This document discusses the importance of developing emotional intelligence. It states that emotional intelligence is key to happiness and success in life. It encourages the reader to reflect on their strengths and weaknesses and develop self-awareness. Developing emotional intelligence involves observing your reactions, taking responsibility for your actions, and improving self-control especially in stressful situations. Emotional intelligence is important for leadership as it allows one to be self-aware and regulate their emotions so they do not negatively impact others.

1. THE IMPORTANCE OF
DEVELOPING EMOTIONAL
INTELLIGENCE
A VITAL
LEADERSHIP QUALITY
“Emotional Intelligence is the key to
happiness & success in every
aspect of your life”
Richard Tredennick-Titchen
Copyright 2011 Turkey

2. WELCOME TO AGORA
© “AWARENESS”
Copyright: Richard Tredennick-Titchen 2011

3. AGORA
AGORA asks you to dig out what is already inside
you, examine it, and decide what action you need to
take, in order to change & exploit your full potential
for, happiness & success

5. Stop & Think
• Cross out six letters
from the line so that BSAINXLEATNTEARS
all the remaining
letters in the
sequence for one
common English word

6. THE ICEBERG
HOW MUCH DO YOU SEE OF
AN ICEBERG?

7. THE ICEBERG
ONLY 10% OF
ANY ICEBERG
IS VISIBLE
THE
REMAINING
90% IS BELOW
SEA LEVEL

8. IQ & EMOTIONAL
INTELLIGENCE

9. EMOTIONAL
INTELLIGENCE
• The most successful people in
business have high EQ’s
• EQ enables you to have the self
confidence to know your strengths
& weaknesses & to understand
other’s strengths & weaknesses
• Developing your EQ will enable
you to conquer fear & anxiety, &
lead a richer & more successful life
EQ is defined as awareness of
your own & other’s beliefs, values
& emotions

10. EMOTIONAL
INTELLIGENCE
• Emotionally intelligent people have
a high level of self-confidence &
self-esteem
• They can accept criticism without
feeling hurt or threatened
• They are generally more succesful
in their personal relationships, as
well as their working lives
• They know where they want to go
& how to get there

11. EMOTIONAL
INTELLIGENCE
• Emotionally intelligent people
are in control of their emotions
• They are able to manage
themselves, as well as others
• They have a positive attitude
to life, and are constantly
learning new ways to do things
• Their attitude to everything in
life is based on a mature belief
system

12. HOW MUCH DO
OTHERS SEE OF YOU
KNOWN KNOWLEDGE
TO OTHERS
SKILLS SEA LEVEL
UNKNOWN
TO OTHERS
ATTITUDE

13. BENEATH THE SURFACE
KNOWN KNOWLEDGE
TO OTHERS
SKILLS SEA LEVEL
UNKNOWN
TO OTHERS
PERSONALITY,MOTIVATION,
GENES,EXPERIENCES,VALUES
THOUGHTS, FEELINGS...

14. YOU ARE JUDGED BY YOUR
“BEHAVIOUR”
KNOWN
TO OTHERS BEHAVIOR
SEA LEVEL
UNKNOWN
TO OTHERS
VALUES – STANDARDS – JUDGMENTS
ATTITUDE
MOTIVES – ETHICS - BELIEFS

15. SELF-AWARENESS
1. EMOTIONAL AWARENESS
b. Know which emotions
Individuals with this they are feeling & why
competence ... c. Realize the links
between their feelings
& what they think, do &
say
d. Recognise how their
feelings affect their
performance
e. Have a guiding
awareness of their
values & goals

16. SELF-AWARENESS
2. ACCURATE SELF-
ASSESSMENT
b. Aware of their strengths
& weaknesses
Individuals with this
competence are ... c. Learn from experience
d. Open to feedback,
continuous learning &
self development
e. Able to show a sense of
humour & perspective
about themselves

17. SELF-AWARENESS
3. SELF-CONFIDENCE
b. Present themselves
with self-assurance
Individuals with this
c. Can voice unpopular
competence ...
views in order to do
what is right
d. Are decisive & able to
make sound decisions
despite uncertainties &
pressures

18. SELF-REGULATION
• SELF-CONTROL a. Manage their
impulsive &
distressing feelings
Individuals with this well
competence ...
b. Stay calm & positive
in a crisis
c. Think clearly & stay
focussed under
pressure

19. SELF-REGULATION
2. TRUSTWORTHINESS
b. Act ethically at all times
c. Build trust through their
reliability & authenticity
Individuals with this
competence ... d. Admit their own
mistakes & confront
un-ethical behaviour in
others
e. Take tough decisions
even if they are
unpopular

20. SELF-REGULATION
3. CONSCIENTIOUSNESS
b. Meet commitments
& keep promises
c. Hold themselves
Individuals with this
accountable for
competence ...
meeting their
objectives
d. Are organised &
careful in their work

21. SELF-REGULATION
4. ADAPTABILITY
b. Smoothly handle
multiple demands,
shifting priorities &
Individuals with this rapid change
competence ...
c. Adapt their rsponses
& tactics to meet
fluid circumstances
d. Are flexible in how
they see & respond
to events

22. SELF-REGULATION
5. INNOVATIVENESS
b. Seek out fresh ideas
from a wide variety of
sources
Individuals with this
c. Entertain original
competence ...
solutions to problems
d. Generate new ideas
e. Take fresh perspectives
& risks in their thinking

23. SELF-MOTIVATION
1. ACHIEVEMENT DRIVE a. Are results orientated
with a high drive to
meet their objectives
Individuals with this & standards
competence ... b. Set challenging goals
& take calculated risks
c. Pursue data &
information to reduce
uncertainty & find
ways to do better
d. Learn how to improve
their performance

24. SELF-MOTIVATION
2. COMMITMENT
b. Readily make personal or
group sacrifices to meet a
Individuals with this larger organisational goal
competence ... c. Find a sense of purpose in
the larger mission
d. Use the group’s core values
in making making decisions &
clarifying choices
e. Actively seek out
opportunities to fulfil the
group’s mission

25. SELF-MOTIVATION
3. INITIATIVE a. Are ready to seize
opportunities
b. Pursue goals beyond
Individuals with this what is expected or
competence ...
required of them
c. Cut through ‘red tape’ in
order to get the job done
d. Mobilise others through
unusual, enterprising
efforts

26. SELF-MOTIVATION
4. OPTIMISM
b. Persist in attaining goals
despite obstacles &
Individuals with this setbacks
competence ...
c. Operate from ‘hope of
success’, rather than
‘fear of failure’
d. See setbacks as
manageable
circumstances – not
personal flaw

27. SOCIAL-AWARENESS
1. EMPATHY
c. Are attentive to emotional
Individuals with this
cues & listen well
competence ...
d. Show sensitivity &
understand other
people’s perspectives
e. Help out based on other
peoples needs & feelings

28. SELF-MOTIVATION
2. DEVELOPING OTHERS
b. Acknowledge & reward
other peoples strengths,
achievements &
Individuals with this competence ... development
c. Offer useful feed back &
identify peoples needs for
development
d. Mentor, give timely
coaching & offer
assignments that
challenge & grow a
person’s skills

29. SELF-MOTIVATION
3. LEVERAGING DIVERSITY
b. Respect & relate
well to people from
varied backgrounds
c. Understand diverse
Individuals with this world views & are
competence ...
sensitive to cultural
differences
d. Challenge bias &
intolerance

30. Stop & Think
KEY THINKERS
• “If your emotional abilities aren’t in hand, if
you don’t have self-awareness, if you are
not able to manage your distressing
emotions, if you can’t have empathy and
have effective relationships, then no
matter how smart you are, you are not
going to get very far”
Daniel Goleman

31. Stop & Think
IDENTIFY YOUR
STRENGTHS
• We all have strengths &
weaknesses
• What is important are
our strengths

32. STRENGTHS OF
HUMANITY
• Those centered around
relationships with others
• The capacity to love &
recieve love
• Kindness
• Social intelligence

33. STRENGTHS OF
KNOWLEDGE
• Those related to aquiring &
using new knowledge
• Creativity
• Curiosity
• Love of Learning
• Perspective
• Wisdom

34. STRENGTHS OF
COURAGE
• Those related to
maintaining will-power in
the face of opposition
• Bravery
• Persistence
• Integrity
• Vitality

35. STRENGTHS OF
JUSTICE
• Those that support the
best possible
interaction among a
group
• Citizenship
• Fairness
• Empathy

36. STRENGTHS OF
TEMPERANCE
• Those that protect from
excess
• Forgiveness & Mercy
• Modesty & Humility
• Prudence
• Self-regulation

37. STRENGTHS OF
TRANSCENDENCE
• Those that form
connections with a larger
whole
• Appreciation of Excellence &
Beauty
• Gratitude
• Hope
• Humour
• Spirituality

38. Stop & Think
IDENTIFY YOUR
STRENGTHS
• Split into pairs & help
each other to identify
their strengths
• Each person should
identify at least 3 core
strengths

39. EMOTIONAL INTELLIGENCE
• The capacity for recognizing our own
emotions and those of others, for motivating
ourselves and others, and for managing
emotions well in ourselves and in our
relationships
• In sum:
– Understanding Yourself
– Managing Yourself
– Understanding Others
– Managing Others

40. Self- Social
Awareness Awareness
Reading one’s own emotions
and recognizing their impact Ability to attune to how others feel,
and to “read” situations
Self-
Management Social
Skills
Keeping disruptive emotions
& impulses under control Ability to guide the emotional
tone of the group

41. THE BUSINESS CASE
DOES EI MAKE
A DIFFERENCE?

42. RESEARCH
Goleman, Working with Emotional Intelligence,
“181 different positions from 121 organizations
worldwide … 67% of the abilities deemed essential for
effective performance were emotional competencies”
(cf. Rosier, 1994)
“Reanalyzed data from 40 different corporations … to
differentiate star performers from average ones …
emotional competencies were found to be twice as
important in contributing to excellence as pure
intellect and expertise” (cf. Jacobs and Chen, 1997)

43. HOW GROUP EI
AFFECTS THE BOTTOM
LINE
Better Decisions, More Creative Solutions, Higher Productivity
Participation, Cooperation, Collaboration
Trust, Group Identity, Group Efficacy, Networks
Group Emotional Intelligence

44. WHAT IS GROUP
EI?
• It is not about… • It is about . . .
catching and bringing emotions to
suppressing the surface and
emotions as they proactively
bubble up understanding their
• It is not about… meaning and impact
being nice on the team and its
performance

45. EI COMPETENCIES
(Goleman, 2001)
Self-Awareness Social-Awareness
• Empathy
• Emotional awareness
• Service Orientation
• Accurate self-assessment
• • Organizational awareness
Self-confidence
Self-Management Social skills
• Leadership
• Adaptability • Develop others
• Self-control • Change catalyst
• Conscientiousness
• Conflict management
• Initiative
• • Influence
Achievement Orientation
• Trustworthiness • Building bonds
• Communication
• Teamwork

46. Stop & Think
BEST TEAM & WORST
TEAM EXERCISE
s Think of a team you have been a part of that was
an excellent experience. The team performed well.
It was the best team experience you’ve ever had.
 Think ofawful experience. beenteam performed
was an
a team you have
The
a part of that
poorly. The worst team experience you’ve ever
had.
 Underneaththe characteristicswrite notes
describing
each team name,
or circumstances
that contributed to that experience.

47. TOP TEN EMOTIONAL
NEEDS OF CHILDREN
• 1. Accepted
• 2. Believed in
• 3. Cared about
• 4. Forgiven
• 5. Loved
• 6. Safe
• 7. Supported
• 8. Trusted
• 9. Understood
• 10. Valued

48. ADULTS NEED TO FEEL:
• accepted • in control
acknowledged included
admired listened to
appreciated loved
approved of needed
believed in noticed
capable powerful
cared about private
challenged productive / useful
clear (not confused) reassured
competent recognized
confident respected
forgiven safe / secure
forgiving supported
free treated fairly
fulfilled trusted
heard understanding
helped understood
helpful valued
important worthy

49. DEVELOPING EI
• If you are interested in developing your
emotional intelligence, you should start by
identifying where it is that you are currently and
where you would like to be.
• Start observing how it is that you react to others.
Look honestly at how you think and interact with
other people.
• If you find that you are quick to harshly judge or
stereotype others, take some time to put yourself
in their shoes and this should help you to be
more open and accepting of their individual
needs and views.

50. DEVELOPING EI
• Think critically of your actions in the workplace.
• Do you constantly seek attention and approval for a
job well done?
• Try to practice being a bit more humble. This sends
across the message that you are strong and
confident.
• Instead of always trying to have the focus be all on
you, try giving others an equal opportunity to shine.
• It is much better to give praise than to only receive
it.

51. DEVELOPING EI
• Closely examine how it is that you react
when you are placed in a stressful situation.
• If you become overly upset, lash out, or try to
place the blame all on others, you may need
to work on developing emotional intelligence.
• Being able to remain calm and maintain
personal control in difficult situations is a
highly valued character both in the business
world and outside of it.

52. DEVELOPING EI
• Another way to work on developing
emotional intelligence is to take
responsibility for your own actions.
• When you do something wrong and upset
someone, do not try to avoid the situation
and sweep it under the rug.
• Instead you should approach them directly
and offer an apology.
• This will make people want to work with
you more.

53. EMOTIONAL
INTELLIGENCE &
LEADERSHIP
• Emotional Intelligence and leadership both rely
on self awareness.
• Self-Awareness is mostly about being able to
effectively recognize and understand your own
emotions, moods, and values.
• As a leader you should recognize that these
aspects of your self have a great impact on
those around you.
• A leader with strong emotional intelligence is self
aware and is both confident and realistic about
their personal strengths and opportunities and
uses them to inspire those around them.

54. EMOTIONAL
INTELLIGENCE &
LEADERSHIP
• Any effective leader should be sure not to let
their mood and emotions affect others around
them.
• With emotional intelligence you will be able to
develop self-regulation skills.
• Leaders with high Emotional Intelligence levels
have the ability to control their emotions and to
think about the consequences of their actions
before acting.
• They are not easily flustered and are
comfortable with new projects and deal well with
change.

55. EMOTIONAL
INTELLIGENCE &
LEADERSHIP
• Leaders possessing emotional intelligence are
motivated by setting and meeting their own
personal goals.
• For them it is not about the money or the
recognition. It is simply about getting the job
done.
• While they are often persistent in achieving
these goals, at the same time they do not ignore
the emotional needs of those around them.
• They tend to show strong empathy for others
and take the feelings and needs of others into
consideration during their daily interactions.

56. Stop & Think
READING OTHERS EMOTIONS

57. FEAR
• We express fear when we feel
physically or psychologically
threatened.
The facial expression of fear is
often confused with surprise. But
when we’re surprised, our eyes
open wider than when we’re afraid,
and our mouth isn’t pulled
sideways, like it is here; instead,
our jaw drops and the mouth
hangs open. Plus, our eyebrows
are relatively flat when we’re
afraid; they arch more when we’re
surprised.

58. HAPPINESS
• This is a classic display of a
genuine smile, called a Duchenne
smile, which signals happiness.
It’s defined by two muscle
movements. The movement
common to all smiles is the
zygomatic major muscle pulling the
lip corners up. But, critically, what
reveals this as a genuine smile is
what happens around the eyes: The
muscles tighten, making those
wrinkles, or crow’s feet, around the
sides of the eyes and creating that
pouching of the lower eyelid. When
you see these signs, the person
isn’t just smiling politely; he’s
feeling genuine happiness.

59. ANGER
• You see these muscle movements
—in the lips, around the eyes, and
in the brow—when people are
feeling aggressive, threatened, or
frustrated. Researchers think we
make this expression when we're
angry because it could protect the
face in a physical conflict—for
example, the furrowed eyebrows
could protect the eyes.
People often confuse anger and
disgust, but disgust involves a
raised upper lip and a wrinkle in
the nose that you don’t see here.

60. EMBARRASSMENT
• When people are embarrassed,
they avert their gaze, which
means they move their head
down and to the side, exposing
their neck. And the embarrassed
smile is different from other
smiles: The lips press together
tightly, reflecting feelings of
restraint or inhibition.
Embarrassment can look like
shame, but when we're
ashamed, our head moves
straight down, not to the side,
and we don't smile.

61. PRIDE
• Pride involves signs of dominance.
The corners of the lips rise slightly,
signaling that the person is happy.
But what distinguishes this from
happiness is that the head tilts
back, with a slight jaw-thrust. Those
are classic signs of power and
dominance—they suggest that
we’re feeling strong.
The expression of pride is also
close to the expression of
contempt. They both involve a
backward head tilt, but contempt
doesn't involve a slight smile like
pride does; instead, with contempt
the lip movement is asymmetrical—
only one side tightens.

62. SURPRISE
• Surprise is often confused with fear.
But when we’re afraid, our lower
eyelids tighten and our eyebrows
look flat and tense; with surprise,
our upper eyelids rise up and our
eyebrows arch. Also, our jaws drop
when we’re surprised, but our lip
corners go sideways when we’re
afraid, making the mouth look
tighter.
Some experts believe our eyes open
wide like this because when we’re
confronted with something
surprising—a long-lost friend, an
unexpected award—we try to
absorb as much of this new
information as possible.

63. CONTEMPT
•
• Contempt is when you look down
on somebody derisively or
suspiciously. What’s important
about the expression of contempt
is that the lips tighten on one side
of the face but not the other. If the
tightening were on both sides of
the face, the person could be
swallowing or salivating.
People often confuse contempt
with disgust. But disgust involves
the raising of the upper lip, and the
bridge of the nose wrinkles. We
express disgust about noxious
things, not those about which
we’re derisive or suspicious.

64. DISGUST
• When we feel disgust, the
muscles above the upper lip pull
up, raising the upper lip, wrinkling
the nose, and narrowing the
eyes.
People often confuse disgust and
anger. But anger tightens the
mouth and lowers the eyebrows
more significantly, and raises the
upper eyelid. With disgust, the
mouth opens and the tongue
comes out, just in case you need
to throw up.

65. FLIRTATIOUSNESS
• This is a coy, flirtatious smile. What
conveys flirtatiousness is when
someone turns his or her head away
to signal ‘I’m not interested in you,’
but simultaneously makes eye
contact. That’s a universal display
that reflects the ambivalence of
flirtation—the flirter avoids and
approaches someone at the same
time.
Someone flirting gives off signals of
pleasure, as indicated by the
zygomatic major muscle pulling the
lip corners up, which also raises the
cheeks slightly. Plus, the eyes are
narrower than in a neutral state
because the orbicularis oculi
muscles around the eyes contract,
suggesting feelings of happiness.

66. PAIN
• When we feel pain, our facial
muscles move in ways that
contract the face and protect us
from harm. In the upper half of the
face, the orbicularis oculi muscles
around the eyes contract, closing
the eyes tightly, and the
corrugator muscle lowers our
eyebrows. In the lower half of the
face, our lips tighten and press
upwards.
You'll see this particular
expression especially when people
are experiencing psychological
pain, such as when they see other
people suffer. It’s an expression
closely related to sadness. But
rather than suffering in their own
sadness, they experience the pain
and suffering of others through
empathy.

67. COMPASSION
• When people feel sympathy or
compassion, the corrugator
muscles pull the eyebrows in and
up, their lips press together, and
their head tilts forward slightly—a
sign of social engagement.
The expression of compassion is
most often confused with sadness.
The eyebrow movements are
similar in sadness and
compassion, but with compassion
the lips press together; when we
feel sad, our lips pull down.

68. AMUSEMENT
• The tell-tale signs of genuine
amusement are the open mouth
and the backwards head
movement. And like a genuine
smile, you can tell a genuine laugh
when you see the muscles
contracting around the eyes,
making crow’s feet.
Genuine laughter often relaxes all
muscle movements in the body
because of shifts in our respiration
patterns that happen when we
laugh. This rapid shift to a state of
relaxation shuts off feelings of
aggression or frustration—we’re
cooperating with other people, not
competing.

69. INTEREST
• When we’re interested in
something, the frontalis muscles
raise our eyebrows straight up,
and our lip corners turn up in a
slight smile, suggesting we’re
feeling pleasure.
The expression of interest is
related to the expression of
happiness. But when we’re happy,
we’ll show more exaggerated
upward movements of our lip
corners, and the muscles around
the eyes will contract more, without
the eyebrow raising straight up.

70. SADNESS
• Sadness is characterized by
oblique eyebrows, where the
corrugator muscles pull the
eyebrows in, but the inner part of
the frontalis muscle pulls them up.
There’s also a little pouching in the
inner part of the forehead, and
people will often look down. Plus,
the corners of the lips are pulled
straight down, giving the mouth a
curved look.
The expression of sadness is often
confused with shame, and it
shares the oblique eyebrow
muscle movements of
compassion.

71. DESIRE
Desire is signaled through the
mouth, with lip bites, puckers, or (as
in this case) lip licks. The mouth is
probably so strongly linked to desire
because of the connection to kissing.
People often make this facial
expression when they’re interested
in someone else sexually, but not
necessarily romantically.
Desire is obviously a relative of love,
but when people feel loving and
trusting and devoted to someone
else, as opposed to sexually
aroused, they won't necessarily
make this kind of gesture with their
mouth. Instead, they'll often smile in
a way that suggests happiness, with
a head tilt to the side.

72. SHAME
• Shame is a very simple display but
a powerful one. It simply involves
gaze aversion, with the head
moving down so that the chin tucks
into the neck. It's the opposite of
pride: Whereas with pride our head
tilts back and our chin goes up,
shame often constricts our posture
as a sign of submissiveness.
This expression is frequently
confused with sadness. But shame
doesn't involve the muscle
movements of the sad face—the
eyebrows pulled in and partly up,
with the lip corners moving down.

73. POLITENESS
• This is a non-Duchenne
smile—a smile that doesn’t
signal true happiness. It
suggests that the person is
trying to seem polite and
cooperative, but they don’t
genuinely feel happy.
The zygomatic major muscle
is pulling the lip corners up,
but there are no signs of real
joy around the eyes—no
crow’s feet around the sides,
no pouching of the lower
eyelid, no raising of the
cheek.

74. EMBARRASSMENT
• With about 30 percent of
embarrassment episodes, people
touch their face, which is
happening here. Some experts
believe the face touch is a
defensive movement, to protect
the face after the person violated
some social rule.
In some parts of the world, people
make a similar hand gesture when
they’re ashamed. But with shame,
the head moves straight down, not
to the side, and there’s no slight
smile.

75. PAIN
• When we feel pain, our facial
muscles contract the face and
protect us from harm.
In the upper half of the face, the
orbicularis oculi muscles around
the eyes contract, closing the eyes
tightly, and the corrugator muscle
lowers our eyebrows. In the lower
half of the face, our lips tighten and
press upwards. Especially when
experiencing physical pain, people
will sometimes contract their neck,
as is happening here, making this
look even more like a display of
self-defense.

76. LOVE
• When we feel love, our facial
expression often resembles
happiness: The zygomatic
major muscle pulls the lip
corners up, and there’s a
tightening of the lower eyelid.
But the distinct expression of
love combines these muscle
movements with a tilt of the
head to the side. That’s a
sign of intimacy and
connection beyond just
happiness.

77. EMOTIONAL INTELLIGENCE
MEASURABLE RESULTS
• You are true to yourself & to others
• You practice your beliefs & values
• You inspire through your commitment to
excellence
• You empower, develop & respect others
• You never accept mediocrity or second best
• You have courage to take risks & do what is right
• You excercise integrity & honesty at all times
• You take unconditional responsibility for yourself
• You demonstrate initiative & innovation

78. MEASURABLE
RESULTS
• You are aware of your own strengths, & the
strengths of those you work with
• You aim for success in everything that you do
• You learn from the past, plan for the future,
but live in the present
• You are passionate about what you do, and
you communicate this passion to those
around you
• You are the same person in every aspect of
your life
• You find happiness in “flow”

79. MEASURABLE RESULTS
• You are not afraid of criticism & do not react
emotionally to it
• You never engage in office politics, or talk about
people behind their backs
• You act calmly & rationally, even when you are
in a crisis
• You support & encourage your team at all times,
through giving regular feedback & guidance
• You are as aware of the needs of others, as you
are of your own needs
• You never play the blame game
• You successfully ‘manage’ yourself & your
emotions

80. LEADERS OF
TOMMORROW
• The new leaders of tommorrow are creative, visionary
& proactive
• They are both learners & teachers
• They foresee dynamic changes in society and the
marketplace, & capitalise on them
• They have a strong sense of ethics & purpose
• They work to build a sense of integrity into their
organisations & develop their staff
• They have self-assurance & self-confidence, built on
their self-knowledge & emotional intelligence

81. LEADERS OF
TOMMORROW
• Positions for change.
– Observes the environment.
• Creates a new reality.
– Defines objectives, resources and strategies.
• Leads diverse teams to create.
– Selects people and defines expectations.
• Drives the performance in creation.
– Motivates people and amplifies results.
• Searches for excellence at every step.
– Monitors and evaluates self, team and
environment.

82. LEADERS OF
TOMMORROW
• The leaders realises that with all the rapid changes
in the global marketplace & the information
overload, it is simply impossible to know
everything
• They realise that reason & logic will not get them
through every situation
• They are increasingly realising that there is value in
listening to their intuition & ‘gut’ reactions, when
making important decisions
• They also realise that the more self-aware they
are, the more they can trust their basic intuition

83. EMOTIONAL
INTELLIGENCE
TEŞEKKÜR
EDERİM
Richard Tredennick-Titchen
Copyright 2011