1. Emotional Intelligence and Leadership
19th Public Procurement Forum
October 28-31, 2007
Hampton Roads, Virginia
Dick Harshberger Presenting
Dick Harshberger
Presenting
Dr. R. F. Harshberger - 10/30-31/07

2. When It Comes To Emotional Intelligence...
HOW SAVVY ARE YOU?
Dr. R. F. Harshberger - 10/30-31/07

3. Not sure – never noticed
1. You are on an airplane that suddenly hits extremely bad turbulence and begins rocking from side to side. What do you do?
Continue to read your book or magazine, or watch the movie, trying to pay little attention to the turbulence.
Become vigilant for an emergency, carefully monitoring the stewardesses and reading the emergency instructions card.
A little of both A. and B.
Not sure – never noticed
Dr. R. F. Harshberger - 10/30-31/07

4. Nothing, it’s not a good idea to embarrass colleagues in public
2. You are in a meeting when a colleague takes credit for work that you have done. What do you do?
Immediately and publicly confront the colleague over the ownership of your work.
After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking of your work.
Nothing, it’s not a good idea to embarrass colleagues in public
After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.
Dr. R. F. Harshberger - 10/30-31/07

5. Hang-up. It doesn’t pay to take abuse from anyone.
3. You are a customer service representative and have just gotten an extremely angry client on the phone. What do you do?
Hang-up. It doesn’t pay to take abuse from anyone.
Listen to the client and rephrase what you gather he is feeling.
Explain to the client that he is being unfair, that you are only trying to do you’re your job, and you would appreciate it if he wouldn’t get in the way of this.
Tell the client you understand how frustrating this must be for him, and offer a specific thing you can do to help him get his problem resolved.
Dr. R. F. Harshberger - 10/30-31/07

6. Decide you do not have what it takes to make it in that career.
4. You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C minus on the midterm. What do you do?
Sketch out a specific plan for ways to improve your grade and resolve to follow through.
Decide you do not have what it takes to make it in that career.
Tell yourself it really doesn’t matter how much you do in the course, concentrate instead on other classes where your grades are higher
Go see the professor and try to talk her into giving you a better grade
Dr. R. F. Harshberger - 10/30-31/07

7. Ignore it. The best way to deal with these things is not to react.
5. 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?
Ignore it. The best way to deal with these things is not to react.
Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.
Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.
Suggest to the person telling the joke he go through a diversity training program.
Dr. R. F. Harshberger - 10/30-31/07

8. Call it a day and go home early to miss rush hour traffic.
6. You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty handed. What do you do?
Call it a day and go home early to miss rush hour traffic.
Try something new in the next call, and keep plugging away.
List your strengths and weaknesses to identify what may be undermining your ability to sell.
Sharpen up your resume.
Dr. R. F. Harshberger - 10/30-31/07

9. Tell her to forget about it—she’s OK now and it is no big deal.
7. You are trying to calm down a colleague who has worked herself into a fury because the driver of another car has cut dangerously close in front of her. What do you do?
Tell her to forget about it—she’s OK now and it is no big deal.
Put on one of her favorite tapes and try to distract her.
Join her in criticizing the other driver.
Tel her about a time when something like this happened to you, and how angry you felt, until you saw the other driver was on the way to the hospital.
Dr. R. F. Harshberger - 10/30-31/07

10. Agree to take a 20-minute break before continuing the discussion.
8. 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 is the best thing to do?
Agree to take a 20-minute break before continuing the discussion.
Go silent, regardless of what your partner says.
Say you are sorry and ask your partner to apologize too.
Stop for a moment, collect your thoughts, then restate your side of the case as precisely as possible
Dr. R. F. Harshberger - 10/30-31/07

11. 9. 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?
Draw up an agenda, call a meeting and allot a specific period of time to discuss each item.
Organize an off-site meeting aimed specifically at encouraging the team to get to know each other better.
Begin by asking each person individually for ideas about how to solve the problem.
Start out with a brainstorming session, encourage each person to say whatever comes to mind, no matter how wild.
Dr. R. F. Harshberger - 10/30-31/07

12. 10. 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?
Accept that he “does not have what it takes to succeed around here” and find others in your team to take on his tasks.
Get an HR manager to talk to him about where he sees his future in the organization.
Purposely give him lots of complex decisions to make so that he will become more confident in the role.
Engineering an ongoing series of challenging but manageable experiences for him, and make yourself available to act as his mentor.
Dr. R. F. Harshberger - 10/30-31/07

13. EMOTIONAL INTELLIGENCE TRAINING
Dr. R. F. Harshberger - 10/30-31/07

14. What is Emotional Intelligence?
Emotional intelligence is not about being nice all the time.
It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
It is about being aware of your feelings, and those of others.
Emotional intelligence is not about being emotional.
It is about being smart with your emotions.
Dr. R. F. Harshberger - 10/30-31/07

15. “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
Dr. R. F. Harshberger - 10/30-31/07

16. Emotional intelligence will be an
important key to leadership in the future.
Dr. R. F. Harshberger - 10/30-31/07

17. it is no longer enough to lead by virtue of power alone.
BUT!
This conclusion is more a function of
belief and values, than based on traces of what we can see today.
it is no longer enough to lead by virtue of power alone.
Dr. R. F. Harshberger - 10/30-31/07

18. Fundamental Questions
What emotional resources do leaders need to thrive amidst chaos and turbulent change?
2. How do leaders create an emotional organizational climate that fosters creative innovations, change, performance, or lasting relationships?
Dr. R. F. Harshberger - 10/30-31/07

19. it is no longer enough to lead by virtue of power alone.
Today’s business/public environments and people issues are far too complex to
return to a top-down, power based style leadership.
it is no longer enough to lead by virtue of power alone.
Dr. R. F. Harshberger - 10/30-31/07

20. a strong sense of purpose and resolve.
But we still tend to use the old language to describe leadership:
bold,
brave
tough
a strong sense of purpose and resolve.
Dr. R. F. Harshberger - 10/30-31/07

21. These Attributes Do Not Fit Today's Needs
Today’s workforce does not accept the autocratic style often adopted by leaders following historical models of leadership.
Leadership has had to evolve to match a growing sense of democracy and independence in the workforce
Employees now have far more options and choices than the foot soldiers of yesterday
Dr. R. F. Harshberger - 10/30-31/07

22. Leaders now need to manage and lead an empowered workforce and go beyond the consultative, co-operative and democratic styles of today. These new demands include:
Dr. R. F. Harshberger - 10/30-31/07

23. Consultation and involvement but leaders still get criticized for not having and communicating a compelling vision and purpose.
Dr. R. F. Harshberger - 10/30-31/07

24. Autonomy And Freedom but leaders are still expected to take full responsibility when things go wrong.
Dr. R. F. Harshberger - 10/30-31/07

25. Opportunities For Growth, Challenge And Glory but leaders must be on hand to coach and mentor us so that we develop our potential.
Dr. R. F. Harshberger - 10/30-31/07

26. Inclusion And Team Spirit but we still want our leaders to give us individual recognition and acknowledgement.
Dr. R. F. Harshberger - 10/30-31/07

27. it is no longer enough to lead by virtue of power alone.
The “nice-is-good” theme.
it is no longer enough to lead by virtue of power alone.
Dr. R. F. Harshberger - 10/30-31/07

28. Remember! Emotional intelligence is not about being nice all the time.
It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
It is about being aware of your feelings, and those of others.
Emotional intelligence is not about being emotional.
It is about being smart with your emotions.
Dr. R. F. Harshberger - 10/30-31/07

29. It is no longer enough to lead by virtue of power alone.
Dr. R. F. Harshberger - 10/30-31/07

30. “In politics, it is much safer to be feared than to be loved.”
DISCUSSION
“In politics, it is much safer to be feared than to be loved.”
Machiavelli – The Prince
Do You Agree?
Dr. R. F. Harshberger - 10/30-31/07

31. it is no longer enough to lead by virtue of power alone.
Pope John Paul II
Leaders need more
than ever to appear nice, and renewed leadership agendas are needed.
it is no longer enough to lead by virtue of power alone.
Gandhi
Ataturk
Dr. R. F. Harshberger - 10/30-31/07

32. it is no longer enough to lead by virtue of power alone.
Emotional Intelligence does not fit the classic historical models of leadership.
it is no longer enough to lead by virtue of power alone.
Dr. R. F. Harshberger - 10/30-31/07

33. So Much Of Leadership Centers Around Change
Getting people to really embrace change requires alignment with the kind of resonance that moves people emotionally as well as intellectually.
Dr. R. F. Harshberger - 10/30-31/07

34. Gap Analysis
This process starts with involving people deeply in the process of looking at gaps between the organization's emotional reality and people’s ideal vision of the organization, including visions of their own interactions within it.
Dr. R. F. Harshberger - 10/30-31/07

35. From Chris Hagen & Associates

36. Today’s Training Will Help You
Understand emotional intelligence and why it is important to personal and professional success.
Recognize five competencies you can work on to increase your level of emotional intelligence.
Listen to and employ your emotions for better decision making.
Show you care, and build trust by displaying sensitivity and concern.
Use your energy and enthusiasm to motivate others.
Dr. R. F. Harshberger - 10/30-31/07

37. The Five Essential Competencies of Emotional Intelligence
Self-Awareness
Self-Regulation
Self-Motivation
Empathy
Effective Relationships
Relate to Ourselves
Relate to Others
Dr. R. F. Harshberger - 10/30-31/07

38. Emotional Intelligence
Personal Benefits of
Emotional Intelligence
Greater career success
Stronger personal relationships
Increased optimism and confidence
Better health
Dr. R. F. Harshberger - 10/30-31/07

39. Professional Benefits of Emotional Intelligence
Effective leadership skills
Improved communication
Less workplace conflict
Better problem solving skills
Increased likelihood of promotion
Dr. R. F. Harshberger - 10/30-31/07

40. Let’s Score the Quiz!

41. What is Leadership? LEADERSHIP IN THE MIDDLE SELF-ALIGNMENT
Self-Understanding
Resiliency
Customer Orientation
Business Acumen
Project Leadership
Managing Change
Relationship Skills
Communication
Coaching/Mentoring
Actualizing Vision
LEADERSHIP
IN THE MIDDLE
INTEGRATION
WORKING WITH OTHERS
Dr. R. F. Harshberger - 10/30-31/07

42. DISCUSSION
Note How Many of the Leadership Competencies Rely On High Emotional Intelligence!

43. The 10 Leadership Competencies
SELF UNDERSTANDING: Self-Assessment
Develop clarity of personal values, purpose and vision
Develop and execute a personal strategy
Demonstrate authenticity through behavioral alignment with values and vision
Taking accountability for personal and leadership actions
SELF UNDERSTANDING: Resiliency
Willingness to jump in and get things started
Seek opportunities for performance improvement and development
Build off of others ideas for the benefit of the decision
Maintain appropriate, empowered attitude
Persistence in managing and overcoming adversity
Act proactively in seeking new opportunities
Prioritization, time management
WORKING WITH OTHERS: Interpersonal & Relationship Skills
Understand and appreciate diversity of perspective and style
Participate and contribute fully as a team member
Demonstrate empathy and understanding
Build trust and demonstrate trustworthiness
WORKING WITH OTHERS: Communication Skills:
Understand and adapt to your audience - helping others learn
Express intention clearly and concisely in written communications
Build collaboration and clearly articulate intention in verbal communications
Formal presentation skills
Listen for understanding
Manage flow of communication/information 
WORKING WITH OTHERS: Employee Development (Coach & Motivate)
Motivating employees to high performance
Coaching for development and improved performance
Manage with appreciation/respect for diversity of individual values and needs
Delegate tasks as needed and with awareness of employee development opportunities
Select appropriate staff to fulfill specific project needs and responsibilities
ALIGNMENT: Customer Orientation
Understand and apply customer needs and expectations
Gather customer requirements and input
Partner with customer in gathering requirements, maintaining communication flow and managing work
Set and monitor performance standards
Dr. R. F. Harshberger - 10/30-31/07

44. The 10 Leadership Competencies
ALIGNMENT: Strategic Business Acumen
Demonstrate ability to ethically build support for a perspective you feel strongly about
Holistic view - think in terms of the entire system and the effects and consequences of actions and decisions
Operate with an awareness of marketplace competition and general landscape of related business arenas
General business acumen - functions of strategic planning, finance, marketing, manufacturing, R&D, etc. 
ALIGNMENT: Project Leadership
Set, communicate and monitor milestones and objectives
Gain and maintain buy in from sponsors and customers
Prioritize and allocate resources
Manage multiple, potentially conflicting priorities across various/diverse disciplines
Maintain an effective, interactive and productive team culture
Manage budget and project progress
Manage risk versus reward and ROI equations
Balance established standards with need for exceptions in decision-making
Make timely decisions in alignment with customer and business pace
WORKING WITH OTHERS: Creating and Actualizing Vision
Create a clear and inspirational vision of the desired outcome
Align the vision with broader organizational strategies
Translate the vision into manageable action steps
Communicate vision to enroll/enlist staff, sponsors and customers
Influence and Evangelize (sales, negotiation)
Gather appropriate input
Understand individual motivators and decision-making styles and utilize to enroll others
Facilitate win/win solutions 
ALIGNMENT: Create, Support and Manage Change
Improvement Initiatives (three levels: managing your own transition / transformation, managing a corporate (external) change initiative, coaching others through transition)
Identify and implement appropriate change initiatives/efforts
Promote and build support for change initiatives
Understand cost/benefit and ROI of change initiatives
Manage transition with employees - guiding and supporting the change process
Support staff in navigating transitional process/challenges through organizational change
Demonstrate and build resilience in the face of change
Dr. R. F. Harshberger - 10/30-31/07

45. Self-awareness
Dr. R. F. Harshberger - 10/30-31/07

46. “If you understand your own feelings you get a really great handle
on how you’re going to interact
and perform with others…
So one of the first starting
points is, ‘what’s going on
inside of me?’”
Chuck Wolfe
President,
C. J. Wolfe Associates, LLC
Dr. R. F. Harshberger - 10/30-31/07

47. L I F E S T Y L E O R I E N T A T I O N
E N E R G Y S O U R C E
Extraversion
Introversion
P E R C E I V I N G F U N C T I O N
Sensing
iNtuition
J U D G I N G F U N C T I O N
Thinking
Feeling
L I F E S T Y L E O R I E N T A T I O N
Judging
Perceiving
Your four-letter type represents a preference from each of the above four dichotomies. Here are the sixteen possible combinations:
ISTJ ISFJ INFJ INTJ
ISTP ISFP INFP INTP
ESTP ESFP ENFP ENTP
ESTJ ESFJ ENFJ ENTJ
© Otto Kroeger Associates 1999
Dr. R. F. Harshberger - 10/30-31/07

48. The Temperaments: A Summary
David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP) give the widest behavioral prediction with the highest accuracy.
4 TYPES
TEMPERAMENT
QUEST
STYLE
ACHILLES HEEL
ENFJ
INFJ NF
Identity
Catalyst
Guilt
ENFP
INFP
ENTJ
INTJ NT
Competency
Visionary
Incompetence
ENTP
INTP
ESTJ
Belonging to
ISTJ
Stabilizer or
Disarray or SJ
Meaningful
ESFJ
Traditionalist
Disorganization
Institutions
ISFJ
ESTP
Trouble
ISTP
Routine or SP
Action
Shooter
ESFP
Inactivity
or Negotiator
ISFP
© Otto Kroeger Associates 1999
Dr. R. F. Harshberger - 10/30-31/07

49. Descriptors YOU ARE ALL! “D” “I” “S” “C” ENERGY LINE
Demanding
Egocentric
Driving
Ambitious
Pioneering
Strong-Willed
Forceful
Determined
Aggressive
Competitive
Decisive
Venturesome
Inquisitive
Responsible
Conservative
Calculating
Cooperative
Hesitant
Low-Key
Unsure
Undemanding
Cautious
Mild
Agreeable
Modest
Peaceful
Unobtrusive
Effusive
Convincing
Superficial
Magnetic
Political
Enthusiastic
Demonstrative
Persuasive
Warm
Polished
Poised
Optimistic
Trusting
Sociable
Reflective
Factual
Calculating
Skeptical
Logical
Undemonstrative
Suspicious
Matter-of-Fact
Incisive
Pessimistic
Moody
Critical
Phlegmatic
Relaxed
Resistant to Change
Nondemonstrative
Passive
Patient
Possessive
Predictable
Consistent
Deliberate
Steady
Stable
Mobile
Active
Restless
Alert
Variety-Oriented
Demonstrative
Impatient
Pressure-Oriented
Eager
Flexible
Impulsive
Impetuous
Hypertense
Evasive
Worrisome
Careful
Dependent
Cautious
Conventional
Exacting
Neat
Systematic
Diplomatic
Accurate
Tactful
Open-Minded
Balanced Judgment
Firm
Independent
Self-Willed
Stubborn
Obstinate
Opinionated
Unsystematic
Self-Righteous
Uninhibited
Arbitrary
Unbending
Careless with Details
YOU ARE ALL!
ENERGY LINE
Dr. R. F. Harshberger - 10/30-31/07

50. Adapted Style D I S C Adapted Natural HOW YOU ADAPT
100 90 80 70 60 50 40 30 20 10 D I S C
Adapted
Natural
HOW YOU ADAPT
YOUR “PERFECT PLACE”
Dr. R. F. Harshberger - 10/30-31/07

51. Practicing Self-Awareness:
Awareness of our own emotional states is the foundation of all the E.I. skills.
Learn to “tune-in” to your emotions – they can give you valid information about your responses to stressful situations.
Recognize the importance of emotions even in
“technical” fields.
Dr. R. F. Harshberger - 10/30-31/07

52. Covey’s Paradigm
Covey’s Paradigm
Dr. R. F. Harshberger - 10/30-31/07

53. Self-regulation
Dr. R. F. Harshberger - 10/30-31/07

54. “If we are in a heightened state of agitation or anger we cannot
make good decisions,
we cannot reason well.”
Christine Casper
Communication, Motivation
& Management Inc.
Dr. R. F. Harshberger - 10/30-31/07

55. Sometimes when you are angry with someone, it helps to sit down and think about the problem.
Dr. R. F. Harshberger - 10/30-31/07

56. Practicing Self-Regulation:
Accept responsibility for choosing your own emotional responses.
Learn to “reframe” stressful situations into ones that are challenging.
Be aware of, and learn to manage, your own emotional “triggers.”
Dr. R. F. Harshberger - 10/30-31/07

57. Self-motivation
Dr. R. F. Harshberger - 10/30-31/07

58. “High performers are those who are able to see with some clarity
to what degree they are
responsible for a setback and
to what degree it may be
circumstance or other people,
and as a result they are
able to be more persistent.”
Dr. J.P. Pawliw-Fry
Co-Director,
Inst. For Health & Human Potential
Dr. R. F. Harshberger - 10/30-31/07

59. Practicing Self-Motivation:
Recognize that emotions affect your performance.
Identify your “explanatory style.” When a setback
strikes, resist asking “what’s wrong with me?” Instead,
ask “what can I fix?”
Work to achieve your “flow state,” being in the moment with work tasks.
Dr. R. F. Harshberger - 10/30-31/07

60. Creating Your Own Reality
Winners EXPECT to Win!
Dr. R. F. Harshberger - 10/30-31/07

61. THE LAW OF EXPECTATIONS
Your Personal Paradigm Lets You Create Your Own Reality!
Dr. R. F. Harshberger - 10/30-31/07 38

62. “In Every Adversity Lies the Seed of an Opportunity”
Dr. R. F. Harshberger - 10/30-31/07

63. Empathy
Dr. R. F. Harshberger - 10/30-31/07

64. Fortune 500 CEO’s
Dr. R. F. Harshberger - 10/30-31/07

65. it will help them modify their own behavior. It will help
“If people will stop for a moment and put themselves in another person’s shoes…
it will help them modify their
own behavior. It will help
them develop relationships
with those people.”
Darryl Grigg, Ed.D.
Co-Developer,
American Express Emotional Competence Program
Dr. R. F. Harshberger - 10/30-31/07

66. Practicing Empathy:
Empathy means recognizing, and responding appropriately to, the emotions of others.
By expressing empathy, you also create empathy in others.
Realize that emotions impact such measurable goals as
productivity and safety.
Dr. R. F. Harshberger - 10/30-31/07

67. Effective Relationships
Dr. R. F. Harshberger - 10/30-31/07

68. "And so there's a real pay-off. The people who will become
the leaders, the people who
will become the star
performers, are the ones who
have the strengths in the key
emotional intelligence abilities."
Daniel Goleman, Ph.D.
Founder,
Emotional Intelligence Services
Dr. R. F. Harshberger - 10/30-31/07

69. Creating Effective Relationships:
Employ all your emotional competencies – awareness, regulation, motivation, and empathy – to:
Influence and persuade others.
Build consensus and support for team goals.
Motivate and inspire yourself and others to achieve those goals.
Dr. R. F. Harshberger - 10/30-31/07

70. Build trust and demonstrate trustworthiness
Dr. R. F. Harshberger - 10/30-31/07

71. Personal and Organizational
Trustworthiness
Trustworthiness
Personal and Organizational
Character
Integrity
Maturity
Abundance
Mentality
Competence
Technical
Conceptual
Interdependency
Stephen Covey
Dr. R. F. Harshberger - 10/30-31/07

72. Trustworthiness Character Competence Judgment Integrity Maturity
Abundance
Mentality
Competence
Technical
Conceptual
Interdependency
Judgment
Wisdom
Stephen Covey
Dr. R. F. Harshberger - 10/30-31/07

73. (Emotional Bank Account)
WITHDRAWALS
DEPOSITS
Seek First to Understand
Keeping Promises
Honesty, Openness
Kindnesses, Courtesies
Win-Win or No Deal Thinking
Clarifying Expectations
Loyalty to the Absent
Apologies
Receiving Feedback and Giving “I” Messages
Seek First To Be Understood
Breaking Promises
Smooth Manipulation
Unkindnesses, Discourtesies
Win-Lose or Lose-Win Thinking
Violating Expectations
Disloyalty, Duplicity
Pride, Conceit, Arrogance
Not Receiving Feedback and Giving “You” Messages
Dr. R. F. Harshberger - 10/30-31/07

74. SO?

75. SO!
If you’re a high level professional, you probably needed an IQ of 120 or so simply to get educated and get your job.  But now it is more important to be able to persist in the face of difficulty and to get along well with colleagues and subordinates (Emotional Intelligence) than it is to have an extra 10 or 15 points of IQ.  This holds true in most professional occupations.