1. CREATING AND DEVELOPING A HEALTH AND WELLBEING CULTURE The emotionally intelligent workforce Wednesday 1 st May 2013 Presented by: Penny Moon & David Boyd A Quiet Place Ltd, Liverpool penny@aquietplace.co.uk Dr Michelle Tytherleigh University of Chester m.tytherleigh@chester.ac.uk

2. Unpredictable behaviour in the workplace Have you ever experienced something like this? Have you ever experienced something like this? Alternatively..

3. Aims of session Emotional intelligence in the workplace Models and Measures. Why EI is important in the workplace. How to create an emotionally intelligent workforce.

4. Emotional Intelligence (EI/EQ) Distinguishes the ‘best’ from the ‘rest’. Addresses the emotional, personal, social and survival dimension of intelligence. Is concerned with understanding oneself and others, relating to people, and adapting to and coping with the immediate surroundings More than just a personality trait and IQ.

5. How often does this apply to you? Mindfulness: – “the self-regulation of attention (awareness) so that it is maintained on immediate experience, thereby allowing for increased recognition of mental events in the present moment” (Bishop et al., 2004) – “awareness is the skill of perceiving and understanding one’s own and others’ feelings” (foundation for EI) Mindfulness and EI are both ways of looking at how we work and lead us to greater fulfilment, new ways of managing our communications, compassion, awareness, focused attention, none-judgement, acceptance, equanimity, how to enjoy relationships and creative ways of working.

6. Mindfulness, EI and Resilience A REMI workforce is more: – positive; productive; creative; happier; loyal; satisfied with their work and career; greater sense of wellbeing; happier work/life balance; able to focus concentration and for longer; self- confident; assertive; and empathic Training for both also reduces: – absenteeism; staff sickness; stress, anxiety and depression; staff turnover; communication problems; and unhealthy temper tantrums and impatience

7. Penny Moon (PGDHP, FNHPC, BRCP (H) UKCP (Registered Hypno-Psychotherapist) CEO – A Quiet Place Ltd, LiverpoolA Quiet Place Ltd, From Well-Being in the Work Place to Every Child Matters Wellbeing at work for South Liverpool Housing, endorsed by Robertson Cooper Ltd (see: www.aquietplace.co.uk/Robertson%20Cooper%20Report%20-%20S...)

8. EI vs IQ Intelligence (IQ; Weschler): – “global capacity of the individual to act purposefully, to think rationally, and to deal effectively with his environment” 2 key components: – Ability to learn from experience – Ability to adapt to the surrounding environment Essentially a cognitive competency – reasoning, memory, comprehension

9. What do we know about IQ? Predicts school grades relatively well but it doesn’t predict success in life Only predicts 6% of job success Peaks in late teens Culture-bound, Gender Bias, SES – racial controversies Gets you in the door – Professional schools (medicine, dentistry, law) – Can help you get hired (Harvard MBA) Static

10. However … Individuals with identical IQ's may differ very markedly in regard to their effective ability to cope with their environment IQ only explains approximately 50%-70% of variance, leaving 30-50% of variance unaccounted for. It is suggested that this residual variance is largely contributed by such factors as drive, energy, impulsiveness, etc.

11. Background EI is a set of abilities to do with emotions and the processing of emotional information (Salovey & Mayer, 1990). Goleman’s (1995) book -“Emotional Intelligence: why it can matter more than IQ”

12. Three main theoretical approaches/models Ability models - EI as a set of conceptually related set of mental abilities to do with emotions and the processing of emotional information (e.g., Mayer & Salovey, 1993; 1997); Trait models - EI as an array of socio-emotional traits such as assertiveness (e.g., Bar-On, 1997); Competency models – EI as a set of emotional competencies defined as learned capabilities based on EI (e.g., Goleman, 2001). Problem – “…the proposed division may have the unintended effect of obscuring important connections between aspects of emotional intelligence” (Goleman, 2005, p. 1).

13. But … Various models tend to be complimentary rather than contradictory – Competency and ability approaches to EI appear to be related as do some facets of traits models They share some common elements – Specifically, abilities or competencies concerned with the capacity to recognise and regulate emotions in oneself and others. For more information, see Palmer, Gignac, Ekermans and Stough (2007) – a comprehensive framework for EI (http://static.genosinternational.com/pdf/palmer_gignac_eke rmans_stough_2007.pdf)http://static.genosinternational.com/pdf/palmer_gignac_eke rmans_stough_2007.pdf

14. Taxonomy of EI “the skill with which one perceives, expresses, reasons with and manages their own and others emotions” 1.Emotional Self-Awareness & Expression 2.Emotional Awareness of Others 3.Emotional Reasoning 4.Emotional Self-Management 5.Emotional Management of Others 6.Emotional Self-Control

15. 5 competencies of EI Self-Awareness – ability to recognise and understand your moods, emotions and drives, as well as their effect on others Self-Regulation – ability to control impulses and moods Motivation – passion to pursue goals with energy Empathy – Awareness of others’ feelings Social Skills– proficiency in managing relationships

16. How to measure EI Much debate Measures of EI can also be categorised into three main approaches. – Performance based measures (like IQ tests) – Self-report trait measures (like personality tests) – Behavioural measures Big business and many versions – See Palmer (2007) for characteristics of a ‘good’ EI measure

17. Ideal EI Inventory (Palmer, Stough, Harmer & Gignac, in press) Based on focus groups with HR professionals and business leaders involved in employee development – Based on a simple rather than complex model – Able to be completed in 15 mins – Has high ‘workplace face validity’ – Generated scores that were meaningfully related to organisational and role specific outcomes Genos EI Inventory (http://www.genosinternational.com/emotional- intelligence)http://www.genosinternational.com/emotional- intelligence

18. EI in the workplace EI is the key to success in the business world It provides – the ability to bring people together and motivate them – the trust required to build productive relationships – the resilience to perform under pressure – the courage to make decisions – the strength to persevere through adversity See http://www.eiconsortium.org/ for further information, including a business case for EI.http://www.eiconsortium.org/

19. What we know Predicts higher work performance three times better than IQ Leadership is largely an emotional intelligence All interaction can be gauged along a continuum from emotionally toxic to nourishing Approx 66.6% of workers say communication problems are the leading cause preventing them from doing their best work

20. Also, high levels of EI have been shown to relate to: High leadership effectiveness (Gardner & Stough, 2002); Increased employee retention (McClelland, 1999); Reduced occupational stress (Gardner & Stough, 2003); Increased job satisfaction (Thomas, Tram & O’Hara, 2006); Better sales performance (Hay & McBer, 1997); and Effective teamwork (Jordan & Askkanasy, 2006).

21. But, can EI be learned? Research indicates that EI can be improved through learning (Cherniss & Goleman, 1998, Goleman, 1995; Boyatzis, Stubbs & Taylor, 2002). Tucker et al. (2000) describes how development takes place across 4 important stages: – Building awareness – Training – transfer and maintenance, and – Evaluating change

22. How self-aware are you?

23. Emotional Self-Awareness Scale

24. Step 1 – Emotional Self-awareness Requires: Tuning into your senses – EI helps identify ‘hot buttons’ which can evoke fight or flight response. Gauging your mood – What do you see, hear Getting in touch with your feelings – E.g. using a daily mood diary

25. Step 2 – Emotion Management EI helps you recognise, control and manage the outcome between your interpretation of an event and your response to it Includes – Cognitive restructuring – Biofeedback

26. Step 3 – Self-Motivation Being self-motivated calls on 4 essential actions: – Adopt positive self-talk – Build an effective support network – Visualise an inspirational Mentor (real or fictitious) – Create an EI environment

27. Step 4 – Relationship Management “The way that people treat us are reflections of the ways we treat ourselves” (The Self-Esteem Handbook by Linda Field) Includes empathy – understanding yourself is a first step. If you keep on doing what you have always done, you will keep on getting what you have always got.

28. Step 5 – Emotional Coaching Manager as an EI coach Requires helping others to: – Develop their emotional competencies – Resolve differences – Solve problems – Communicate effectively – Become motivated

30. http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_a nd_Bottom_Line.pdf

31. So, how can all this be used at work? What do you think? To identify talent (e.g., in leaders and sales personnel) in recruitment (external or internal hires) and internal talent benchmarking. To develop talent (e.g., by increasing skills in self-awareness, understanding others, personal resilience and the ability to influence others).

32. Case Study: IBM Leader’s EI and employee engagement There is a wealth of literature showing that high levels of employee engagement and a greater experience of positive emotions among employees define high-performing workplaces (e.g., Boedker et al., 2011). Genos looked at relationship between leadership EI (N=200) and employee engagement (N=-438).

33. Areas of employee’s engagement

34. Case Study (1): IBM Leader’s EI and employee engagement

35. Should use EI to predict performance Rosete and Ciarrochi (2005) recommend evaluating the ability of EI to predict future performance in managers by measuring EI before newly hired executives start a job. See: http://www.genosinternational.com/e motional-intelligence for examples, including case studies. http://www.genosinternational.com/e motional-intelligence

36. Case Study (2): L’Oreal applying EI in recruitment and development Research studies exploring the value of applying EI in recruitment and development initiatives are also emerging. L’Oreal is reported to have achieved net revenue increases over $2.5 million dollars following the selection of a cohort of sales professionals based on EI. L’Oreal was also reported to have found a 63% reduction in the turnover of these employees during their first year (Cherniss, 2004). See: The Business Case for Emotional Intelligence (1999), available from www.eiconsortium.org.www.eiconsortium.org

37. Case Study (3) - Amex Why more clients who needed life insurance weren’t buying it. Financial advisors’ emotional reactions to the process identified as a major barrier Introduced Emotional Competence training program Also had a leadership version for managers See: http://www.eiconsortium.org/model_program s/emotional_competence_training.html. http://www.eiconsortium.org/model_program s/emotional_competence_training.html

38. Caveat of caution Job dependent – Need to determine the intelligence and emotional aspects an employee should have. Hiring managers should consider the employee attributes for each specific job and alter their hiring methods for the accordingly.

39. Summary A business case for EI In 2011, CareerBuilder found that 34% of hiring managers are putting more and more emphasis on EI – 71% even said they valued emotional intelligence more than IQ.

40. More useful resources Learning through mindfulness - See: http://positiivinenpsykologia.wordpress.com/can- emotional-intelligence-be-learnt-and-improved-by-mindfulness/)http://positiivinenpsykologia.wordpress.com/can- emotional-intelligence-be-learnt-and-improved-by-mindfulness/ Some examples of how you can be ‘unwittingly’ hurtful produced by Green (2011) See: http://www.rachelgreen.com/examples-emotional-intelligence.html. Accessed 5/3/13 http://www.rachelgreen.com/examples-emotional-intelligence.html The Emotional Intelligence Pocketbook by Margaret Chapman – available as a free pdf from: http://www.pocketbook.co.uk/pdf/9781870471954.pdf. Accessed 8/3/13http://www.pocketbook.co.uk/pdf/9781870471954.pdf The Business Case for Emotional Intelligence (1999), available from www.eiconsortium.org.www.eiconsortium.org Palmer, B.J. (2007). Models and Measures of Emotional Intelligence. Organisations & People, 14 (2), 3-10. Available from: http://static.genosinternational.com/pdf/Palmer_OP_special_issue.pdf. Accessed 30/4/13. http://static.genosinternational.com/pdf/Palmer_OP_special_issue.pdf Palmer et al. (2007). A comprehensive framework for emotional intelligence. Available from: http://static.genosinternational.com/pdf/palmer_gignac_ekermans_stough_2007.pdf. Accessed 30/4/13. http://static.genosinternational.com/pdf/palmer_gignac_ekermans_stough_2007.pdf Applying EI in the workplace – see: http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_and_Bottom_Line.p df. Accessed 30/4/13. http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_and_Bottom_Line.p df – Also see: http://www.eiconsortium.org/applying_emotional_intelligence.html

41. People may forget what you said and forget what you did, but may never forget how you made them feel. Feeling gratitude and not expressing it is like wrapping a present and not giving it