This presentation was used for an hour-long talk at NIPM - Cochin Chapter to HR Managers and MBA students.

1. The Emotionally Intelligent Manager
NIPM Cochin Chapter – Oct 29, 2013

2. A quick Self Assessment

3. Question – 1: You are in a meeting when
a colleague takes credit for work that you
have done. What do you do?
 a. Immediately and publicly confront the colleague over
the ownership of your work.
 b. After the meeting, take the colleague aside and tell her
that you would appreciate in the future that she credits
you when speaking about your work.
 c. Nothing, it’s not a good idea to embarrass colleagues
in public.
 d. After the colleague speaks, publicly thank her for referencing your work and give the group more specific details
about what you were trying to accomplish.

4. Question – 2: You are a manager in an
organization that is trying to encourage respect
for racial and ethnic diversity. You overhear
someone telling a racist joke. What do you do?
 a. Ignore it. The best way to deal with these things is not
to react.
 b. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
 c. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your
organization.
 d. Suggest to the person telling the joke that he go
through a diversity training program.

5. Question – 3: A discussion between you and your
partner has escalated into a shouting match. You are
both upset and in the heat of the argument, start making
personal attacks which neither of you really mean. What
are the best things to do?
 a. Agree to take a 20-minute break before continuing
the discussion.
 b. Go silent, regardless of what your partner has to
say.
 c. Say you are sorry, and ask your partner to apologize
too.
 d. Stop for a moment, collect your thoughts, then
restate your side of the case as precisely as possible.

6. Question – 4: You have been given the task
of managing a team that has been unable to
come up with a creative solution to a work
problem. What is the first thing that you do?
 a. Draw up an agenda, call a meeting and allot a specific
period of time to discuss each item.
 b. Organize on off-site meeting aimed specifically at
encouraging the team to get to know each other better.
 c. Begin by asking each person individually for ideas
about how to solve the problem.
 d. Start out with a brainstorming session encouraging
each person to say whatever comes to mind, no matter
how wild.

7. Question – 5: You have recently been assigned a
young manager in your team and have noticed that he
appears to be unable to make the simplest of decisions
without seeking advice from you. What do you do?
 a. Accept that he “does not have what it takes to succeed
here” and find others in your team to take on tasks.
 b. Get an HR manager to talk to him about where he sees
his future in the organization.
 c. Purposely give him lots of complex decisions to make
so that he will become more confident in the role.
 d. Engineer an ongoing series of challenging but
manageable experiences for him, and make yourself
available to act as his mentor.

8. Scoring
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Q-1: a: 0 points; b. 5 points; c. 0 points; d. 10 points
Q-2: a. 0 points; b. 5 points; c. 10 points; d. 5 points
Q-3: a. 10 points; b. 0 points; c. 0 points; d. 5 points
Q-4: a. 0 points; b. 10 points; c. 0 points; d. 5 points
Q-5: a 0 points; b. 5 points; c. 0 points; d. 10 points

10. Jack Mayer
David Caruso
Peter Salovey
Daniel Goleman

11. This is not going to be an Academic Exercise!
• There are numerous theories of EI
• A number of researchers have worked on it
– I’m not one of them! (But, it’s on the anvil!)
• We only are going to discuss how EI can be
used in the organisational context – the books I
have read on the subject and the people I have worked with.)
How can EI by used to GET WORK DONE?

12. Emotional Intelligence refers to the
capacity for understanding our own
feelings and those of others, for
motivating ourselves, and for managing
emotions well in ourselves and our
relationships.
- Daniel Goleman (1998)

13. Four Branches of Emotional Intelligence
- Peter Salovey and John D. Mayer
– Perceiving Emotions:
Sensing the presence
– Reasoning With
Emotions: Usage while
thinking
– Understanding
Emotions: What is the
basis
– Managing Emotions:
Regulation & Response
www.company.com

14. Daniel Goleman’s EI Theory
Internal Motivation
www.company.com

16. “What is the 90:10 rule?”

17. A travel story
• A journey by air:
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You are on vacation
The wait at the airport
The pick-up doesn’t arrive on time
Check-in is a messy affair
Room Service is delayed & they bring the wrong stuff
The cruise boat breaks down
What is role of emotions in the above events?
» …. And the Result????
www.company.com

18. At Work
• A typical scene at the office
– You asked a team member for an important report
– He comes in late – the tyre was punctured
– He doesn’t have the data ready for compilation
– You are not able to submit the report on time
– You get a mouthful from your superior
– Imagine the Emotion Overload!
– All day an endless array of EMOTIONS are on display
www.company.com

19. Toxic Zone!
• Loses good people to Anger!
• Wins the argument …
… loses the person!
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Mr. Know-all!
Doesn’t give credit
Won’t appreciate people
Why? Insecurity? Insensitivity? Upbringing?

20. “What portion of the
decisions you make at work
are Emotional versus
Rational?”

21. How does low EQ show up at work?
• Blaming others
• Victim statements such as “If only he would . . .”
• An inability to hear critical feedback
• Diverse opinions that aren’t welcomed or valued
• Passive, aggressive or passive-aggressive communication
• Leaders who don’t listen & become out of touch with their team
• Managers who don’t appreciate, recognise or develop people
• IS SOMEONE CALCULATING THE COST???
– Delay, Rework, Conflict, Re-recruitment Cost, Whispers in the Pantry,
Dip in Performance, Stress, Customer Dissatisfaction!
www.company.com

22. As managers and business executives we have often asked
ourselves the following questions:
Why do certain employees get into accidents more often than others?
Why do they violate company ethics and policies?
Why do they ignore the rules of the organization?
Why do they use illegal drugs while on the job?
Why do different employees respond differently to challenges?
Why do some people cause conflict while others are good at resolving it?
Why do they put self-interest ahead of the organizational values?
Why do some salespeople win new business with ease while others
struggle to do so even though they seem to be putting the effort?
www.company.com

23. “Personal Competencies—
Competencies that
Determine How We Manage
Ourselves”

24. Self Awareness
Knowing one's internal states, preferences, resources,
and intuitions. This competency is important in the
workplace for the following reasons.
• Emotional awareness: recognizing one's emotions
and their effects and impact on those around us
• Accurate self-assessment: knowing one's strengths
and limits
• Self-confidence: sureness about one's self-worth
and capabilities
www.company.com

25. Self Regulation
Managing one's internal states, impulses, and resources. This
competency is important in the workplace for the following
reasons.
• Self-control: Managing disruptive emotions and impulses
• Trustworthiness: Maintaining standards of honesty and
integrity
• Conscientiousness: Taking responsibility and being
accountable for personal performance
• Adaptability: Flexibility in handling change
• Innovation: Being comfortable with an openness to novel
ideas, approaches, and new information
www.company.com

26. Self Expectations & Motivation
Emotional tendencies that guide or facilitate reaching
goals. This competency is important in the workplace for
the following reasons.
• Achievement drive: striving to improve or meet a
standard of excellence we impose on ourselves
• Commitment: aligning with the goals of the group or
organization
• Initiative: readiness to act on opportunities without
having to be told
• Optimism: persistence in pursuing goals despite
obstacles and setbacks
www.company.com

27. “Social Competencies—
Competencies that
Determine How We Handle
Relationships”

28. Intuition & Empathy.
• Our awareness of others' feelings, needs, and concerns.
This competency is important in the workplace for the
following reasons.
• Understanding others: An intuitive sense of others'
feelings and perspectives, and showing an active interest in
their concerns and interests
• Customer service orientation: The ability to anticipate,
recognize, and meet customers' needs
• People development: Ability to sense what others need in
order to grow, develop, and master their strengths
• Leveraging diversity: Cultivating opportunities through
diverse people
www.company.com

29. Influence & Social Skills.
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Our adeptness at inducing desirable responses in others. This competency is
important in the workplace for the following reasons.
Influencing: Using effective tactics and techniques for persuasion and
desired results
Communication: Sending clear and convincing messages that are
understood by others
Leadership: Inspiring and guiding groups of people
Change catalyst: Initiating and/or managing change in the workplace
Conflict resolution: Negotiating and resolving disagreements with people
Building bonds: Nurturing instrumental relationships for business success
Collaboration and cooperation: Working with coworkers and business
partners toward shared goals
Team capabilities: Creating group synergy in pursuing collective goals
Essentially what we call SOFT SKILLS!
www.company.com

30. Proof
• One study of 44 Fortune 500 companies found
that salespeople with high EQ produced
twice the revenue of those with average or
below average scores.
• Technical programmers demonstrating the top
10 percent of emotional intelligence competency
were developing software three times faster
than those with lower competency.
• Another corporation measured that the
productivity difference between their low
scoring emotional intelligence employees and
their high scoring emotional intelligence
employees was 20 times.

31. More Proof
• One other study in the construction industry
yielded results showing workers with low
emotional intelligence had a higher
likelihood of getting injured while on the
job.
• A large metropolitan hospital reduced their
critical care nursing turnover from 65
percent to 15 percent within 18 months of
implementing an emotional intelligence
screening assessment.

33. The caring Ears!
- Power of Listening

34. Being a more EI Manager
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Embrace Differences to Make a Big Difference
Genuinely Care About People
Help Employees Experience Significance
Be Accountable Like Everyone Else
Be Mindful of Their Needs

35. Coping with Emotions
 Consider the situation from someone else’s perspective
 Take a more realistic look at your situation.
 Look at the situation as though it happened a long time
ago – can remove some of the shock and intensity.
 Focus on the situation, not the emotion.
 Try to see the situation realistically, not as totally bad.
 Be optimistic.
 Use humor.
www.company.com

36. Managing Your Emotions in the Workplace
- Working with People You Don’t Like
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Know your work style.
Know your feelings.
Pick a time of day.
Choose a place.
Plan ahead.
Keep it short.
Be professional.
www.company.com

37. Characteristics of a person with high EQ
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High self-esteem / self-worth
Knows own strengths and weaknesses
Able to assess own capabilities
Able to handle pressure
Ability to handle negative feedback
Taking responsibility for one’s actions & words
Assertive in Communication / Good listeners
Able to deliver bad news with sensitivity
Aware of consequence / impact of actions
Consistency / Honesty / Integrity / Empathy
www.company.com

38. Relevance of Emotional Intelligence
• Being used increasingly in recruitment
• The differentiator between success and failure
• Decisions have greater clarity
• Improved Customer Satisfaction / fewer errors
• Higher employee satisfaction and retention
• Long term organizational success

42. So, it’s established that, in the organizational
context, Managers with higher levels of
Emotional Intelligence (higher EQ) …..
- Produce Consistently
Better Results!!
- Are seen as Leaders worth following!
The Emotionally Intelligent Manager