1. Emotional Intelligence Dr. Neil Katz Executive Education Programs, Program on the Analysis and Resolution of Conflicts Maxwell School, Syracuse University

2. Characteristics of Worst Boss/Colleague Characteristics of Best Boss/Colleague Best Boss/Colleague Worst Boss/Colleague

3. Emotional Intelligence Ability to understand self, work with others and be effective in leading change Ability to tune into world, read situations and connect with others while taking charge of life Researched by Daniel Goleman and his associates at Rutgers since early 1990’s Built upon work of David McClelland’s work “Testing for Competence, not Intelligence” and Reuven Bar-On’s EQ-I testing Research effect on leaders and organizations

4. Emotional Intelligence Defined “The capacity for recognising our own feelings and those of others, for motivating ourselves, for managing emotions well in ourselves and in our relationships.” Daniel Goleman

5. Goleman’s Research Examined “Capabilities” that drove outstanding performance Explored 3 categories Technical skills ( planning, writing, et.al.) Cognitive abilities ( analytical/conceptual reasoning ) Emotional Intelligence ( managing self & others)

6. Research Results Emotional Intelligence proved to be twice as important as the others for jobs at all levels At senior levels, nearly 90% of difference in profiles between average and star performers were attributed to E.I. Factors Other factors (I.Q. and technical skills) were “threshold capabilities,” not performance

7. Acquisition of Emotional Intelligence Nature vs. Nurture argument—there is a genetic component and can be learned Increases with age and maturity Resides in brain’s “limbric system” which governs feelings, impulses, drives Develops best through motivation, accurate feedback, skill development and extended practice

8. Emotional Intelligence Competency Framework Personal Competence Self Awareness (understanding ourselves) Emotional self-awareness Accurate Self-Assessment Self-Confidence Self-Management ( managing ourselves) Self-Control Trustworthiness Conscientiousness Adaptability Achievement Orientation Initiative - Motivation (drive to achieve goals) - Optimism - Commitment- Initiative. Social Competence Awareness of Others (empathy) Understanding others Organizational Awareness Service Orientation Developing others -- Leveraging Diversity -- Political Awareness Relationship Management (social skills) Developing Others Inspirational Leadership Conflict Management Change Catalyst Teamwork and Collaboration Communication and Influence

9. Positive impact on others SelfOthers Awareness Actions The Conceptual Model Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management Self- Management Relationship Management

10. Research supports this Low Self- Awareness Low Self- Awareness 17% chance Social Awareness 17% chance Social Awareness 4% chance Self- Management 4% chance Self- Management Is Self-Awareness really at the heart of the model? ECI research has found that if people lack Self- Awareness, their chances of having Self- Management and Social Awareness are much reduced

11. Social Role, Values Self-Image Trait Motive Social Role, Values Self-Image Trait Motive Skill Knowledge Necessary for top performance but not sufficient Characteristics that lead to longer-term success Characteristics that lead to longer-term success What is a Competency? Any measurable characteristic of a person that differentiates level of performance in a given job, role, organization.

12. The Competency Framework Self- Awareness Self- Awareness Social Awareness Social Awareness Self- Management Self- Management Relationship Management Emotional Self-Awareness Accurate Self-Assessment Self-Confidence Empathy Organizational Awareness Service Orientation Emotional Self-Control Transparency Adaptability Achievement Orientation Initiative Optimism Developing Others Inspirational Leadership Change Catalyst Influence Conflict Management Teamwork & Collaboration

13. Self-Awareness Awareness of one’s emotions, strengths, weaknesses, needs, drives, values, goals Cognizant of how feelings affect them, other people and their job performance Thirst for constructive criticism and constant strive for improvement Self-confident, yet self-deprecating sense of humor

14. Self-Regulation Ability to control impulses and feelings and channel them in useful ways Reasonable behavior creating environment of trust and fairness Comfort with ambiguity and change Driven to exceed beyond expectations Propensity for reflection and learning Pride/passion for work and organization

15. Awareness of Others (empathy) Ability to “walk in the other’s shoes” and convey understanding Considers people’s emotions when making decisions Deep understanding of importance of cultural and ethnic differences Knows nature of relationship key in coaching and mentoring

16. Relationship Management Leader’s task is to get work done through other people Friendliness with a purpose: building rapport and influencing Importance of networking and building alliances Comfort with negotiation, mediation, problem solving and conflict management

17. Personal Assessment Review the slides explaining the 4 components of Emotional Intelligence and their associated competencies. What do you believe are your areas of strength? Your areas of vulnerability?

18. Reuven Bar-On’s EQ-i The Intra-personal Realm self-awareness, assertiveness, independence, self-regard, self- actualization The Inter-personal Realm empathy, social responsibility, interpersonal relationships The Adaptability Realm problem-solving, reality testing, flexibility The Stress Management Realm stress tolerance, impulse control The General Mood Realm happiness, optimism

19. The Eleven Keys Confidence Optimism Curiosity Perseverance Decisiveness Respect Empathy Self-awareness Flexibility Humor Intelligence