1. The Importance of Emotional Intelligence (EQ) TMM & EQ August 2013

2. Why do good people do bad things?
Why do certain People get into accidents more than others?
Why to some Individuals violate Ethics and Policies?
Why are Some prone to Conflicts while Others easily resolve them?
Why do they put self-interest before Organisational Goals?
Why do some Managers have excessive turnover in their Teams?
Why can’t some Salespeople close the Deal?
Why does Staff alienate Customers?
Why do capable Employees never reach their Potential?
As managers and business executives we have often asked ourselves the following questions: Why do certain employees get into accidents more often than others? Why do they violate company ethics and policies? Why do they ignore the rules of the organization? Why do they use illegal drugs while on the job? Why do some people cause conflict while others are so gifted at resolving it? Why do they put self-interest ahead of the organizational values? Why do some salespeople build large books of new business with ease while others struggle to do so even though they seem to be putting forth the required effort?
In many cases the answer to the above questions lies in "emotional intelligence" rather than the individual's "personality type."

3. History of EQ
1985, in Wayne Payne's doctoral thesis, A study of emotion: Developing emotional intelligence. The first time the term is used in a published study
1990 Salovey & Mayer, “Emotional Intelligence”, an Article that first defines Emotional Intelligence
1995 Daniel Goleman, popularises the term and developed related concepts in his influential book, Emotional Intelligence
1998 In Working with Emotional Intelligence, Goleman explored the function of EI on the job. According to Goleman, emotional intelligence is the largest single predictor of success in the workplace.

4. What is Emotional Intelligence (EQ)
Peter Salovey and John D. Mayer have defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one’s own and others’ feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions (1990).
Daniel Goleman describes EQ as "managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals."

5. How is EQ Different from Personality
Personality establishes the biases for behaviour such as introversion or extraversion
Personality tests can’t effectively predict traits such as Motivation and Drive
A “good” personality is no indication of high Job Performance
High EQ is an accurate Predictor of Success especially at higher Levels within an Organisation
EQ is about how a person manages his or her Personality Biases and how these biases correlate in order to give positive results
EQ boils down to consistent Clarity in Judgement
In psychology, personality refers to the emotion, thought, and behavior patterns unique to an individual. Personality influences one's tendencies, such as a preference for introversion or extroversion. Like Intelligence Quotient (IQ), personality cannot be used to predict EQ. However, as EQ can identify both the biases and clarity in one's thinking patterns that allow them to make good sound decisions, personality only refers to the biases in the behaviors themselves.
Personality tests typically only distinguish four categories of temperament but do not distinguish which melancholy person is actually high in ambition. For example, business people know that they want an extrovert to fill the sales position, but they cannot tell from a temperament test which ones will be persistent from those who will be insistent. It is desirable for salespeople to have persistence, which allows them to have the energy, drive, and thick skin to develop and close new business. Less effective, however are insistent salespeople who 1) turn off prospective buyers because they are too pushy, and 2) cannot give up on a prospect who is not going to buy when they could be focusing their efforts on more promising opportunities. We know we want an extrovert, sensor, thinker, and judger (ESTJ) from the Myers-Briggs Type Indicator for the vacant leadership role, but we cannot tell which ESTJ will make sound judgments under stress and which ones will maim everyone in his/her path when under stress.
An employee with a "good" personality may be fun, social, energetic, and outgoing. However, having a "good" personality doesn't necessarily equate to success in the workplace. A "good" personality tells you nothing about the fact that the employee can also make errors in judgment due to lack of "clarity" when making decisions within their own biases. This is why people with varying personality styles can successfully perform the same job. It boils down to their ability to exercise clear and sound judgment in those situations their job/role presents on a regular basis.
An employee with high emotional intelligence can manage his or her own impulses, communicate with others effectively, manage change well, solve problems, and use humor to build rapport in tense situations. These employees also have empathy, remain optimistic even in the face of adversity, and are gifted at educating and persuading in a sales situation and resolving customer complaints in a customer service role. This "clarity" in thinking and "composure" in stressful and chaotic situations is what separates top performers from weak performers in the workplace.

6. Which EQ Model to chose from?
There are many different Definitions and Models for EQ. Some are very appropriate for personal improvement while others are better suited for use within a professional context. The two models which have received the most attention and scrutiny are those of Salovey & Mayer and that of Goleman. Due to continuous updates, popularity and recognition of its concepts, the Goleman model deserves closer attention. Advantages of the Goleman Model include:
High Recognition and Acceptance
Backed by Top Brand, Professional Services Organisation
EQ competences easily integrated into an Organisational Competence Model
High Availability of Trainers and Coaches
Excellent Validity of Testing Instruments

7. The Goleman EQ Model
Self-Awareness: ability of an individual to be in tune with her/his own feelings and to recognize the impact that his/her feelings have on others. The competency that underpins this dimension is emotional self-awareness.
Self-Management: ability to keep negative emotions and impulsive behaviour under control, stay calm and unflappable even under stressful situations, maintain a clear and focused mind directed on accomplishing a task. The required competencies for this dimension are positive outlook, emotional self-control, achievement orientation, and adaptability.
Social Awareness: ability to read or sense other people’s emotions and how they impact on the situation of interest or concern. The competencies for this dimension include empathy and organizational awareness.
Relationship Management: ability to influence, guide and handle other people’s emotions. The competencies that underlay this dimension include inspirational leadership, influence, coach and mentor, conflict management, and teamwork.

8. A Framework for Emotional Competences (Goleman 2002)
SELF
Personal Competence
OTHERS
Social Competence
Recognition
Self-Awareness
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence
Social Awareness
Empathy
Service Orientation
Organizational Awareness
Regulation
Self-Management
Self-control
Trustworthiness
Conscientiousness
Adaptability
Achievement drive
Initiative (+Innovation)
Relationship Management
Developing others Influence
Communication
Conflict management
Leadership
Change catalyst
Building Bonds
Teamwork & Collaboration

9. How EQ fits into the Total Management Method (TMM®)
TMM® is a complete Management Approach
TMM® is based on the Elliot Jaques Levels of Work (LoW) methodology
TMM® covers all aspects of management including:
Structure Management
People Management
Work Management
The Focus of TMM® is to make Managers Successful in order to achieve Organisational Effectiveness

10. LoW – Effectiveness in Role
Effectiveness in Role is a measure of the ability an individual currently applies to his/her job or Role. It is the base for
performance assessment.
E = C + S +Co + B
E = Effectiveness in Role
C = Mental Processing Capability to handle the complexity involved in undertaking the work involved at this Work Level
S = The knowledge and skills required to perform the role
Co = Commitment to the work
B = The NORMAL behaviour of the individual (positive or negative in terms of achieving the specific accountabilities of the role).

11. Defining NORMAL Behaviour
The definition by Jaques is very precise and useful however we fail to have ways of measuring NORMAL Behaviour nor do
we understand the skills required to achieve NORMAL Behaviour.
“The assumption is that when all else is said and done what human societies will hold to be good is anything and everything that enhances the possibilities of survival not of individuals but of the species, and not only of the survival of the species but of its adaptation into the far forward reaches of time. This assumption about species adaptation enables us to proceed immediately and directly to a definition of good behavior and a good person, readily translated into a solid definition of that otherwise very elusive concept normality – normal behavior and a normal person: this definition is that normal or good persons displaying good or normal behavior, are persons who collaborate with others in such a way as to enhance society’s ability to carry out its species survival and adaptation work, such as reproduction and family rearing, economic production, government, education, law, and policing (Miller and Jaques, 1988).”

12. TMM® – Effectiveness in Role
With EQ we can accurately measure and assess Behaviour while at the same time establishing the emotional competences
required for a particular role and areas of development for the individual.
E = C + S +Co + EQ
E = Effectiveness in Role
C = Mental Processing Capability to handle the complexity involved in undertaking the work involved at this Work Level
S = The knowledge and skills required to perform the role
Co = Commitment to the work
EQ = EQ is the Emotional Intelligence Quotient as measured according to the Goleman model of Emotional Intelligence

13. most used in industrial applications of the EQ paradigm.
Measuring EQ
There are many ways of measuring EQ including online questionnaires for self-assessment. Below are the methods
most used in industrial applications of the EQ paradigm.
Simple Self-assessment
Great for high-level self-assessment
Not sufficient detail for development purposes
Compound Self-assessment
Great for detailed self-assessment
Can be tricked by individuals who are prepared for it
360 EQ Assessment
Can’t be tricked by individual
Individual can influence outcome by selecting and briefing Raters
More difficult to administer
EQ Interview
Solid assessment by a trained person
Relies on the JUDGEMENT of the Manager/Assessor

14. TMM® and the Importance of Judgement
Often Managers relegate Judgement about their employees to the HR Department or some opaque assessment process
By relegating Judgement Managers relegate their Managerial Accountabilities
TMM® focuses on helping Managers develop the skills to make informed Judgements on all aspects of Management
Informed Judgment reduces the Risk of Managerial Errors which can have crippling effects on an Organisation
Informed Judgement leads to Empowerment and Innovation

15. Why do good people do bad things? - Answer
Today we understand enough about the function of the brain to know how Emotions can
affect our rational cognitive processes
Any emotional stimulus first triggers an response in our Emotional Centre (Amygdala or also referred to the “Emotional Mind”)
The “Thinking Mind” (Cerebral Cortex) considers a Rational Response but can be influenced or even overridden by the Emotional Response
Goleman refers to this as an “Amygdala Hijack”
EQ means being able to distinguish between emotions and rational thought and provide Clarity to make the appropriate response
EQ can also help channel Emotions (both Negative and Positive) into positive Energy

16. How EI Skills Enhance Leadership Competency – Making Complex Decisions
Manage ones own emotions associated with uncertainty of decisions
Aversion of Risk – Attraction to Risk
Fear of Feedback or negative Reactions
Resisting temptation of choices that are not rational
Take into consideration the emotional impact of change on others; adjust their explanation of the change to maximize understanding and acceptance. 
Create a positive tone of cooperation even during difficult business situations.
Identify creative solutions when under pressure.
The experiences participants of our EI skill-building programs have shared during follow-up coaching sessions have demonstrated that most of an organization’s leadership competencies can be increased simultaneously by enhancing managers' and leaders' EI skills. From both an organization’s and an individual’s point of view this is a significant benefit.
When investing in the development of leadership competencies for your organization that will not only produce the results you want but will also reinforce a positive culture of sincere care for employees, customers and stakeholders, consider Emotional Intelligence skill-building. It's only when leadership competencies are combined with results that organizations are able to produce the kind of leaders that are needed. When you examine providers of Emotional Intelligence programs, be sure to look for the measured results they have achieved, for in every kind of organization, results are what keep an organization alive.

17. The Importance of Emotional Intelligence
97% of highly successful Individuals measure high in EQ
According to Forbes 85% or Financial Success is due to EQ – 15% to IQ
58% of Job Performance depends on EQ (Schmidt 2012)
EQ in Managers is an effective indicator for Talent Retention
High EQ results in effective Decisions and Reducing Managerial Risk
Individuals with High EQ tend to be 3 times less likely to be involved in a work accident
Employee Engagement is highly correlated to EQ – an engaged Employee is 30% more productive than one who is neutral or not engaged
Recruiters with high EQ are 3 times more likely to be successful

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