2. 2 Use Emotional Intelligence to Improve Performance as a Manager and Leader Illawarra Institute

3. 3 What is Emotional Intelligence?

4. 4 EI: A Collection of Skills  Recognise what others want and need  Sense what you want and need  Dovetail our wants/needs with others’  Stay calm under pressure  Act so others like to be around us

5. 5 Emotional Intelligence in Leadership ‘Emotional intelligence is much more powerful than IQ in determining who emerges as a leader. IQ is a threshold competence. You need it, but it doesn’t make you a star. Emotional intelligence can. Warren Bennis (1994) ‘High IQ makes you a good English professor; adding high EI makes you chairman of the English Department…High IQ makes you a brilliant fiscal analyst; adding high EI makes you CEO.’ Daniel Goleman (1997)

6. 6 Emotional Intelligence and Leadership Behaviours Higher Levels of Emotional Intelligence are related are associated with better performance in: Participative Management Putting People at ease Self-Awareness Balance Between personal Life and work Straightforwardness and Composure Building and mending relationships Doing whatever it takes Decisiveness Confronting problem employees Managing Change  Source: Center for Creative Leadership

7. 7 The Wake up Call  70% of the reasons for losing clients/customers are EI-related: –Poor service. –Poorly handled complaints. –Unpleasant interactions. –Didn’t go the extra mile. –No follow-up. –Lack of human connection Source: Center for Creative Leadership

8. 8 The Wake Up Call  75% of the reasons careers get derailed are EI-related: –Unsatisfactory team leadership during challenging times. –Inability to handle interpersonal issues. –Inability to adapt to change. –Inability to elicit trust Source: Center for Creative Leadership

9. 9 The Four Steps of Emotional Intelligence  Notice what we or someone else is feeling  Identify thoughts that accompany that feeling  Where is this feeling coming from? (Insight question)  What do I want to feel (or what do I want someone else to feel) and how can I make that happen?

10. 10 Example of Emotional Intelligence  Aristotle: “Anyone can become 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 – that is not easy.”

11. 11 Emotional Intelligence The Conceptual Model Self-AwarenessSocial Awareness Self- Management Relationship Management Sel f Others Recognition Regulation Positive impact on others © 2000 Hay Group. All rights reserved.

12. 12 Emotional Intelligence Competencies Framework Self-Awareness  Emotional self- awareness  Accurate self- assessment  Self-confidence Social Awareness Empathy Organisational awareness Service Self-Management  Self-control  Transparency  Adaptability  Achievement  Initiative  Optimism Relationship Management  Influence  Inspirational leadership  Developing others  Change catalyst  Conflict management  Teamwork © 2000 Hay Group. All rights reserved.

13. 13 How Do EI Competencies Fit Together? Some competencies are easier to develop (e.g., for Social Skills) than others (e.g., for Self- Awareness, Self-Management and Social Awareness). Some competencies are more important than others. Certain combinations of competencies may contribute to outstanding performance One competency may compensate for another You do not need to master every competency to be successful. © 2000, HayGroup. Reprinted with permission.

14. 14 What’s Different Between EI & Leadership Competencies?  Differences: Leadership –Includes intellectual/cognitive and business skills and performance –Includes technical skills and performance –May include personality traits  Difference: Emotional Intelligence –Includes managing one’s own and influencing others’ positive outlook/mood

15. 15 What’s Similar Across EI & Leadership Competencies?  Similarities: Both include –Congruency of personal values and ethical behavior –Self-awareness, self-management and motivation –Awareness of others and social environment –Building relationships and working well with others

16. 16 Self-Awareness Recognises how their feelings affect themselves and others Assess themselves realistically Has a deep understanding of their own strengths, weaknesses, needs and drives Has a firm grasp of own capability and is confident

17. 17 Social Awareness Knows how people are feeling Appreciates different peoples viewpoints Understands how organisations work

18. 18 Self-Management Controls bad moods and emotional impulses Creates an environment of trust and fairness Has a strong drive to succeed Looks ahead to create opportunities and avoid pitfalls

19. 19 Relationship Management Is an excellent persuader Brings conflict out in the open Finds common ground with people of all kinds Has a network in place when its time for action Willingly collaborates across boundaries Helps people improve Provides clear direction and creates a motivating climate for others

20. 20 Discussion  How can you strengthen competencies that are currently less-developed?  How does this information shape the way you guide and interact with others?  How can we use this information to be better leaders and managers?

21. 21 The Power of Self-Awareness  With self-awareness, person has 50-50 chance (49%) of demonstrating self-management; without it, person has virtually no chance (4%)  With self-awareness, person has 38% chance of having social awareness; without it, person has 83% chance of lacking social awareness Source: Burckle & Boyatzis (1999)

22. 22 Low Self-Awareness

23. 23 High Self-Awareness

24. 24 Competency: Empathy Empathy is having the ability to understand other people. It is the ability to accurately hear and understand the unspoken or partly expressed thoughts, feelings and concerns of others. It implies taking an active interest in other people’s concerns.

25. 25 People who do NOT demonstrate Empathy:  Stereotype others – see others primarily in terms of ethnic or other stereotypes  Show no understanding – misunderstand or are surprised by others’ feelings or actions  Show little understanding- show no explicit awareness of others but no evidence or serious misunderstanding  Come into conflict – clash with others based on not understanding their concerns or thoughts, even if obvious. ***These people are unable to “read” people or foresee reactions to certain situations as they “read” people based on their own feelings and actions.

26. 26 Low Empathy

27. 27 High Empathy

28. 28 Final Thoughts on Developing your EI Ask yourself…. “Who do I want to be?” “Who am I now?” “How do I get here to there?” “How to I make the change stick?” “Who can help me?” Adapted from Primal Leadership: Daniel Goleman

29. 29 Questions