –or general request to address HC concerns. General response -- not enough time, didn’t understand how this would help operations – help to achieve defined objectives/goals. Consistent evidence throughout the organization pointing to need for delivery of higher quality service, more engagement on the job. Individual contributors wanted management to show interest in their development and career progression – Moreover, in some cases, wanted goals to be defined – some employees didn’t have clear performance expectations. What was needed? – conversation – crucial conversations Behavioral change – tools/strategies to: 1) get unstuck and spot conversations that are needed which might be keeping people frustrated and blaming others for disappointments; 2) Make it Safe for others (regardless of employee group/level) to speak by showing respect and learning when/how to apologize.
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- Seeing what was wanted made it more relevant. Program implemented in many health care organizations (including UI hospital) with amazing, meaningful results – in cases where the right conversation could be the one to save a life. Basic premise of this training is The Law of Crucial Conversations -- anytime you find yourself not moving forward to achieve desired results – essentially stuck, there is a “crucial conversation” that is holding you in that spot. Once you identify these conversations that you are not having or not having well – and learn how to have these results-driven conversations, you move toward getting the results that you and others want – everything is easier – challenges do not seem insurmountable. – people are happy to work in the company. – it’s easier to recruit talent that can continue to move the organization forward. – Because, who wouldn’t want to work in an organization where there is honest, respectful dialogue about achieving company goals and getting the job done?
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