© 2006 Exceptional Horizons Inc. All rights reserved. Emotional Intelligence: “EQ”: What it is & Why it matters. WOODS CREEK CONSULTING COMPANY MJ (Mary)

© 2006 Exceptional Horizons Inc. All rights reserved.

Emotional Intelligence:

“EQ”: What it is & Why it matters.

WOODS CREEK CONSULTING COMPANY

MJ (Mary) Harwood 4/19/10 – Bellevue, WA

The Technology Executive Leadership Academy “TELA”

© 2006 Exceptional Horizons Inc. All rights reserved

Criticality?

___% Career Influence

(to you and your direct reports . . . )

1994 Center for Creative Leadership Study


Today’s goal: EQ’s role in Performance

Agenda

I. EQ definition/success correlation statistics

II. Brain anatomy/neuro-science

III. Why now – the times, the ROI

V. Leadership Implications

And misc. “taste test” exercises along the way!


Business Outcomes: 3 Levels - 3 Layers of Influence

The Offering - The Operation - The People

People = Human Dynamics = EQ

Fully interrelated/causal: what happens at one level, affects the other two.

Team Level- Synergy/Trust- Output- Innovation

Individual Level- Talent- Attitude- Skill

Organization Level- Alignment- Resiliency- Culture

What’s key: Knowing what’s going on that’s affecting the ‘human dynamic thread’ & adjusting as needed: competency in human dynamics.

Adapted from 6Seconds.org


Why it matters . . .

Employee research statistics:

____% Respected and valued

____% Would leave current job

____% Ability to double productivity

____% Level of employee engagement

Emotional Intelligence Quickbook – Travis Bradberry, Ph.D.


In the workplace, this is often what

shows itself and what we evaluate;

But this is often the real influencer and responding to this has much more power.

EQ defined . . .

IQ and EQ . . .


What it is . . .

• EQ (human dynamics) - in its simplest form is: Personal & social competence. Shows up as interpersonal skill. “How leaders handle themselves and their relationships”. Daniel Goleman, Ph.D.

• EQ Requires: Awareness and deliberate use of BOTH emotional AND intellectual data

to influence thoughts, feelings, actions.

• Judged by: Ability to “connect” with others – to create and maintain positive

“connections” w/others. Ability to create resonance. (Not about: charisma/trying to make people happy/being “fun”)

• EQ Behavior- the ability to: “Talk so people will listen, listen so people will talk.” Travis Bradberry, PH.D.

Puppets/Water Cooler/Pay now-later

further defined . . .


EQ (i.e. EI) – “Interpersonal Skill” – Overview

Personal Competence:

Managing ourselves.

INTRA-personal skills: 1. Self Aware 2. Self Managed

“Catch & Control”

Social Competence:

Managing relationships.

INTER-personal skills: 3. Understands Others 4. Social/Relationship Skills

“Sense & Respond”

The ability to make others feel like they matter: The ability to “connect”.

(15-20 “sub-competencies”)


Examples of EQ Sub-competencies –

• Empathy

• Assertive

• Confident

• Optimistic

• Change Catalyst

• Independent

• Achievement Drive/Initiative

• Intuitive/Can Read Others

• Adaptable/Flexible/Resilient

• Problem Solver

• Handles Conflict Well

• Stress Tolerant

• Socially Aware

• Organizationally Aware

• Emotional self awareness

• Persuasive/Influential/inspiring

• Self Controlled/managed

• Interpersonal rel. builder

• Good Communicator/Listener

• Upbeat/Enthusiastic

Definitions/appendix . . .


Sub-competencies –

Workplace Application Examples

1. “Understands Others/empathy”: Customer empathy . . . - Cosmetic vs. technical solutions – when one may need to prevail - ‘Framed” responses vs. “No fix available” black/white . . . The need to frame the negative news leaving hope, trust, confidence in the company w/o deceiving /pointing fingers– maintaining the relationship.

2. And managing change: “Resilience/flexibility/adaptability/optimism” . . . .

on change . . .


Change management . . . Not an option.

“Because of the explosive nature of exponential growth, the twenty-first century will be equivalent to 20,000 years of progress at today’s rate of progress: about 1000 times greater than the 20th century. . . . Today, it’s as if we’re driving 200 mph and only looking into the rear-view mirror.” Ray Kurzweil, Inventor and Futurist as quoted in The Futurist, 2011

Rigidity, a lack of resilience and pessimism will

suffocate the required innovation to survive.


Success correlation:

?? % of “star” performers with high EQ??

(In ALL roles)

Back to “Why it matters” - . . . con’t.

EQ performance Impact:

IQ EQ


The correlation between EQ and success:

High Performers: 90% also have high EQ.

0

10

20

30

40

50

60

70

80

90

100

HIGHEQ

Hi Performer

The Business Case for Emotional Intelligence White Paper/TalentSmart 2005 Emotional Intelligence Quick Book, Travis Bradberry, Ph.D., 2005, 500k ind./multi year study.


Influence on “Life/Work” success vs. academic predictor:

IQ: 0% - 20% (common workplace levels) EQ: 30% - 80% (2-6 x IQ)

including scientists!*

(0% correlation between IQ and EQ)

The correlation between EQ and success - con’t.

Compared to IQ??

From ‘Working Relationships’ by Bob Wall; 1950/U of CA 40 yr. Study; 85 PhDs.



EQ - IQ – Expertise:

All three essential for effective performance for hiring, careers, and promotion decisions. To what degree?

For star performers and superior leaders:

EQ Influence on performance: ___%? IQ & Expertise combined __ %?



90% - Working With Emotional Intelligence, 1998, Daniel Goleman, Ph.D. 80% - The Business Case for Emotional Intelligence White Paper/TalentSmart 2005

Star Performers:67% EQ, 33% IQ/Expertise. (Team bldg., leveraging diversity, adaptability, change catalyst)

For Superior Leaders: 80-90% EQ.

EQ Skill

1 hr. vs. 3-5IQ not #1/3

Essential Performance Abilities:


“EQ - single greatest predictor of great leadership

and employee performance.”

Per a Goleman study, 80% of F-500 have/are implementing “emotional intelligence” skill building/requirements in their environments.

Some examples . . .

It also matters because it’s being used.


• New yardstick identifying potential leaders and those likely to “derail”

• Promotion criteria

• Interview questions, creation and employee hiring decisions

• Job “star performance” profiling and subsequent competence models (hiring and training)

• Systemic/process/policy changing: perf. reviews, leadership requirements, reward systems, etc.

• Top gun pilot selection

• “Survivor” contestant screening!

How it’s being used . . .


Teams of 5 each.

Count off and group together!

.


Teams #1 & #3 Team #2

3 min.

Select a recorder for each team . . .


How was it?


Why collaboration works:

‘Understanding others’ and the impact of positive interaction. Enhanced TEAM EQ. Rewards beyond performance perfection.

- From the musicians level of fulfillment

- From the listener’s level of fulfillment

- A single instrument can not attain the power of a full band.

“Joy shared is doubled. Misery shared is halved.”


The Science Behind it:

So much for “soft” skills.


Left HemisphereRational Brain

Neocortex“Thinking Center”

IQ

The Hemispheres . . .

Right HemisphereEmotional Brain

Limbic system (amygdala)“Emotional/Intuition Center”

EQ


Left HemisphereRational Brain

Neocortex“Thinking Center”

IQ

AnalysisAbstract reasoningTechnical expertise Fact recallCalculationsSpatial logicLanguage centerOperates by logic

Understand the hemispheres – con’t.


Right HemisphereEmotional Brain

Limbic system (amygdala)“Emotional/Intuition Center”

EQ

Impulse control/stress toler. Feelings/intuition Empathy and optimism Ability to influence//initiative Ability to work w/others/to lead Flexibility/adapt to change Creativity Operates automatically

Understand the hemispheres – con’t.


Rational Brain Emotional Brain

BehaviorRational and Emotional Brain interconnected - constant feedback to one another on what to think, feel, do. Degree varies!

We need both limbic and logic - balanced input is the key.

Note: 6 second delay - E=80k faster/jet-snail.

Right/Left Brain Influence


Emotions - Why “self awareness” is so critical:

In effect, emotion alerts the brain and influences: Attention (important?)

Interpretation (good/bad?)

Recall/memory (slanted in our favor?)

Prediction (optimistic?)

Decision-making (overshadowed? Exec. hiring avg.)

Constructive or destructive thinking and actions

White noise or insight ? The rational mind justifies the emotional mind – not always accurately . It is exceptional at making self/other blameless or blameworthy.

Demand a balance of reason and emotion.

Har.Bus.Sch. – cost/value


Words . . . an exercise!

Setting the scene . . .


“Primed for Action”

Scrambled sentence test.

him was worried she always

from are Florida oranges temperature

sunlight makes temperature wrinkle raisins.

shoes give replace old the

he observes occasionally people watches

be will sweat lonely they

sky the seamless gray is

us bingo sing play let

From Blink, M. Gladwell


“Primed for Action”

Scrambled sentence test.

him was worried she always

from are Florida oranges temperature

sunlight makes temperature wrinkle raisins

shoes give replace old the

he observes occasionally people watches

be will sweat lonely they

sky the seamless gray is

us bingo sing play let

Professor/Hooligan . . . we shape attitudes


Another example . . .Situation:

• 1995; Molly Howard ; New high school in Louisville, Georgia.

• 80% of school’s population lived in poverty

• 15% of previous high school went on to college

• Teacher’s & students - defeatist attitude – this is how it is now and will be going forward

Approach:

• Physical and curriculum changes

• Very impactful change in the grading system:

A B – C and “NY” vs. No Ds or Fs allowed.

Getting a D or F was an easy way out . .bad, but at least done. In the NY system, no stopping.

• Dramatic improvements – selected US Prin. Of the Year out of 48k nominees. Switch, by Chip and Dan Heath, 2010 Perf. Reviews????

Mindset is so influential


Why workplace stories, tee shirts,

code names & slogans?

Fluff? Entertainment? Marketing spin?

No. They simply “Work”!

And they work because they tap into BOTH hemispheres .

Understanding the hemispheres – con’t.


Right Hemisphere Synthesis: Feeling/Context/Simultaneous

the picture (80k faster): feeling N.R. (Innovation/engagement center!)

Logic makes people think – emotion makes people act. Red Buttons . . From Encouraging the Heart./Kouzes

EI is Tapping into both IQ & EQ for optimal results

Left Hemisphere Analysis: Logic/Content/Sequential the 1000 words – data - the eye chart

Tapping into both . . .


Effort/Productivity Increase

0%

10%

20%

30%

40%

50%

60%

70%

Feedback &Goals

Goals Only FeedbackOnly

Control Grp.

59%

25% 25%23%

From Source: Bandura, A., and Cervone, D. “Self-Evaluation and Self-Efficacy Mechanisms Governing the Motivational Effects of Goal Systems.” Journal of Personality and Social Psychology, 1983, 45, pp. 1017-1028.

The value of tapping into the “whole” person :


From the book SWITCH – appreciate the relative influence of our rational and our

emotional . . .

DIRECT the RATIONAL Rider

CONNECT with the EMOTIONAL elephant.

SHAPE the path to help them both.

The glove story . . . Visualize if you will . . .


1. Hormones and “Flooding” – “emotional hijacking” – 6 sec. delay – work stress influence (#1 - poorly given feedback)

2. Open loop system physiology (leaders beware!) – 4-6’/15 min. (& 3 level potential effect)

3. The “science” behind fun (hi EQ Teams +29%/laugh 3x) Good moods enhance neural activity - accelerate connections. “Attitudes are contagious. Is yours worth catching?”

an exercise . . .

The neuro-science . . .

4 facts: how our `limbic’ influences our logic – why performance is effected . . .


The exercise . . . A Quiz!

Gauging the “Levity Quotient” (LQ!) of your culture

Ratings: 1 = never 2 = hardly

3 = neutral 4 = most of the time 5 = just about always

Circle your answers/ratings: e.g. “New employees are made to feel welcome.” 1 2 3 4 5 Briefly compare with DIFFERENT neighbor!

4min.

The Levity Effect/Bostick


Laughter is also the quickest route to social bonding.

“Laughter is like an instant vacation”. Milton Berle


1. Hormones and “Flooding”

2. Open loop system physiology

3. The “science” behind fun

4. Non-verbal power . . .

Body language is ___% of the conversation?

The neuro-science - con’t.

4 facts: how our `limbic’ influences our logic – why performance is effected . . .


The 1,000 words . . .


A simple example . . .

Commuting . . .

Consider the experience . . .

calm tense angry

And did you enter work feeling this way?!!


Neuro-science – con’t.

Non-verbal power: 50-80% of the conversation Why . . .

Conscious MIND can process 126 bits of info. per second and 40 bits of speech.

Our SENSES can receive up to 10 MILLION bits of input per second.

Limbic - 80,000 x faster - Simultaneous processing.

We leave an emotional “wake”

Consciously project & collect. Emotional radar knob – turn it up!

Email? (More said – no facial ck./bal. – need to compensate!)

Meeting Electronics? (“feel” unheard; commitment/engagement lessens)

Texting??? (not bothering to get the full message)

Executive EQ, Emotional Intelligence in Leadership and Organizations” (1997) by Robert Cooper, Ph.D. and Ayman Sawaf /88-89


The order of effectiveness . . .

• E-mails (14.5 hrs/wk), text, and voicemail appear efficient, but they don’t necessarily develop trust without careful attention.

• Trust /”truth” happens mostly when there is face-to-face TWO-WAY communication . . . Caring and Listening.

1. 2. 3.

“Communication works for those who work at it.” John Powell


Stretch Break?!


Limbic Prep Exercise


The Limbic and the Knee . . .

what they have in

common?


Why now? (AMA, MBA Schools, etc. . . . )

The Times and the Research.

By nature a social species: the human genome has evolved .02% in the past 40,000 years. Dr. Robert Cooper, Ph.D.


Why EQ now? IQ no longer enough.The Times:

• “Permanent White Water Environment” Flexibility – innovation required to survive. (E.g. competition a

moving target – on line legal tools, blog/viral marketing, etc.) 30% mkt. adoption: phone 38; PC-13; I-net 7; IPod __?

• Less Time/More Work/Less people: Need to quickly and regularly prioritize – need to determine the “right things to do (there will always be too many). Judgment required (self/customer/org.)– rarely a list provided.

• Teamwork requirement: +3x – Data overflow – data dynamic Collaboration critical. (Plus temp. employees; global reach, etc.- less direct control)

• Multi-generational: Different values – different needs/demands. Embrace.

• Currency of the past = “knowledge is power”. For the millennium “trust” is power – a.k.a. “emotional/social capital” the new currency. And trust requires “effectively connecting – EQ.

The research . . .


Why now? con’t.

The Business Outcomes Research ROI $$$

• Top 10% programmers exceed average performers in producing effective programs by 320% (teamwork, etc.)

• Amex. Financial Advisors – pilot test of EQ/optimism training helped produce a rise in sales in just 3 months;

• 105 top sales people studied from 44 Fortune 500 companies. Avg. sales per year for them was TWICE “avg.”(relationship skills). High EQ execs. average +20-24% in productivity/$ - (250k avg.) for their areas. (QB)

• U.S.A.F. Recruiter retention rate was 50%. Used EQ-I tool to identify EQ profile, hired/trained to that, recruiter retention rate is now ??%. 10k investment, 2.7 mil. savings in one yr.

Leaders survey: “What are the top issues facing you at work?” 76% people/relationship – 24% finance/technical side. 6seconds.org

and customers?? . . .


Why now - con’t.

The Customers: 70% Customers lost traced to EQ

RelationshipIssues

Prod/etc.Issues

(Forum Corp. 1989-1995)


Why now - con’t.

The Leadership Research.

But first . . ..

“Only three things happen naturally in organizations: Friction, confusion, and underperformance. Everything else requires leadership.” Peter Drucker


What about “YOU”??


Leadership Insight - An Exercise!

Leader’s EQ Mini-assessment (Education and EQ Indicator)

1 – 5: Very Weak to Very Strong – a Snapshot

TEAM’S perception of how well you . . . Value and invite feedback; Develop others; Surface conflict, etc.

6 min.


Competence, Character, Caring. Leadership IQ/EQ Fusion

Before being followed – others ask: 1. Do you know what you’re doing? (Competence) 2. Can I trust you? (Character) 3. Do you care about me? (Caring)

D.A. Benton in Secrets of a CEO Coarch/1999. Italics, Exceptional Horizons, Inc. “People first follow the person, then the plan. “ If you don’t believe in the messenger, you won’t believe the message. The Leadership Challenge/Kouzes & Posner.

5 Findings . . .

Why now - con’t.

The Leadership Research:


5 EQ Leadership Findings: the implications are profound.

1. “Leaders spend 25% of their careers on decision-making and 75% on interpersonal work.” Interpersonal skill level strongly influences results.

Robert Cooper, Ph.D./Executive EQ - (average non-management employees spending 37% of time in meetings - From “Crucial Trends and How They’ll Impact Your Business” 5/07: IP Credits?!!

2. W/W study - 75% accuracy, climate alone enabled “sorting” companies with high vs. low profits/growth. 50-70% source of climate traced to leader. (Financial results effected +/- 20-30% with hi/low EQ)

The Emotional Intelligence Quick Book, Travis Bradberry, Ph.D. and Jean Greaves, Ph.D.

3. People pay more attention to the leaders - tend to mimic . A crucial dimension of leadership: emotional wake - positive or toxic (“open loop”

limbic). A leader’s self/mood management effects others, effects business. “Emotional leadership” influence and requirement.


Leadership Findings - con’t.

4. Leaders/Star performers know their strengths/weaknesses- intentionally seek out feedback: EQ, Style, 360, others – they have to if they want it.

Coopers & Lybrand study – Fortune 500 Companies: 11% CEOS believed the message of bad news took a real risk; 33% of middle- management; 50% of employees! ??? Disease.

5. Impact of leaders: critical to stay/go employee (i.e. TALENT) decisions. 1998, 1999 and 2000: #1 reason high-tech workers listed: good/poor manager& respect. CCL &- Corporate Leadership Council Report/1998/Survey with High Value EEs – same results.

75 m. Boomers are Exiting – Only 45m. X’rs…

Simply put, competition for TOP performers will be intense. Losing key talent due to poor leaders won’t be tolerated.

(Per Trends, 50% of F-500 have business coaches – multi-levels.)


And leadership EQ skills are often required in ways not listed on performance reviews . . . like when . . .

• You need to demote someone• You need to do some lay offs• You will be promoting a peer to a Leader role• A teammate suffers a serious illness• You need to fire someone well liked • You need to support a new org. leader with a very

different style• You need to manage artificial optimism or apathy• And on, and on, and on . . . .


No matter how “smart” we are, we

influence emotionally . . .


Why now - con’t.

Leadership Findings - con’t.

How a leader uses or abuses emotional power . . .

• It’s in how we give praise and in how we reward . . . or not;

• It’s in how we criticize - well . . . or destructively;

• It’s in the attitude and actions we role model . . . then expect;

• It’s in the way we spot and help those struggling . . . or not;

• It’s in the way we guide that give people a sense of accountability, clarity, and direction in their work . . . or not;

• It’s in our tendencies to ‘presume innocence’ . . . or assume guilt.

a story . . . .


The airport story . . .


Presumption of Innocence.

No one wakes up wanting to be a jerk.


Determining the need to enhance EQ:

1. Appreciate that ‘Emotional Wakes’ are real (especially for leaders). Poor ones are. . .

“The rock in everyone’s shoe that causes limping.”

2. Ask the question;

3. Answer with brutal honesty.


.

The question: What is the current quality of your “emotional wake”? What does it need to be tomorrow?

Is your `emotional net worth’ an organizational asset or liability?(adding/taking profit?)

Low EQ . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . High EQ

???

“The truth may set you free but first it will thoroughly irritate you.” From Fierce Conversations, Susan Scott


“You don’t drown by falling in the water; you

drown by staying there.” Edwin Louis-Cole

The ampersand . . .

4 Observations on EQ/IQ/Personality/Change:

211/212


&Knowledge does not equal skill.

Action plan/inventory . . .


Last Tool! In your appendix . . .

EQ Action Planner & Checklist:

When you leave . . . Individually:

1. Scan the form; mark areas of particular interest. 2. Complete question #1.

With a partner later . . .

3. Discuss/complete question #2

4. Discuss the challenges of achieving #1

Keep handy!


Bottom line?

We can Feed or Bleed the organization’s EQ.

Whether leader or individual, we can choose to contribute in

ways that grow and reinforce a positive culture of excellence –

intellectually AND emotionally - or not.

(And we can ensure those we manage are accountable

for the same. )

last story . . . .

Emotional Influence . . .


“The Ape Story”


EQ – What it is and Why it Matters

Summary

• EQ Overview: “Talk so people will listen, listen so people will talk.” Catch and Control – Sense and Respond.

• Go for both hemispheres – connect with the “Norman Rockwell” side for engagement – capture the “elephant”!

• Impact statistics – EQ 4-6x more critical; Leaders even more. “Deliberate” personal modeling/communicating critical.

• 3x more teamwork/collaboration now needed; warp speed of change

• Neuro science realties – open loop, fun, hijacking, non-verbals.

• 3 Organizational levels of human dynamics – macro scan them all

“Trust” is the new power, social capital the new currency.”



Appendix. . .• Description of an emotionally intelligent leader • Spotting high/low EQ - some tip offs • EQ & Leader competency definitions/descriptions• Getting Started EQ references

• Article on “Walk a Mile . . .” (empathy example)• Evaluation!!

The home reality . . . 50%/15 of all arguments . . . Dr. Robert Cooper, Ph.D., Executive EQ; pg. 129

A closing statistic . . .


Emotional Intelligence: Personal and Social competence.

“Catch & Control . . . Sense & Respond”

“Talk so people will listen, listen so people will talk.” Travis Bradberry, PH.D.

“They may forget what you said, but they will never forget how you made them feel.” Carl W. Buechner


Thank you all.

Questions?


Accelerating performance for leaders, teams, and individuals.

Exceptional Horizons, Inc. - Services • EQ Assessments (Individual and/or Team);

• Executive and/or employee one-on-one Coaching (overlaying Interpersonal skill development/enhancement onto current business practices/projects underway); contract or situational;

• Personality Style Assessments (Individuals and/or Teams);

• EQ workshops, teleseminars, and/or presentations for leadership teams and/or staff;

• EQ Leadership/Team Development series (approx. 5 half-days and includes topics such as handling conflict, team dynamics, leaders’ values and attitudes, communication, cultures, styles, etc.).

MJ (Mary) Harwood, President - Exceptional Horizons, Inc. Coach - Consultant - Speaker - EQ Specialist206-459-2483 – [email protected]

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© 2006 Exceptional Horizons Inc. All rights reserved. Emotional Intelligence: “EQ”: What it is & Why it matters. WOODS CREEK CONSULTING COMPANY MJ (Mary)