Leadership DevelopmentDevelopment

CenterEmotional Intelligence: The New Measure of Leadership

October 2006

Presented by:Elizabeth C.S. Jamison

Director Leadership Development CenterDirector, Leadership Development CenterRadford University

©2006 – All Rights Reserved Leadership Development Center

Agendag

n Icebreaker: Spreading Irritationn Icebreaker: Spreading Irritationn Business Case for EI

Wh t i it?n What is it?n Quick Quizn Workplace Impactn EQ at Your Workplacen EQ at Your Workplace

Spreading IrritationSpreading Irritation

A k lfAsk yourself…

Are you spreading irritationAre you spreading irritation in your workplace?

Emotional Contagiong

How fast do emotions travel in k l ?your workplace?

Consider the following

n Characteristics of n Characteristics of a good manager

n Feelings working poor manager

n Feelings working for for a good managerWh t d t

a poor managern What does this

t d / tn What do you want to do/not do?

cause you to do/not do?

“When people feel good about the person they report to, they feel better about the company they work for… y p y yemployees do not leave companies – they leave bosses.” Beecham and Grant

The Business Case for EQThe Business Case for EQ

n Lesson 1:

Other people’s behaviors can affect our feelings

L 2n Lesson 2:

Our feelings can influence our performance

n Lesson 3:

Performance can be enhanced through positivePerformance can be enhanced through positive behaviors

What is EQ?Q

Essentially EQ theories—Essentially, EQ theories

S k t d t d h i di id lSeek to understand how individuals perceive, understand, utilize and

ti i ff t t di tmanage emotions in an effort to predict and foster personal effectiveness.

How it all began…g

n IQ just wasn’t enoughn IQ just wasn t enoughn Introduction of social psychology

P l i ti th h D i ln Popularization through Daniel Goleman’s Emotional Intelligence

Emotional Intelligence is…g

“ a form of social intelligence that…a form of social intelligence that involves the ability to monitor one’s own and other’s feelings and emotions toand other s feelings and emotions, to discriminate among them, and to use this information to guide one’s thinkingthis information to guide one s thinking and action…”

(Salovey & Mayer 1990)(Salovey & Mayer, 1990)

Goleman’s EQ Model*Q

Self Awareness

Management

EQ EQ = Emotional Intelligence

ManagementSelf-Motivation

Q Q g

Awareness

M t(Empathy)

Social Management

*D. Goleman, Emotional Intelligence (New York: Bantam Books, 1995)

So what?

n EI predicts “star performance”n EI predicts star performancen Potential to foster a positive ethical

outlookoutlookn Tool to improve job performance

Value of EI at Work

n At Metlife:– Optimists sold 37% more insurance in first 2 years

than pessimists.

– Hired special group who scored high on optimism, but failed normal screening.

• Outsold pessimists by 21% in year oneOutsold pessimists by 21% in year one• Outsold pessimists by 57% in year two• Outsold average agent by 27%

n Enhance Creativity

Have you ever said

Creativity Killers…

Have you ever said…

yn A good idea, but... n The old timers won't

use it

n We've never done it that way.

n Ahead of the times.use it.n We've been doing it this

way for a long time and

n Ahead of the times. n Let's form a committee. n Costs too much.

it works. n Why hasn't someone

suggested it before if it's

n Too hard to administer. n Let's take a survey first.

ggsuch a good idea?

n Let's sit on it for a while. Be practicaln Be practical.

Value of EI at Work (continued)( )

n In a study of store managers:y g– Ability to handle stress predicted—

• Net profits per square footS l l• Sales per employee

• Net profits per dollar of inventory investment(Lusch & Serpkenci 1990)

n Addressing “toxic managers”(Lubit 2003)

E ti d il tn Executive derailmentn People just like you better ☺

How do you measure up?How do you measure up?

Quick QuizQ Q

http://ei.haygroup.com/resources/default_ieitest.htm

1. You are on an airplane that suddenly hits extremely bad turbulence and beginsextremely bad turbulence and begins rocking from side to side. What do you do?

a) Continue to read your book or magazine, or watch the movie, trying to pay little attention to the turbulence

10to the turbulence.

b) Become vigilant for an emergency, carefully 10monitoring the stewardesses and reading the emergency instructions card.

c) A little of a & b

N i d100d) Not sure – never noticed0

2. You are in a meeting when a colleague takes credit for work that you have donetakes credit for work that you have done. What do you do?

a) Immediately and publicly confront the colleague over the ownership of your work. 0

b) After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

5credits you when speaking about your work.

c) Nothing, it's not a good idea to embarrass colleagues in public.

0colleagues in public.

d) After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to

10specific detail about what you were trying to accomplish.

3. You are a customer service representative and have just gotten an extremely angry client on the phone. What do you do?

a) Hang-up It doesn't pay to take abuse from anyone0a) Hang up. It doesn t pay to take abuse from anyone.

b) Listen to the client and rephrase what you gather he is feeling5

0

he is feeling.

c) Explain to the client that he is being unfair, that you are only trying to do your job and you would

50

are only trying to do your job, and you would appreciate it if he wouldn't get in the way of this.

d) Tell the client you understand how frustrating this ) y gmust be for him, and offer a specific thing you can do to help him get his problem resolved. 10

4. You are a college student who had hoped to get an A in a course that was important for your future

i i j fcareer aspirations. You have just found out you got a C- on the midterm. What do you do?

a) Sketch out a specific plan for ways to improve your grade and resolve to follow through. 10

b) Decide you do not have what it takes to make it in that career. 0

c) Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other l h d hi h

5classes where your grades are higher.

d) Go see the professor and try to talk her into giving0d) Go see the professor and try to talk her into giving you a better grade. 0

5. You are a manager in an organization that is trying to encourage respect for racial and y g g pethnic diversity. You overhear someone telling a racist joke. What do you do?g j y

a) Ignore it - the best way to deal with these things is not to react.0

b) Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

5p

c) Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.10

d) Suggest to the person telling the joke he go through a diversity training program.55

6. You are an insurance salesman calling on prospective clients. You have left the last 15 clients empty-handed. What do you do?

a) Call it a day and go home early to miss rush-hour traffic.

0

b) Try something new in the next call, and keep plugging away10 plugging away.

d) List your strengths and weaknesses to identify h b d i i bili ll5 what may be undermining your ability to sell.

e) Sharpen up your resume

5

0e) Sharpen up your resume.0

7. You are trying to calm down a colleague who has worked herself into a fury because ythe driver of another car has cut dangerously close in front of her. What do you do?

a) Tell her to forget about it-she's OK now and it is no bi d l0 big deal.

b) Put on one of her favorite tapes and try to distract 0

0

) p yher.

c) Join her in criticizing the other driver

0

5c) Join her in criticizing the other driver.

d) Tell her about a time something like this happened t d h f lt til th10

5

to you, and how angry you felt, until you saw the other driver was on the way to the hospital .

10

8. A discussion between you and your partner has escalated into a shouting match. You are both upset and in the heat of the argument, start making personal attacks which neither of you really mean What is the best thing to do?really mean. What is the best thing to do?

a) Agree to take a 20-minute break before continuing th di i10 the discussion.

b) Go silent, regardless of what your partner says.

10

0) , g y p y

c) Say you are sorry, and ask your partner to apologize too0

0

apologize too.

d) Stop for a moment, collect your thoughts, then t t id f th i l

0

0 restate your side of the case as precisely as possible.

0

9. You have been given the task of managing a team that has been unable to come up withteam that has been unable to come up with a creative solution to a work problem. What is the first thing that you do?g y

a) Draw up an agenda, call a meeting, and allot a specific period of time to discuss each item.0

b) Organize an off-site meeting aimed specifically at encouraging the team to get to know each other better

10better.

c) Begin by asking each person individually how to solve the problem0 solve the problem.

d) Start out with a brainstorming session, encouraging each person to say whatever comes to mind no

0

5 each person to say whatever comes to mind, no matter how wild.

5

10. You have recently been assigned a young manager in your team, and have noticed that he appears to be unable to make the simplest of decisions without seeking ad ice from o What do o do?advice from you. What do you do?

a) Accept that he 'does not have what it take to succeed around here' and find others in your team to take on his0 around here and find others in your team to take on his tasks.

b) Get an HR manager to talk to him about where he sees

0

5 ghis future in the organization.

c) Purposely give him lots of complex decisions to make so that he will become more confident in the role0

5

that he will become more confident in the role.

d) Engineer an ongoing series of challenging but manageable experiences for him, and make yourself 10

0

g p , yavailable to act as his mentor.

0

Sum it up…

How do you recognize “high EQ” l ?people?

1 Monitor themselves1. Monitor themselves.2. Manage their emotions.

D t t ti t d3. Draw on resources to stay motivated.4. Develop effective communication skills.5. Develop interpersonal expertise.6 Help others help themselves6. Help others help themselves.7. Live their vision.

EI & Leadership: Why Now?p y

n New leadership expectationsn New leadership expectations

n New followersn New followers

n New environmentn New environment

Emotional Intelligence (EQ): SkillEmotional Intelligence (EQ): Skill

n EQ is not simply innaten EQ can be:Q ca be

– Learned– DevelopedDeveloped– Enhanced

Promoting Workplace EIg p

Four Phases:Four Phases:n Paving the Way

D i th W k f Chn Doing the Work of Changen Encouraging Transfer and Maintenance

of Changen Evaluating Changeg g

Force Field AnalysisYour Workplace EQ CompetenceYour Workplace EQ CompetenceDriving Forces Restraining Forces

Leadership DevelopmentDevelopment

Center

Th k Y d G d L kP t d b

Thank You and Good LuckPresented by:

Elizabeth C.S. JamisonDirector, Leadership Development Center

Radford University

©2006 – All Rights Reserved Leadership Development Center