18685284 emotional intelligence test
TRANSCRIPT
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Emotional IntelligenceFor BMS
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Intelligence Gauge
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Exercise of the brain is as important asexercise of the muscles. As we grow
older, it's important that we keepmentally alert. The saying; "If you don't
use it, you will lose it," applies to thebrain, so.....
Following is a way to gauge your loss ornon-loss of intelligence. Take the following
test and determine if you are losing it or arestill "with it."
OK, relax, clear your mind and... Lets begin.
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1. What do you put in atoaster?
Answer:
"bread."If you said "toast," then you are wrongmy friend.
If you said, "Bread," go to Question 2.
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2. Say Silk" five times. Nowspell Silk."
What do Cows drink?
Answer:If you said milk you are wrong
Cows drink water
If you said "water," proceed to question 3
Milk
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3. If a red house is made from redbricks, and a blue house is made from
blue bricks, and a pink house is madefrom pink bricks and a black house ismade from black bricks, what is a
green house made from??Answer:
Greenhouses are made from g-----. If yousaid, "Green bricks, you are not
concentrating.
If you said "glass," then go on to Question 4.
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4. Twenty years ago, a plane was flying at 20,000 feet overGermany. If you recall, Germany at the time was politically dividedinto West Germany and East Germany. There is an engine failureand the plane crashes smack in the middle of "no man's land"between East Germany and West Germany.
Where would you bury the survivors?. . In East Germany or West Germany or in "no man'sland"?
Answer:You don't, of course, bury survivors.
If you said, "You don't bury the survivors," proceed to question. 5
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5. If the hour hand on a clockmoves 1/60 of a degree every
minute how many degrees willthe hour hand move in one hour?
Answer:
One degree. If you said, "360 degrees"or anything other than "one degree,"you are to be congratulated on gettingthis far, but you are obviously out of
your league.Everyone else proceed to the final question.
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6. Without using a calculator -- You are drivingabus from London to Milford Haven in Wales In London,
17 people get on the bus. In Reading, six people get offthe bus, and nine people get on. In Swindon, twopeople get off and four get on. In Cardiff, 11 people getoff and 16 people get on. In Swansea, three people getoff and five people get on. In Carmarthen, six people
get off and three get on. You then arrive at MilfordHaven.
What was the name of the bus driver?
Answer: Don't you remember? It was YOU!!! Youwere the bus driver!!!
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Effective LeadersEmotionalIntelligenceSets ApartGood and
EffectiveLeaders
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What is Intelligence?
Typically focused on
analytic reasoning
verbal skills spatial ability
attention
memory
judgement
Murky concept withdefinitions by many
experts...
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One DefinitionIndividuals differ from oneanother in their ability tounderstand complex ideas,to adapt effectively to the
environment, to learn fromexperience, to engage invarious forms of reasoning,to overcome obstacles bytaking thought Concepts
of intelligence are attemptsto clarify and organize thiscomplex set of phenomena.
Neisser et al, 1996.
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IQA weak predictor for
achievement
job performance success
overall success, wealth, & happiness
Accounts for a major component ofemployment success according tonumbers of studies covering careersuccess; maybe as much as 20-25%.
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IQ contributes only 20% to lifesuccess the rest comes from
emotional intelligence (EQ)
5 areas of emotional intelligence1. self-awareness2. managing emotions
3. self-motivation4. empathy5. handling relationships.
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How do we view emotions?
chaotic
haphazardsuperfluousincompatible with reasondisorganized
largely visceralresulting from the lack of effective adjustment
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How do we view emotions?
Arouse, sustain, direct activityPart of the total economy of
living organismsNot in opposition to intelligenceThemselves a higher order of intelligence
Emotional processingmay be an essential partof rational decision making
http://www.epub.org.br/cm/n02/historia/phineas.htmhttp://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm -
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The main purpose of the innermostpart of the brain is survival.
To Get atEmotion,
Go Deep...
Amygdala isdeep within the most elemental parts
of the brain.
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There is aBiological Purpose for Emotion
Signaling function (that we might takeaction)
Promote unique, stereotypical patternsof physiological change
Provide strong impulse to take action
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All about emotionsEvolution has given us emotions to help us cope with
dangerous situations. Emotions evolved to drive usto take action in the face of danger. We retain theemotional system of our cave-man ancestors, whoregularly faced life-and-death situations. In modern
society, those emotions often overwhelm thought. Ina real sense, we have two minds,one that thinks andone that feels. The rational mind lets us think, ponderand refl ect. But the emotional mind is impulsive and
powerful. Usually, the two work in harmony, butintense feelings sometimes allow the emotional mindto dominate the rational mind
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Basic Emotions--presumed to be hardwired and physiologically distinctive
Joy
Surprise
Sadness
Anger
DisgustFear
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Evolutionary Advantage toEmotion
Emotional intelligence, including factors likethe ability to motivate oneself, persistence,impulse Control, mood regulation, empathy
and hope. IQ and emotional intelligence arenot Opposing competencies. They workseparately. It is possible to be intellectually
brilliant but emotionally inept.This causes many life problems.
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EI includes 4 types of abilities:
1.Perceiving emotions the ability todetect and decipher emotions in faces,pictures, voices, and cultural artefacts-
including the ability to identify ones ownemotions. Being aware of both our mood
and our thoughts about that mood. self-awareness is the foundation for managing
emotions and being able to shake off a badmood
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2.Using emotions the ability to
harness emotions to facilitatevarious cognitive activities, such asthinking and problem solving. The
emotionally intelligent person cancapitalize fully upon his or herchanging moods in order to best fit
the task at hand.
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3.Understanding emotions the abilityto comprehend emotion language and
to appreciate complicated relationshipsamong emotions. For example,understanding emotions encompasses
the ability to be sensitive to slightvariations between emotions, and the
ability to recognize and describe how
emotions evolve over time
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4.Managing emotions the
ability to regulate emotions inboth ourselves and in others.Therefore, the emotionally
intelligent person can harnessemotions, even negative ones,and manage them to achieve
intended goals.
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Model
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Yale psychologist Peter Saloveycites fi ve major areas of emotional intelligence:
1. Self-Awareness knowing ones emotions.
2. Managing emotions handling feelings sothat they are appropriate.3. Motivation marshalling emotions in serviceof a goal.
4. Recognizing emotions in others empathy,which is the fundamental people skill.5. Handling relationships skill in managingemotions in others
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Intra-personal,
Emotional Self-AwarenessEmotional Self-Regulation
Emotional Self-MotivationInter personal
EmpathyNurturing Relationships
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STEP 1: SELF-AWARENESS
There is only one corner of the universe thatyou can be certain of improving; and that isyour own self.
Often, some of our inner drives are hidden fromour consciousness.Emotional intelligence enables us to access thisinformation by helping us to tune into our
responses and identify our hot buttons
thosecore beliefs and valueswhich, ifpressed, evoke the flight or fight response,trigger an emotion and propel us into action,
for good or bad!
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Self-awareness is the ability to see ourselves with our owneyes, to be aware of our Goals, immediate and long-term
Beliefs, about ourselves and othersValues, those things we hold dearDrivers, that affect how we workRules, that we live by, the shoulds, musts and oughtsSelf-talk, the inner voice that tells us we can or cannotdo something and the ways in which these impact on what we do andcontribute to our mapof the world.
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Non-verbal behaviourEnergy levels Impact on others
Physical presence SkillsPersonal styleSelf-talk I'm not good at handling conflict-Negative thinking evokes an 'emotional hijacking' and
undermines performance.Beliefs about self and othersEmotions own and othersHot buttons Fears and anxietiesJudgements A good team member is Individuals are
difficult when they Self-confidence Driver behaviourRules As a...I must I should I ought
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Four main EI constructs:1.Self-awareness
the ability to read one'semotions andrecognize their impact
while using gut feelingsto guide decisions.
2.Self-management involves controlling
one's emotions andimpulses and adapting tochanging circumstances.
3.Social awareness the ability to sense,understand, and reactto others' emotions while
comprehending socialnetworks.
4.Relationshipmanagement the
ability to inspire,influence, and developothers while managingconflict
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The 5 Components
of EI
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1. Emotional Self-Awareness2. Managing ones own emotions3. Using emotions to maximize
intellectual processingand decision-making
4. Developing empathy5. The art of social relationships
(managing emotions in others)
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Why we Need EI..?
Emotional Intelligence is imperitive as it isone of the important deciding factor forrelationship management resulting in :
1. Motivation2. Retention
3. Self management
4. Managing others.
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Emotional Intelligence
Emotional Intelligence isthe ability of an individualto :
To deal successfully with otherpeople ,
To manage ones self,
To motivate other people,
To understand one's ownfeelings
To appropriately respond tothe everyday environment
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Emotional Intelligence
In Working with EmotionalIntelligence, author DanielGoleman defines EI in theworkplace as the ability of
employees to recognize:Their own feelings
The feelings of others
What motivates them
How to manage their emotions,both in themselves and in
relationships with others
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Emotional Intelligence
Emotional Intelligence doesn't meanbeing soft it means being intelligentabout emotions a different way of
being smart.Emotional intelligence is your abilityto acquire and apply knowledge from
your emotions and the emotions ofothers in order to be more successfuland lead a more fulfilling life and
career.
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Need
When relationshipsFail, It is UsuallyDue To Poor
EmotionalIntelligence
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Bosses and leaders, in particular, need high EQ because theyrepresent the organization to the public, they interact withthe highest number of people within and outside theorganization and they set the tone for employee morale, saysGoleman
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Passion
EmpathyInnovation Maturity
Achievemen
drive
Honesty
Traits of Successful Leaders
TraitsCourage Commitment
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A bad leader
Does not listen
Fails to delegate
Does not show respect
Shows no interest in followersGives negative feedback to a third party
Does not praise when praise is due
Criticizes in front of othersTakes personal credit for others ideas
Is always taking control
Has a tendency to bully!
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The Five Ps of Leadership
Pay attention to whats importantPraise what you want to continuePunish what you want to stopPay for the results you wantPromote those people who deliver those
results
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Leaders with empathy are able to understand theiremployees needs and provide them with constructive
feedback, he says
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CHARISMAThe process of influencing major changes inthe attitudes and assumptions of organizationmembers, and building commitment for theorganizations objectives
The special quality that gives someone powerand authority over a large number of people
Model of Personal Meaning and
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Model of Personal Meaning and
Charismatic Leadership
LeaderPersonalMeaning
LeaderBehavior
Attributions ofCharismaticLeadership
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Personal Meaning
The degree to which
peoples lives make
emotional sense andthat the demandsconfronted by them areperceived as beingworthy of energy andcommitment.
Sources of
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Sources ofPersonal Meaning
Self-concept/identityLegacyBeliefs
Culture andtraditionsPolitical/socialorientation
Spirituality andreligionHobbies/personalpursuits
Values/ideals
Ch ism nd Un n nti n l
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Charisma and UnconventionalBehavior
To transcend theexisting order
Evoke sentiments of
adoration
Exemplifies heroism,personal risk, & self-
sacrifice
Counter to the norm
Effects of
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Effects ofCharismatic Leadership
Trust in rightness of vision
Similarity of followers & leaders beliefs &
values
Heightened sense of self-confidence
Acceptance of higher or challenging goals
Identification with & emulation of leader
Unconditional acceptance of leaderStrong affection for leader
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Empowers
Others
Visionary
Self
Promoting
VerbalSkills
MinimumInternalConflict
High EnergyAction
Orientation
InspiresTrust
High Risk
Orientation
SelfConfidence
MoralConviction
RelationalPowerBase
Charismatic
LeaderCharacteristics
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VISIONThe ability toimagine different andbetter conditions andways to achievethemFuture orientationSee the difference in
how things are andhow they should be
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COMMUNICATIONS SKILLS
Great rhetorical skills Especially oral Can speak about the
vision and make thefollowers see it
Hitler captivatedpeople, even thosewho spoke no German
Writing, while
important, is not aspowerful Winston Churchill used
both masterfully
SELF CONFIDENCE & MORAL
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SELF CONFIDENCE & MORALCONVICTION
Unshakable self confidence
Passed on to followers
True faith in the cause
Strong moral beliefs
Willingness to sacrifice
Self & followers
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TRUST
Followers have total trust and belief in theleader and the cause
Show commitment to followers, who return
it
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ACCEPT RISK
Willing to be at great personal risk
Professionally
Physically
Willing to risk the followers
Use unconventional (risky) strategies &methods to achieve goals
ABILITY TO MINIMIZE
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ABILITY TO MINIMIZEINTERNAL CONFLICT
Through strength of belief
With referent power
Due to follower belief in the leader and thecause
WILLINGNESS & ABILITY TO
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WILLINGNESS & ABILITY TOEMPOWER
Know they need the efforts & ideas ofothers
Let the subordinate leaders do those
things they are able to do
Often take credit for followers ideas and
efforts
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SELF-PROMOTING
Beat their own drums
Campaign for the cause
Explain their vision to all who will listen orread
CAN CHARISMA BE
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CAN CHARISMA BEDEVELOPED?
Evidence seems to indicate that it can
It may be that individuals who develop
charisma have the undevelopedcharacteristics which practice brings to theforefront
4 Strategies to Develop
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4 Strategies to DevelopCharismatic Qualities
Develop visionary skills
Practice being candid
Develop warm, positive,humanistic attitude
Develop an enthusiastic,optimistic, energetic personality
Why Emotional Intelligence
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Why Emotional Intelligenceis necessary for leaders
Helps leaders handleadversity & setback
Teaches leaders copewhen change &uncertainty hits
organization or their
personal lives.
Why Emotional Intelligence is
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Why Emotional Intelligence isnecessary for managers
Help them manage effectiverelationship.
Help them being focusedand stay on track byremembering purpose &vision.
E & M
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EQ & ManagersEmotional Intelligence is very importantfor managers as their behavior & treatmentof their people determine turnover andretention of the company.
Managers & supervisors are the direct lineof contact for the employees. They interactdaily with individuals who have distinctneeds, wants & expectations.
They significantly influence the attitudes,performance & satisfaction of employees
within their departments & otherdepartments.
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EQ is very important formanagers as they are the directline of contact & their behavior
& treatment determinesretention & turnover
E &
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EQ & ManagersThe stress of trying tolead and satisfy so manypeople's changing needsand expectations can be
overwhelming, to saynothing of the demandsfrom uppermanagement. Being both
firm and caring at thesame time causes manyto feel inadequate for therole..
85 % percent ofturnover is reportedlydue to an inadequaterelationship between
the employee and theirdirect supervisor
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When trust is lacking performance suffers
EQ & Managers
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Enhancing EI skills enables Supervisors and Managers to regulate theiremotions and motivate themselves more effectively allowing them tomanage their own emotional turmoil effectively and demonstrate
compassion and empathy for their employees.
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IT also provides them with thecourage to push against the system to
make necessary changes for theirpeople.
All employees want asupportive, caringSupervisor or Manager
who has their bestinterests at heart
EQ & M
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EQ & Managers
Knowing this, theemployee will bemore likely to
turndown offersfrom othercompanies to work
for such a person.
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Upon graduating from college,Debra believed that if she workedhard, she would achieve hercareer success goals
She racked up a list of
accomplishments
However, just twoyears into her careershe was fired.
Example to illustrate how EQcan positively or negativelyimpact one's career and theorganization:
Example to illustrate how EQ can positively or
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Example to illustrate how EQ can positively or
negatively impact one's career and the organization:
Debra Benton reports in her book,Lions Don't Need to Roar, "I wasstunned ... college courses hadnot addressed the importance ofpeople skills or being a team
player. That lack of knowledgecost me my job." She thoughtwork was all about producingresults. While working with anoutplacement firm, Debra metother high producers who had
lost their jobs for the samereason.
That lack of people managementcost her job
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The number one-factor that setshigh-powered professionals apartfrom the pack is a high level ofemotional intelligence,compassion and energy tofunction in a team environment Debra soon learned that
shooting stars have ashort life cycle if they areunable to relate to andunderstand others.
An Example of EQ
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Suppose that the morning of a big presentation you
have a fight with any of your family member. Not abig argumentmaybe just one of those unnervingspats about who forgot to pick up the dry cleaningso your morning doesnt get off on the right foot.Then you car is punctured upping your stress level a
bit more. When you arrive at work, theres a problem
with the elevators, causing more delay. Arriving atthe conference room for your presentation, you findthat the sound system doesnt work and the catererhasnt shown up with refreshments. Your juniorassociatewho was supposed to call the caterer
bears the brunt of your anger that has been buildingsince you left the house.
Types of EQ
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yp f Q
Working with people means
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Working with people meansworking with Emotions
When people are working ata common place , emotionswill play a role. theories tothe contrarynotwithstanding. Dont
bring your personalproblems to work is onevariation of the argumentthat emotions areinappropriate in theworkplace. Business
decisions, so the argumentgoes, should be based oninformation, logic and calmcool reason, with emotionskept to a minimum.
Managing Emotions at
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Managing Emotions atWorkplace
But it is unrealistic to suppose thatemotions can be checked at the doorwhen you arrive at work. Somepeople may assume, for a variety ofreasons, that emotional neutrality isan ideal, and try to keep feelings outof sight. Such people work andrelate in a certain way: usually theycome across as rigid, detached orfearful, and fail to participate fullyin the life of the workplace. This isnot necessarily bad in somesituations, but it is usually not good
for an organization for such peopleto move into management roles. Thesame would be true for people whoemote excessively, who tell you howthey feel about everything. Simplybeing around them can beexhausting.
Developing EI in the
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Developing EI in theworkplace
Developing emotionalintelligence in the
workplace meansacknowledging thatemotions are alwayspresent, and doingsomething intelligent withthem. People varyenormously in the skill
with which they use theirown emotions and react tothe emotions of othersand that can make thedifference between a good
manager and a bad one.
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Its not overly egalitarian to
suggest that most professionals,managers and executives arefairly smart people (of course
there can be glaring exceptions),
but there can be a hugedifference in how well theyhandle people. That is, the
department manager may be agenius in technical, product or
service knowledgeand getfailing marks in terms of people
skills.
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Importance of Emotional
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Importance of EmotionalIntelligence
People derail because ofclassic emotional failings, notthe lack of technical skills Developing emotionalintelligence can help
companies generateproductive & profitableoutcome. The manager whoknows how to stay motivatedunder stress , motivate others,navigate complex
interpersonal relationships,inspire others and build teamswho is an unchallenged experton a product or service will getsuperior results
Components of Emotional
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Components of EmotionalIntelligence
There are five parts to it.
1. Knowing what you're feeling
2. Managing your feelings, especiallydistressing feelings.
3. Self-motivation,
4. Empathy
5. Managing relationships
Probabilities of not having an GoodE ti l I t lli d th i
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Emotional Intelligence and theirconsequences
While people have shown they can producebetter results at workplace, many of us lackemotional intelligence. We simply dontknow how to perceive, understand, expressand manage our emotions effectively. Thereare adverse consequences to have lowemotional intelligence.
These includes:-1. Relationship Problems
2. Rage in the Workplace3. Poor decision making capability
4. failure to advance in career
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Relationship Problems Rage in the workplace
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Poor decision making capability
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Failure to advance in career
Emotional Intelligence
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gImportant Factors
1.Motivation,
2.Retention ,3.Self management
4.Managing others.
Motivating Employees
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g Emp y
The greatest motivationcomes froma persons belief system
Motivation is like a fire- unless youkeep adding fuel to it, it dies. But ,ifthe source of motivation is belief ininner values, it becomes long lasting
Experience shows that People will do
a lot for money, more for a goodleader and do most for a belief People do things for their own
reasons, not yours
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Once upon a time therewas a bunch of babyfrogs........
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participating in a
competition.
The target was to get
to the top of a hightower.
A crowd of people had gathered
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A crowd of people had gatheredto observe the race and
encourage the participants.....
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The start shot rang out.......
Q it h tl
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Quite honestly:
None of the onlookers believed that the babyfrogs could actually accomplish getting to the
top of the tower.
Words like:
"h, its too difficult!!!
Theyll never reach the top."
or:
"Not achance... the tower is too high!"
One by one some of the baby frogs felloff
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off
...Except those who fastly climbed
higher and higher..
The crowd kept on yelling:
"Its too difficult. Nobody is going to make it!"
More baby frogs became tired and gave
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y g gup...
...But one kept going higher and higher.....
He was not about giving up!
At the end everybody had given up,
except the one determined toreach the top!
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All the other participants naturally
wanted to know how he hadmanaged to do what none of them
others had been able to do!
One competitor asked the winner, what
was his secret?
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The truth was.......
The winner was deaf!!!!
The lesson to be learned:
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Dont ever listen to people who are
negative and pessimistic...
they will deprive you of your
loveliest dreams and wishes youcarry in your heart !Always be aware of the power of words, as everything
you hear and will interfere with your actions!
Therefore:
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Always stay
POSITIVE!
And most of all:Turn a deaf ear when people tell you, that you
cannot achieve your dreams!
The Magic of
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gEMPLOYEE
RETENTION and EI
Growth Opportunities
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Growth Opportunities
Growth is everyones prime objective.Therefore it is implicit to offer growthopportunities.
The vital factor that ensures a majority ofsenior level employees remain associatedwith your organization. This is more crucialin an industry like BPO, which has the
highest churn rate because of theprolonged boom in the industry.
Attractive Package
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Attractive Package
Remuneration package is the driving forceof any employment.
Handsome package as a platform for
people to take new initiatives.Besides basic package, there can also be
performance-based incentives-relating to
targets achieved, accuracy andproductivity.
Personnel Training
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Personnel Training
An organization should also take due careof the training and development needs ofits employees.
Besides helping them improve their skillsand enhance their performance, it shouldalso foster a faster growth rate in their
career path.
Recreation
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Recreation
Recreation is an important as any other tool. Ithelps in creating a conducive environmentmaking fun for everyone.
Thus, it is necessary to introduce consistent
recreation initiatives like Sports, Activities, familyget together and unwinding zones at theworkplaces
Besides this, cultural programmers and Birthdaycelebrations break the monotony of everydaywork pressure.
The Grievances
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The Grievances
In order to create a supportive work atmosphere,ensure a prompt atmosphere, ensure a promptredressed of grievances. This reinforces anemployees belief in the management and in the
fact, that no stone will be left unturned to identifyand solve their grievances and quickly aspossible.
Coned..2page
The Grievances
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The Grievances
The unbridled growth of the new economy, theemergences of the knowledge worker and the highdemand for talent in the domestic and global marketshave rewritten the rules of the game.
Though hiring good employees is a nightmare, it is moredifficult to retaining good employees. The talentmanagement is the key area in every organization worthits HR department and CEOs are more worried aboutintellectual capital than working capital. To add to theproblems are the huge packages being doled out at alllevels.
Emotional Intelligence - the fivedomains Of Self Management
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domains Of Self Management
Goleman identified the five 'domains' ofEQ as:
Knowing your emotions.
Managing your own emotions.Motivating yourself.
Recognizing and understanding other
people's emotions.Managing relationships, i.e.., managingthe emotions of others
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SELF-AWARENESS
High self-awareness refers to having anaccurate understanding of how you behave,how other people perceive you, recognizinghow you respond to others, being sensitive
to your attitudes, feelings, emotions, intentsand general communication style at anygiven moment and being able to accuratelydisclose this awareness to others.
SKILL INDICATORS
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Know when you are thinking negatively
Know when your self-talk is helpful Know when you are becoming angry
Know how you are interpreting events
Know what senses you are currently using Know how to communicate accurately
what you experience
Know the moments your mood shifts Know when you are becoming defensive
Know the impact your behavior has onothers
SKILLS ASSESSMENT
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SKILLS ASSESSMENT
Do you recognize your feelings andemotions as they happen?
Are you aware of how othersperceive you?
How do you act when you aredefensive?
Are you aware of how you speak toyourself?
SELF MANAGEMENT andAWARENESS
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AWARENESSEmotional awareness
Accurate self-assessmentSelf-confidenceSELF - REGULATIONSelf-control:Trustworthiness
Conscientiousness:AdaptabilityInnovativenessSELF - MOTIVATION
Achievement drive:Commitment:InitiativeOptimism:
SELF MANAGEMENT and AWARENESSEmotional awareness: Recognizing ones emotions and their effects People
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Emotional awareness:Recognizing one s emotions and their effects. Peoplewith this competence:Know which emotions they are feeling and why
Realize the links between their feelings and what they think, do, and sayRecognize how their feelings affect their performanceHave a guiding awareness of their values and goalsAccurate self-assessment:Knowing ones strengths and limits. People withthis competence are:
Aware of their strengths and weaknessesReflective, learning from experienceOpen to candid feedback, new perspectives, continuous learning, and selfdevelopmentAble to show a sense of humor and perspective about themselvesSelf-confidence: Sureness about one.s self-worth and capabilities. Peoplewith this competence:Present themselves with self-assurance; have .presence.Can voice views that are unpopular and go out on a limb for what is rightAre decisive, able to make sound decisions despite uncertainties andpressures
SELF - REGULATION
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S GU O
Self-control: Managing disruptive emotions and impulses. People with this
competence:Manage their impulsive feelings and distressing emotions wellStay composed, positive, and unflappable even in trying momentsThink clearly and stay focused under pressureTrustworthiness: Maintaining standards of honesty and integrity. People
with this competence:Act ethically and are above reproachBuild trust through their reliability and authenticityAdmit their own mistakes and confront unethical actions in othersTake tough, principled stands even if they are unpopularConscientiousness: Taking responsibility for personal performance.People with this competence:Meet commitments and keep promisesHold themselves accountable for meeting their objectivesAre organized and careful in their work
SELF REGULATION (Cont)
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Adaptability: Flexibility in handling change. Peoplewith this competence:
Smoothly handle multiple demands, shiftingpriorities, and rapid changeAdapt their responses and tactics to fit fluidcircumstances
Are flexible in how they see eventsInnovativeness: Being comfortable with and open tonovel ideas and new information.People with this competence:Seek out fresh ideas from a wide variety of sources
Entertain original solutions to problemsGenerate new ideasTake fresh perspectives and risks in their thinking
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SELF - MOTIVATIONAchievement drive:Striving to improve or meet a standard of excellence.People with this competence:Are results-oriented, with a high drive to meet their objectives and standardsSet challenging goals and take calculated risksPursue information to reduce uncertainty and find ways to do betterLearn how to improve their performance
Commitment:Aligning with the goals of the group or organization. People withthiscompetence:Readily make personal or group sacrifices to meet a larger organizationalgoal
Find a sense of purpose in the larger missionUse the group.s core values in making decisions and clarifying choicesActively seek out opportunities to fulfill the group.s mission
Managing Others
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Managing Others
Management Skills ForEveryone
Personal Management Skills
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Personal Management Skills
Steps for great self-esteem:
Take responsibilityWatch your negative self talk
Dont allow others negativity
to affect you
Commit to building your self-esteem daily
Have an optimistic attitude
Management: to be in command or tohave under control.
Examples of Self Talk
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Examples of Self Talk
Negative Self Talk:Im so stupid sometimes!
I look awful today!
I just keep getting fatter
and fatter!
Im always broke!
Why do these thingsalways happen to me?
Positive Self Talk:I am capable!
I have many wonderfulqualities!
I love myself just the way I am!I believe in my ability tosucceed!
I deserve the respect of
others!
Setting Goals is SMART!
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Setting Goals is SMART!Goal In Goal-Setting:
Specific
Measurable
Achievable
Reviewed/revised
often
Time specific
Assertive BehaviorSkill
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SkillsLearning to say NO:1. Acknowledge the request
2. Decline
3. State reason
4. Offer alternative solutions
5 Major time wasters:
1. Spreading yourself too
thin2. Being Afraid
3. Not wanting to say no
4. Being tied to the phone
5. Procrastinating
Team/Office Politics
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Team/Office Politics
Power, know who has itOpportunity to alignyourself
Learn to keep on top of
things
Identify with a mentor
Track your success skills
Involve yourself in otheractivities
Communicate effectively
and know how to handle
Dealing With Difficult People
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Dealing With Difficult People
Sherman Tanks- directors gone bad,they like to bully/threaten
Snipers- Passives, socializers, takeshots at youExploders- Socializers, blow up thenare embarrassed
Complainers- any type! Complain overand over
Gossipers- any type! Like to spread
rumors
Ways To Handle Difficult
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People
1. Tolerate it withoutresentment
2. Tolerate with resentment
3. Leave the situation
4. Protest.
+ = + If they are nice be
nice- = + Give jerks the
benefit of the doubt
Career Killers
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Career KillersLack of direction or goals
Having no EmotionalIntelligence
Not using Emotional Intelligence
Refusing to be a team player
Behaving passively oraggressively
Negative work habits
Attitude of indifferenceExpecting others to look out foryou
Ending On A PositiveN t
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NoteThe power of a smile:
Sets a positive tone
Gives you an air of
confidenceEnergizes you
Reduces tension
Improves tonalityMakes you look younger
Helps you build thereputation as an
achiever
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MANAGING
PEOPLE WITHEI
MANAGING PEOPLE : some principles
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CONSISTENCY IN DEALINGS, APPROACH
DEMONSTRATE FAIRNESSE EMOTIONALINTELLIGENCE
EXHIBIT LEADERSHIP QUALITIES
PLAN
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The Four Management Functions
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g
Planning Organizing
Leading Controlling
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Mintzberg's 10Managerial
Roles
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Strategic SkillsEnvironmentalassessment scanning
Strategy formulation
Mapping strategicintent and definingmission
Strategyimplementation
Human resourcesknowledge
Task Skills
Setting and prioritizingobjectivesDeveloping plan ofaction andimplementation
Responding in a flexiblemannerCreating valueWorking through theorganizational structure
Allocating humanresourcesManaging timeefficiently
(continued)
People Skills
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People SkillsDelegating
Influencing
Motivating
Handling conflict
Win-win negotiating
NetworkingCommunicating Verbal
Nonverbal
Listening
Cross-culturalmanagement
Heterogeneous teamwork
Self-Awareness SkillsPersonal adaptability
Understanding personalbiases
Internal locus of control
Working Environments
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The physical workplace provision has animportant effect on individual productivity andsatisfaction Comfort;
Privacy; Facilities.
Health and safety considerations must be taken
into account Lighting;
Heating;
Furniture.
How EQ succeeds IQ
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Emotional Intelligence explains why inspireof equal intellectual capacity, educational
background, training or experience somepeople excel while others of same caliber
and high educational degree lag behind.
Emotional Intelligence is the dimension of
intelligence responsible for our ability tomanage ourselves and our relationship withothers.
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EQ versus IQ
Intelligence quotientor IQ
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or IQAn intelligence quotient or IQ is a scorederived from one of several differentstandardized tests attempting to measureintelligence. The term "IQ," is a translation of theGermanIntelligenz-Quotient,
IQ scores are used in many contexts: aspredictors of educational achievement or specialneeds, by social scientists who study thedistribution of IQ scores in populations and the
relationships between IQ score and othervariables, and as predictors of job performanceand income.
Emotional Intelligence(quotient) or EQ
http://en.wikipedia.org/wiki/Standardized_testhttp://en.wikipedia.org/wiki/Intelligencehttp://en.wikipedia.org/wiki/German_languagehttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/Incomehttp://en.wikipedia.org/wiki/Incomehttp://en.wikipedia.org/wiki/Educationhttp://en.wikipedia.org/wiki/German_languagehttp://en.wikipedia.org/wiki/Intelligencehttp://en.wikipedia.org/wiki/Standardized_test -
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(quotient) or EQ
Emotional Intelligence is a way ofrecognizing, understanding, and choosinghow we think, feel, and act. It shapes ourinteractions with others and ourunderstanding of ourselves. It defines howand what we learn; it allows us to setpriorities; it determines the majority of our
daily actions. Research suggests it isresponsible for as much as 80% of the"success" in our lives."
EQ versus IQ
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Q Q
In the business world so much of emphasis hasbeen placed on intellect. Intellect has proveninvaluable to drive our success in business.Process and procedures based on
analysis,logic,strategies are critically importantHowever to get the higher level of competence inbusiness we must blend the progress that wehave made in using intellect & IQ with the
invaluable competencies of EQ.
Why EQ???
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y
EQ is the distinguishing factor that determines ifwe make lemonade when life hands us lemons orspend our life stuck in bitterness.EQ is the distinguishing factor that help us tomaintain a warm relationship or a distantcontacts.EQ is the distinguishing factor which drawsothers to us or repels them.EQ is the distinguishing factor which enable usto work in coordination with others or to createa disputed situation.EQ is the distinguishing factor which enables towin the heart of people or to win the situation byargument.
Why EQ
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EQ is the distinguishing factorthat determines if we makelemonade when life hands uslemons or spend our life stuck inbitterness
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EQ is the distinguishing factorthat help us to maintain a warmrelationship or a distantcontacts.
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EQ is the distinguishing factor
which draws others to us orrepels them.
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EQ is the distinguishing factor which enableus to work in coordination with others or tocreate a disputed situation
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EQ is the distinguishing factor which enables towin the heart of people or to win the situation by
argument
Benefits of EQ
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The competencies & gift that EQ gives us are many.Included are skills that drive our internal world as well asour response to the external one.
Some examples includespersonal motivation,
personal mastery over our lifes purpose & intentionempathy for otherssocial expertise that allow us to network and developrelationships that enhance our purposecharacter & integrity that enable us to appear genuine
and aligned;a tenacity to face and resolve both internal and externalconflictpersonal influence that enable us to advance ourpurpose.
Benefits of EQ
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Personal Motivation
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Personal mastery over ourlifes purpose & intention
Empathy
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Social expertise that allow usto network and developrelationships that enhanceour purpose
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Character & integrity
that enable us toappear genuine andaligned
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A tenacity to face and resolveboth internal and externalconflict
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Personal influence that enableus to advance our purpose.
Use of EQ at Workplace
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It is EQ that will solve ourretention & morale problems
improve our creativity
create synergy from teamwork
speed our information by way of sophisticated peoplenetworks
drive our purpose
and ignite the best and most inspired performance fromour followers.
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It is EQ that will solve ourretention & morale problems
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Improve our creativity
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Create synergy from
teamwork
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Speed our information by way ofsophisticated people networks
Why use EQ in the workplace
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The workplace & workplaceculture is changing. Today theemphasis is more on peoplefocused style of leadership.Today employees aremotivated by the relationship
they have in their workplace &EI seems like a logicalframework to help build theserelationships. Emotionsinfluence all aspect of our lives.
Its impossible to separate themfrom work. They play a largerole in how others perceive usthrough our tone of voice, facialexpressions and body language.
EQ in the Workplace
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It is really very sad that after so muchresearch on the benefits of EmotionalIntelligence, too many managers andleaders continue to ignore the facts. They're
stuck in their old patterns of intimidationand coercion, demoralizing employees andcreating attitudes of grudging compliance.The point to remember is Emotional
Intelligence is learnable. All that needs tohappen is for managers and leaders to seethe benefit of doing so.
Application of EQ in theWorkplace
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p
EI is increasingly being applied to organizationallevel initiatives such as workforce planning,performance management, strategic and culturalchange as well as the recruitment process.
According to Jim Hunter, CEO at Genos, issues ofemployee retention and employer of choice arefront of mind in many corporations. EI is beingseen as an excellent medium to enhance theenvironment, culture, leadership and team
dynamic within an organization.
Managing Conflictin the Workplace Using
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W p g
Emotional Intelligence
Why Conflict Arises
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Type A Personality
Vs.
Type B Personality
Type A Personality
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Highly Competitive
Strong Personality
Restless wheninactive
Seeks Promotion
PunctualThrives on deadlines
Multi jobs at once
Type B Personality
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Works methodically
Rarely competitive
Enjoys leisure time
Does not anger easily
Does job well butdoesnt need
recognitionEasy-going
Aggressive People
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Body language Stiff and straight
Points, bangs tables to emphasize points
Folds arms across bodyVerbal language
I want you to
You must Do what I tell you!
Youre stupid!
Aggressive people
are basicallyinsecure.. Try to
avoid them.
Submissive people
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Body Language
Avoids eye contact
Stooped posture
Speaks quietly
Fidgets
Verbal Language
Im sorry
Its all my fault
Oh dear
Submissive people
have a great sense
of inferiority
Assertive People
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Body language Stands straight
Appears composed
Smiles Maintains eye contact
Verbal language
Lets How shall we do this?
I think What do you think?
I would like
Types of Conflict
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Within an individual
Between two individuals
Within a team of individuals
Between two or more teams within anorganization
Causes of conflict
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Conflict of aims- different goalsConflict of ideas- different
interpretations
Conflict of attitudes - differentopinions
Conflict of behavior- different
behaviors are unacceptable
Stages of Conflict
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Conflict arisesPositions are stated and hardened
Actions, putting into action their
chosen planResolution???
Preventing Conflict
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Assess positive and negativepersonality traits of people involved
Determine personality type
Aggressive Submissive
Assertive
Assess if people are introvert orextroverts...
Preventing Conflict
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Review past conflictsAssess communication skills of thoseinvolved
Read body language of participants
Preventing Conflict
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Try to reduce conflict Realize that communication is colored by
personal experience, beliefs, fear,prejudices
Try to be neutral
Plan the timing and place of theconversation
Realize that outside stress may add toconfrontation
Eliminate/reduce external interruptions
Preventing Conflict
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Manage the language used
Neutral vs. loaded words
Reduce technical language
Allow for cultural differences in language
Words may have different meanings fordifferent peopleask them to elaborate
Aids to Communication
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Listen ActivelyRelax
Observe bodylanguage
Develop interest inothers interests
Ask for clarification
Plan what you aregoing to say
Tailor words toperson
Determine the besttiming
Determine the bestplace
Why is the
conversationnecessary
Personalities who cause conflict
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AggressorPassive
Absentee
Error prone
Negative attitude
Chatterbox
Do nothing
Personalities who cause conflict
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UnreliableTime waster
Resentful person
WACem method
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Whats bothering you?
A -What do you want to Ask theperson to do?
Check in to see if what youve askedfor can happen
EI is being seen as an excellentmedium to enhance theenvironment culture leadership
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environment, culture, leadership
and team dynamic within anorganization.
Quote
You can buy peoples time; you
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You can buy people s time; you
can buy their physical presence ata given place; you can even buy ameasured number of muscularmotions per hour. But you cannotbuy enthusiasmyou cannot buy
loyaltyyou cannot buy the
devotion of their hearts. This youmust earn."
Emotional Ambivalence fuelsorganizational success
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Creativity Innovation & EmotionalIntelligence :-
People who are emotionally ambivalent
simultaneously feeling positive andnegative emotions tend to be morecreative in the workplace than those whofeel just happy or sad, or lack emotion atall, according to a new study.
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The task of the leader is to get hispeople from where they are to wherethey have not been.
- Henry Kissinger
Leaders in Emotional Intelligence
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Solid ,pure humanrelations and support arethe key to any success
Talal Abu Ghazaleh
Coming together is abeginning; keeping togetheris progress; workingtogether is success.Henry Ford
First they ignore you,then they laugh at you,then they fight you,then you winMohandas Gandhi Personality is reduced and deformed
with depleted thoughts and stagnantmind.
King Hussein
I have found that beinghonest is the besttechnique I can use.Right up front, tell peoplewhat you're trying toaccomplish and whatyou're doing... Lee
Iacocca
In times of rapid change,experience could be yourworst enemy.
J. Paul Getty
Success is a lousy teacher. Itseduces smart people intothinking they can't lose . Bill
Gates
You achieve yourgoals with a smileor a laugh. .Adel Emam
The 3 Leaders Roles in EI
http://www.brainyquote.com/quotes/quotes/h/henryford121997.htmlhttp://www.brainyquote.com/quotes/quotes/j/jpaulgett150859.htmlhttp://www.google.jo/url?q=http://www.metacafe.com/watch/698279/morgan_ahmed_morgan/&sa=X&oi=video_result&resnum=2&ct=thumbnail&usg=AFQjCNHO0cNa1A2z0XH6YwKCqaQcg_8mwwhttp://images.google.com/imgres?imgurl=http://download.microsoft.com/download/d/a/1/da1340ec-3833-480b-aa53-d04c61858979/Bill_Gates.jpg&imgrefurl=http://veronicadelacruz.wordpress.com/category/cnn/&h=1181&w=1181&sz=992&tbnid=RZuYA5qTBupA4M:&tbnh=150&tbnw=150&prev=/images%3Fq%3Dpictures%2Bof%2Bbill%2Bgates%26um%3D1&start=3&sa=X&oi=images&ct=image&cd=3http://www.google.jo/imgres?imgurl=http://cache.viewimages.com/xc/3163253.jpg%3Fv%3D1%26c%3DViewImages%26k%3D2%26d%3D41CAE2DF95708CE2799AFA20202A696AA55A1E4F32AD3138&imgrefurl=http://&h=134&w=135&sz=45&tbnid=C1rVOgugzN4J:&tbnh=134&tbnw=135&sa=X&oi=image_result&resnum=1&ct=image&cd=3http://www.brainyquote.com/quotes/quotes/j/jpaulgett150859.htmlhttp://www.google.jo/imgres?imgurl=http://cache.viewimages.com/xc/1600303.jpg%3Fv%3D1%26c%3DViewImages%26k%3D2%26d%3D17A4AD9FDB9CF1939057D9939C83F1067BABAB7259EF9B985A5397277B4DC33E&imgrefurl=http://&h=135&w=108&sz=32&tbnid=9PUerDvSxBcJ:&tbnh=135&tbnw=108&sa=X&oi=image_result&resnum=1&ct=image&cd=2http://www.atlastours.net/kinghussein/p08.htmlhttp://www.theimageworks.com/htm/table3.htmhttp://www.brainyquote.com/quotes/quotes/h/henryford121997.html -
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1 - Sell the VISION
2- Achieve it through the TEAM
3- Maintain Effective RELATIONSHIPS
The 7 Requirements forLeadership Behavior
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Leadership Behavior
1- Shows Enthusiasm
2- Supports Other People Become Genuinely interested in other people- Dale Carnegie
3- Recognize individual efforts Give honest, sincere appreciation , DaleCarnegie
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4-Listen to individuals ideas and problems. Be a good listener. Encourage others to talk about
them selves , Dale Carnegie
Ignoring,
Pretending,
Selective,
Empathetic listening
The 7 Requirements for
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Leadership Behavior5- Provide direction Ask questions instead of giving orders, DaleCarnegie
6- Encourage. Let the other person feels the idea is his or her
Dale Carnegie
Use encouragement. Make the fault seem easy tocorrect Dale Carnegie
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p
7- Develop other people.
LEADERS create LEADERS
The 3 Leaders Tools
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Delegation
Coaching
Empowerment
Inspired to become a leaderSTART NOW
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1.Have a dream .VISION
2. GAP analysis .SELF AWARNESS
3.Plan ..SMART
4.Act .. ENTHUSIASM
5.Evaluate .. RECHARGE YOURBATTERIES
Emotional IntelligenceManagement Competencies
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Without emotional intelligence managementcompetencies , the executive or manager ismore likely to derail.
With these emotional intelligencemanagement competencies, managers and
executives are more likely to receiveperformance based bonuses, higher salariesoverall, and experience greater job security.
ere s w y ese e g emo onaintelligence management competencies
qualities are so important now
S lf d
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Self-awareness andaccurate self-assessment:Without self-awareness andaccurate self-assessment,executives and managerswill be too quick to get
irritated with others, willcreate problems in theirwork relationships and intheir personal relationships,will come across as abrasive,
wont be able to admitmistakes or accept useful,realistic criticism, and wonthave a realistic awareness oftheir strengths orlimitations.
InitiativeE ti d h
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Executives and managers whoare rather low in initiative ill beresponding to events, rather thanbeing proactive, thereby findingthemselves in continual crisis
mode. Plus when leaders arentutilizing initiative, they may fail toseize strategic opportunities,either because they haventstarted their analysis and planning
process early enough or becausethey may resist taking even wellcalculated risks.
Sound decision-making
If ti i
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If a manager or executive islow in their ability to makesound decisions this will onlybe accentuated in a period ofgreat uncertainty and
turbulence. Executives low inthis area may spend moretime than they can afford to inanalysis, may notdemonstrate the courage to
make choices, may avoidtaking responsibility, and maylack the commitment toexecute a decision fully.
Empathy
Wh d ti
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When managers and executivesdont demonstrate enoughempathy in times of uncertainty orcrisis, they will likely be seen asindifferent, uncaring and in-
authentic all of which will makeemployees be less cooperativeand less communicative. Themanager may be left feelingmisunderstood, and will have
difficulty reading theiremployees
Communication
Managers and executives will be
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Managers and executives will be
hampered to an extraordinarydegree if they dont use adequatecommunication skills duringturbulent times. By notcommunicating well enoughmanagers will tend to avoidgetting into dialogue aboutimportant issues, will often onlycommunicate good news and willtend to try to hide bad news hurting trust, and will have greatdifficulty in managingcomplicated issues. In addition,
they will appear unavailable anduncaring to others, which willhurt teamwork and cooperation.
Influence
When executives and managers
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When executives and managersare low in the managementcompetency of influence they willfail to leave the right impression,will tend to alienate others rather
than getting support, may end upworking too independently andeven against the group, and willhave difficulty motivating thegroup quickly enough to address
the eminent challenge
Adaptability
Without ramping up the ability to be
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Without ramping up the ability to be
more adaptable in a time ofturbulence and uncertainty manyexecutives and managers will tend torespond negatively to new, changingsituations. In addition, they mayshow emotional strain to otherswhen they have to shift priorities;tend to express, or simmer with,frustration with change even if it isfor a positive purpose; will havedifficulty adapting their responsesand tactics to fit the emergingcircumstances; and ultimately will
often be hesitant in taking on newchallenges.
Self-managementWhen managers or
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When managers or
executives have low self-management they tend toreact impulsively instressful situations,possibly get overly
stressed, angry or upsetwhen facing rapidlychanging situations orconflict at work; andsometimes respond toproblems in a noconstructive mannerwhich often causesunwanted consequences.
Advice on Using
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Emotional Intelligencein Your Life
Do not undermine your
worth by comparing
yourself with others
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yourself with others.
It is because we are
different that each of us is
special.
Do not set your goals by
what other people deem
important.
Only you know what is best
for you.
Do not let your life slipthrough your fingers by
living in the past nor for the
future.
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Do not give up when you
still have something to give.
Nothing is really over until
the moment you stoptrying.
It is a fragile thread that
binds us to each other..
By living your life one dayat a time, you live all the
days of your life.
Do not be afraid toencounter risks. It is by
taking chances that we learn
how to be brave
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Do not shut love out
of your life by saying
it is impossible to
find. The quickest
way to receive love is
to give love; the
fastest way to loselove is to hold it too
tightly.
how to be brave.
Do notdismiss your
dreams.
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To be
without
dreams is to
be withouthope; to be
without hope
is to bewithout
purpose.
Do not run through life so fast thatyou forget not only where you have
been, but also where you are going.
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Life is not a race, but a journey to be savored
each step of the way.
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Just do it!Many of lifes failures are people who did not
realize how close they were to success whenthey gave up.
T. Edison
Conclusion
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Thus in today's scenario its veryimportant for any manager orexecutive to learn this skill ofEmotional Intelligence
We all can be emotionally intelligentby practicing it as it is a very muchtrainable skill.
Lets learn it and use it fororganizational as well as for ourpersonal success.
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