36543655-emotional-intelligence-2.ppt

7/25/2019 36543655-Emotional-Intelligence-2.ppt

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Prepared and Presented by ;Prepared and Presented by ;

Dr. Al Moez Ledin Allah Al HusseiniDr. Al Moez Ledin Allah Al Husseini

Emotional IntelligenceEmotional Intelligence

For ManagersFor ManagersWorkshopWorkshop



Before we start…!!!Before we start…!!!

Lets Try TogetherLets Try Togetherthisthis

Intelligence GaugeIntelligence Gauge



Exercise of the brain is as important asExercise of the brain is as important as

exercise of the muscles. As we rowexercise of the muscles. As we row

older! it"s important that we #eepolder! it"s important that we #eep

mentally alert. $he sayin; %&f youmentally alert. $he sayin; %&f you

don"t use it! you will lose it!% alsodon"t use it! you will lose it!% also

applies to the brain! so.....applies to the brain! so.....

'ollowin is a way to aue your loss or'ollowin is a way to aue your loss or

non(loss of intellience. $a#e the followinnon(loss of intellience. $a#e the followin

test and determine if you are losin it or aretest and determine if you are losin it or arestill %with it.%still %with it.%

)*! relax! clear your mind and... Lets bein.)*! relax! clear your mind and... Lets bein.



What "o you put in a What "o you put in atoaster#toaster#

Answer+Answer+

%bread.%%bread.% &f you said %toast!% then you are wron&f you said %toast!% then you are wron

my friend.my friend.

&f you said! %,read!% o to -uestion .



$ %ay &%ilk' fi(e times )ow$ %ay &%ilk' fi(e times )owspell &%ilk'spell &%ilk'

What "o *ows "rink#What "o *ows "rink#Answer+Answer+

/ows drin# water./ows drin# water. &f you said %mil#!% you are&f you said %mil#!% you arewron ..a little stressed.wron ..a little stressed.

&f you said %water!% proceed to 0uestion 1

Mil#Mil#



+ If a+ If a re" housere" house is ma"e fromis ma"e from re"re",ricks,ricks- an" a- an" a ,lue house,lue house is ma"e fromis ma"e from

,lue ,ricks,lue ,ricks- an" a- an" a pink housepink house is ma"eis ma"efromfrom pink ,rickspink ,ricks an" aan" a ,lack house,lack house isisma"e fromma"e from ,lack ,ricks,lack ,ricks- what is a- what is a

green housegreen house ma"e from##ma"e from##Answer+Answer+

2reenhouses are made from lass. &f you2reenhouses are made from lass. &f you

said! %2reen bric#s!3 you are notsaid! %2reen bric#s!3 you are not

concentratin.concentratin.

&f you said %lass!% then o on to -uestion 4.



4. $wenty years ao! a plane was flyin at 5!555 feet o6er4. $wenty years ao! a plane was flyin at 5!555 feet o6er

2ermany. &f you recall! 2ermany at the time was politically di6ided2ermany. &f you recall! 2ermany at the time was politically di6ided

into 7est 2ermany and East 2ermany. $here is an enine failureinto 7est 2ermany and East 2ermany. $here is an enine failure

and the plane crashes smac# in the middle of %no man"s land%and the plane crashes smac# in the middle of %no man"s land%

between East 2ermany and 7est 2ermany.between East 2ermany and 7est 2ermany.

7here would you bury the sur6i6ors87here would you bury the sur6i6ors8

.. . &n East 2ermany or 7est 2ermany or in %no man"s. &n East 2ermany or 7est 2ermany or in %no man"s

land%8land%8

Answer+Answer+

9ou don"t! of course! bury sur6i6ors. 9ou don"t! of course! bury sur6i6ors.

&f you said! %9ou don"t bury the sur6i6ors!% proceed to 0uestion. :



. If the hour han" on a clock. If the hour han" on a clockmo(es /01 of a "egree e(erymo(es /01 of a "egree e(eryminute how many "egrees willminute how many "egrees will

the hour han" mo(e in one hour#the hour han" mo(e in one hour#

Answer+Answer+

)ne deree. &f you said! %15 derees% or)ne deree. &f you said! %15 derees% oranythin other than %one deree!% you areanythin other than %one deree!% you areto be conratulated on ettin this far! butto be conratulated on ettin this far! butyou are ob6iously out of your leaue.you are ob6iously out of your leaue.

Everyone else proceed to the final question.



. 7ithout usin a calculator ((. 7ithout usin a calculator (( 9ou are dri6in 9ou are dri6in aa

bus from London to Milford Ha6en in 7ales &n London!bus from London to Milford Ha6en in 7ales &n London!

<= people et on the bus. &n >eadin! six people et off<= people et on the bus. &n >eadin! six people et offthe bus! and nine people et on. &n ?windon! twothe bus! and nine people et on. &n ?windon! two

people et off and four et on. &n /ardiff! << people etpeople et off and four et on. &n /ardiff! << people et

off and < people et on. &n ?wansea! three people etoff and < people et on. &n ?wansea! three people et

off and fi6e people et on. &n /armarthen! six peopleoff and fi6e people et on. &n /armarthen! six people

et off and three et on. 9ou then arri6e at Milfordet off and three et on. 9ou then arri6e at MilfordHa6en.Ha6en.

What was the name of the bus driver?What was the name of the bus driver?

Answer: Don't you remember? It was !"### ou Answer: Don't you remember? It was !"### ouwere the bus driver###were the bus driver###



What2s 3our E4#What2s 3our E4#

The 5ar(ar" %chool 6f BusinessThe 5ar(ar" %chool 6f BusinessEmotional Intelligence TestEmotional Intelligence Test (20 Minutes)(20 Minutes)

7lease *omplete the Test 7aper 8eli(ere" to you an" han"7lease *omplete the Test 7aper 8eli(ere" to you an" han",ack the complete" Test to your Instructor ,ack the complete" Test to your Instructor

9esults will ,e "iscusse" in tomorrows session9esults will ,e "iscusse" in tomorrows session



Lets %tart ourLets %tart our

WorkshopWorkshop



Effecti(e Lea"ersEffecti(e Lea"ers&&EmotionalEmotionalIntelligenceIntelligence%ets :part%ets :partGoo" an"Goo" an"

Effecti(eEffecti(eLea"ers;Lea"ers;



7hat is &ntellience87hat is &ntellience8

$ypically focused on$ypically focused on

% analytic reasonin&analytic reasonin&

% verbal sillsverbal sills % spatial abilityspatial ability

% attentionattention

% memorymemory

% (ud&ement (ud&ement

)ury concept with)ury concept with

definitions by manydefinitions by many

e*perts...e*perts...



)ne Definition)ne Definition&ndi6iduals differ from one&ndi6iduals differ from oneanother in their ability toanother in their ability tounderstand complex ideas!understand complex ideas!to adapt effecti6ely to theto adapt effecti6ely to the

en6ironment! to learn fromen6ironment! to learn fromexperience! to enae inexperience! to enae in6arious forms of reasonin!6arious forms of reasonin!to o6ercome obstacles byto o6ercome obstacles byta#in thouht@ta#in thouht@ /oncepts/onceptsof intellience are attemptsof intellience are attemptsto clarify and oranize thisto clarify and oranize thiscomplex set of phenomenacomplex set of phenomena..

+eisser et al, -/.+eisser et al, -/.



&-&- A wea predictor for A wea predictor for

% achievementachievement

% (ob performance success (ob performance success

% overall success, wealth, 0 happinessoverall success, wealth, 0 happiness

Accounts for a ma(or component of Accounts for a ma(or component of

employment success accordin& toemployment success accordin& to

numbers of studies coverin& careernumbers of studies coverin& career

success1 maybe as much as 234256.success1 maybe as much as 234256.



How do we 6iew emotions8How do we 6iew emotions8

•chaoticchaotic

•hapha<ar"hapha<ar"•superfluoussuperfluous•incompati,le with reasonincompati,le with reason•"isorgani<e""isorgani<e"

•largely (iscerallargely (isceral•resulting from the lack of effecti(e a"=ustmentresulting from the lack of effecti(e a"=ustment



How do we 6iew emotionsHow do we 6iew emotions??

•Arouse, sustain, direct activity•Part of the total economy of living organisms•Not in opposition to intelligence•Themselves a higher order of intelligence

Emotional processingEmotional processingmay ,e an essential partmay ,e an essential partof rational "ecision makingof rational "ecision making

http://www.epub.org.br/cm/n02/historia/phineas.htm

http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm



The main purpose of the innermostThe main purpose of the innermostpart of the ,rain is sur(i(alpart of the ,rain is sur(i(al

$o 2et at$o 2et at

Emotion!Emotion!

2o Deep...2o Deep...

Amygdala isdeep ithin the most elemental parts

of the !rain"

http://www.nlm.nih.gov/medlineplus/ency/imagepage/1074.htm



$here is a$here is a

,ioloical Purpose for Emotion,ioloical Purpose for Emotion

7i&nalin& function 8that we mi&ht tae7i&nalin& function 8that we mi&ht taeaction9action9

romote unique, stereotypical patternsromote unique, stereotypical patterns

of physiolo&ical chan&eof physiolo&ical chan&erovide stron& impulse to tae actionrovide stron& impulse to tae action



,asic Emotions((presumed to be hard,asic Emotions((presumed to be hard

wired and physioloically distincti6ewired and physioloically distincti6e

;oy;oy

7urprise7urprise

7adness7adness

An&er An&er

Dis&ustDis&ust<ear <ear



E6olutionary Ad6antae toE6olutionary Ad6antae to

EmotionEmotion<or e*ample:<or e*ample:

% <i&ht or fli&ht response<i&ht or fli&ht response

% but can basicbut can basic

emotions overwhelmemotions overwhelmrational thinin&?rational thinin&?



:nt>nio 8am?sio-:nt>nio 8am?sio- $he 'ather )f Emotional &ntellince$he 'ather )f Emotional &ntellince

Antnio DamBsioAntnio DamBsio, is a, is a ortu&ueseortu&uese behavioral neurolo&istbehavioral neurolo&ist andand neuroscientistneuroscientist worin&worin&in thein the "nited 7tates"nited 7tates. =is career at Iowa lasted. =is career at Iowa lastedfrom ->/4233. @esides bein& a well4nownfrom ->/4233. @esides bein& a well4nown

researcher in several areas of the neurolo&y, he isresearcher in several areas of the neurolo&y, he isa best4sellin& author of boos which describea best4sellin& author of boos which describeEmotional Intelli&nce. .Emotional Intelli&nce. .

As a researcher, Dr. Damsio's main interest is As a researcher, Dr. Damsio's main interest is

thethe neurobiolo&yneurobiolo&y of theof the mindmind, especially neural, especially neuralsystems which subservesystems which subserve memorymemory,, lan&ua&elan&ua&e,,emotionemotion, and, and decision4main&decision4main&..

=is research has helped to elucidate the neural=is research has helped to elucidate the neuralbasis for the emotions and has shown thatbasis for the emotions and has shown that

emotions play a central role in social co&nitionemotions play a central role in social co&nition

http://en.wikipedia.org/wiki/Portugal


http://en.wikipedia.org/wiki/Behavioral_neurologist


http://en.wikipedia.org/wiki/Neuroscientist


http://en.wikipedia.org/wiki/United_States


http://en.wikipedia.org/wiki/Neurobiology


http://en.wikipedia.org/wiki/Mind


http://en.wikipedia.org/wiki/Memory


http://en.wikipedia.org/wiki/Language


http://en.wikipedia.org/wiki/Emotion


http://en.wikipedia.org/wiki/Decision-making














Ceurobioloy of >ationalityCeurobioloy of >ationality

DamasioBs wor showsDamasioBs wor shows

how neurobiolo&y canhow neurobiolo&y can

help us understand thehelp us understand the

role of emotion inrole of emotion inthinin&. We constantlythinin&. We constantly

learn more about thislearn more about this

important area.important area.

Wor lie hisWor lie his underliesunderliesthe concepts ofthe concepts of

emotional intelli&ence.emotional intelli&ence.

$here are less ob6ious$here are less ob6ious

ad6antaes toad6antaes to

emotional experience.emotional experience.

Emotion is emerinEmotion is emerinas anas an essentialessential

contributor to rationalcontributor to rational

decision ma#indecision ma#in..



•The . *omponentsThe . *omponents

•of EIof EI



<.<. Emotional ?elf(AwarenessEmotional ?elf(Awareness.. Manain ones own emotionsManain ones own emotions

1.1. sin emotions to maximizesin emotions to maximize

intellectual processinintellectual processin

and decision(ma#inand decision(ma#in

4. De6elopin empathy4. De6elopin empathy

:. $he art of social relationships:. $he art of social relationships

Fmanain emotions in othersGFmanain emotions in othersG



#hy e Need $%""&#hy e Need $%""&

Emotional Intelli&ence is very important forEmotional Intelli&ence is very important formana&ers as it is one of the importantmana&ers as it is one of the importantdecidin& factor for relationshipdecidin& factor for relationship

mana&ement resultin& in :mana&ement resultin& in :<.<. Moti6ation!Moti6ation!

.. >etention !>etention !

1.1. ?elf manaement?elf manaement4.4. Manain othersManain others..



$motional %ntelligence$motional %ntelligence

Emotional Intelligence is Emotional Intelligence isthe ability of an individualthe ability of an individualto :to :

To deal successfully with otherTo deal successfully with otherpeople ,people ,

To manage one’s self,To manage one’s self,

To motivate other people,To motivate other people,

To understand one's ownTo understand one's ownfeelingsfeelings

To appropriately respond toTo appropriately respond to

the everyday environmentthe everyday environment




In Working with Emotional In Working with Emotional Intelligence, author Daniel Intelligence, author DanielGoleman defines EI in theGoleman de fines EI in theworkplace as the ability ofwork place as the ability of

employees to recognize:em ployees to recognize: Their own feelingsTheir own feelings

The feelings of othersThe feelings of others

What motivates them What motivates them

How to manage their emotions,How to manage their emotions, both in themselves and in both in themselves and in

relationships with othersrelationships with others




Emotional Intelligence doesn't meanEmotional Intelligence doesn't mean

being soft – it means being intelligent being soft – it means being intelligent

about emotions – a different way ofabout emotions – a different way of

being smart being smart

Emotional intelligence is your ability toEmotional intelligence is your ability to

ac!uire and apply "nowledge from yourac!uire and apply "nowledge from your

emotions and the emotions of others inemotions and the emotions of others inorder to be more successful and lead aorder to be more successful and lead a

more fulfilling life and careermore fulfilling life and career



NeedNeed

When #anagers When #anagers

$ail, It is %sually$ail, It is %sually

&ue To oor&ue To oor

EmotionalEmotionalIntelligenceIntelligence

by $reda Turner by $reda Turner



(osses and leaders, in particular, need high E) because they(osses and leaders, in particular, need high E) because theyrepresent the organi*ation to the public, they interact withrepresent the organi*ation to the public, they interact with

the highest number of people within and outside thethe highest number of people within and outside the

organi*ation and they set the tone for employee morale, saysorgani*ation and they set the tone for employee morale, says

+oleman+oleman



PassionPassion

EmpathyEmpathyInnovationInnovation MaturityMaturity Achievemen

drive

Achievemen

drive

HonestyHonesty

Traits of Successful LeadersTraits of Successful Leaders

TraitsTraitsTraitsTraitsCourage CommitmentCommitment



A bad leader A bad leader

Does not listenDoes not listen

Fails to delegateFails to delegate

Does not show respectDoes not show respect

Shows no interest in followersShows no interest in followersGives negative feedback to a third party Gives negative feedback to a third party

Does not praise when praise is dueDoes not praise when praise is due

Criticizes in front of othersCriticizes in front of others

Takes personal credit for others ideasTakes personal credit for others ideasIs always taking controlIs always taking control

Has a tendency to bullyHas a tendency to bully



The Five !s of "eadersThe Five !s of "eaders

Pay attention to what’s important

Praise what you want to continue

Punish what you want to stop

Pay for the results you want

Promote those people who deliverthose results



eaders with empathy are able to understand theiremployees’ needs and provide them with constructive

feedbac", he says



*5:9I%M:*5:9I%M:$he process of influencin& ma(or chan&es in$he process of influencin& ma(or chan&es in

the attitudes and assumptions of or&aniCationthe attitudes and assumptions of or&aniCation

members, and buildin& commitment for themembers, and buildin& commitment for the

or&aniCationBs ob(ectivesor&aniCationBs ob(ectives$he special quality that &ives someone power$he special quality that &ives someone power

and authority over a lar&e number of peopleand authority over a lar&e number of people

) d l f l ) i d) d l f l ) i d



)odel of ersonal )eanin& and)odel of ersonal )eanin& and

harismatic eadershipharismatic eadership

Lea"erLea"er7ersonal7ersonalMeaningMeaning

Lea"erLea"erBeha(iorBeha(ior

:ttri,utions of:ttri,utions of*harismatic*harismaticLea"ershipLea"ership



Personal MeaninPersonal Meanin

FF$he de&ree to which$he de&ree to which

peopleBs lives maepeopleBs lives mae

emotional sense andemotional sense andthat the demandsthat the demands

confronted by them areconfronted by them are

perceived as bein&perceived as bein&worthy of ener&y andworthy of ener&y and

commitment.Gcommitment.G

f% f



%ources of%ources of7ersonal Meaning7ersonal Meaning

?elf(conceptidentity?elf(conceptidentity

LeacyLeacy

,eliefs,eliefs

/ulture and traditions/ulture and traditionsPoliticalsocialPoliticalsocialorientationorientation

?pirituality and?pirituality and

reliionreliionHobbiespersonalHobbiespersonalpursuitspursuits

IaluesidealsIaluesideals

l*h i " @ i l



*harisma an" @ncon(entional*harisma an" @ncon(entionalBeha(iorBeha(ior

$o transcend the$o transcend the

existin order existin order

E6o#e sentiments ofE6o#e sentiments of

adorationadoration

Exemplifies heroism!Exemplifies heroism!

personal ris#! J self(personal ris#! J self(

sacrificesacrifice

/ounter to the norm/ounter to the norm

Eff fEff t f



Effects ofEffects of

*harismatic Lea"ership*harismatic Lea"ership

$rust in 3rihtnessK of 6ision$rust in 3rihtnessK of 6ision

?imilarity of followers J leaders beliefs J?imilarity of followers J leaders beliefs J

6alues6alues

Heihtened sense of self(confidenceHeihtened sense of self(confidence

Acceptance of hiher or challenin oalsAcceptance of hiher or challenin oals

&dentification with J emulation of leader &dentification with J emulation of leader

nconditional acceptance of leader nconditional acceptance of leader

?tron affection for leader ?tron affection for leader



Empowers

6thers

Aisionary

%elf7romoting

Aer,al%kills

MinimumInternal*onflict

5igh Energy

:ction6rientation

InspiresTrust

5igh 9isk6rientation

%elf*onfi"ence

Moral*on(iction

9elational7owerBase

*harismatic*harismatic

Lea"erLea"er*haracteristics*haracteristics

*harismatic*harismatic

Lea"erLea"er*haracteristics*haracteristics



I&?&)CI&?&)C

$he ability to$he ability toimaine different andimaine different andbetter conditions andbetter conditions and

ways to achie6eways to achie6ethemthem

'uture orientation'uture orientation

?ee the difference in?ee the difference inhow thins are andhow thins are andhow they should behow they should be



/)MMC&/A$&)C? ?*&LL?/)MMC&/A$&)C? ?*&LL?

2reat rhetorical s#ills2reat rhetorical s#ills % Especially oralEspecially oral % /an spea# about the/an spea# about the

6ision and ma#e the6ision and ma#e thefollowers 3see itKfollowers 3see itK

% $hin# of ML*!rs 3&$hin# of ML*!rs 3&Ha6e A DreamK speechHa6e A DreamK speech

% Hitler capti6atedHitler capti6atedpeople! e6en thosepeople! e6en thosewho spo#e no 2ermanwho spo#e no 2erman

7ritin! while7ritin! whileimportant! is not asimportant! is not aspowerfulpowerful % 7inston /hurchill used7inston /hurchill used

both masterfullyboth masterfully

?EL' /)C'&DEC/E J M)>AL?EL' /)C'&DEC/E J M)>AL



?EL' /)C'&DEC/E J M)>AL?EL' /)C'&DEC/E J M)>AL

/)CI&/$&)C/)CI&/$&)C

"nshaable self confidence"nshaable self confidence

% assed on to followersassed on to followers

$rue faith in the FcauseG$rue faith in the FcauseG

7tron& moral beliefs7tron& moral beliefs

Willin&ness to sacrificeWillin&ness to sacrifice

% 7elf 0 followers7elf 0 followers



$>?$$>?$

<ollowers have total trust and belief in the<ollowers have total trust and belief in the

leader and the FcauseGleader and the FcauseG

7how commitment to followers, who return7how commitment to followers, who return

itit



A//EP$ >&?*A//EP$ >&?*

Willin& to be at &reat personal risWillin& to be at &reat personal ris

% rofessionallyrofessionally

% hysicallyhysically

Willin& to ris the followersWillin& to ris the followers

"se unconventional 8risy9 strate&ies 0"se unconventional 8risy9 strate&ies 0

methods to achieve &oalsmethods to achieve &oals

A,&L&$9 $) M&C&M&EA,&L&$9 $) M&C&M&E



A,&L&$9 $) M&C&M&EA,&L&$9 $) M&C&M&E

&C$E>CAL /)C'L&/$&C$E>CAL /)C'L&/$

$hrou&h stren&th of belief $hrou&h stren&th of belief

With referent power With referent power

Due to follower belief in the leader and theDue to follower belief in the leader and thecausecause

7&LL&C2CE?? J A,&L&$9 $)7&LL&C2CE?? J A,&L&$9 $)



7&LL&C2CE?? J A,&L&$9 $)7&LL&C2CE?? J A,&L&$9 $)

EMP)7E>EMP)7E>

Hnow they need the efforts 0 ideas ofHnow they need the efforts 0 ideas of

othersothers

et the subordinate leaders do thoseet the subordinate leaders do those

thin&s they are able to dothin&s they are able to do

!ften tae credit for followersB ideas and!ften tae credit for followersB ideas and

effortsefforts



?EL'(P>)M)$&C2?EL'(P>)M)$&C2

@eat their own drums@eat their own drums

ampai&n for Fthe causeGampai&n for Fthe causeG

E*plain their vision to all who will listen orE*plain their vision to all who will listen orreadread

*:) *5:9I%M: BE*:) *5:9I%M: BE



*:) *5:9I%M: BE*:) *5:9I%M: BE

8EAEL67E8#8EAEL67E8#Evidence seems to indicate that it canEvidence seems to indicate that it can

It may be that individuals who developIt may be that individuals who develop

charisma have the undevelopedcharisma have the undevelopedcharacteristics which FpracticeG brin&s to thecharacteristics which FpracticeG brin&s to the

forefrontforefront

4 Strategies to Develop4 Strategies to Develop



4 Strategies to Develop4 Strategies to Develop

Charismatic QualitiesCharismatic Qualities

8e(elop (isionary skills8e(elop (isionary skills

7ractice ,eing can"i"7ractice ,eing can"i"

8e(elop warm- positi(e-

humanistic attitu"e

8e(elop warm- positi(e-humanistic attitu"e

8e(elop an enthusiastic-optimistic- energetic personality

8e(elop an enthusiastic-optimistic- energetic personality

Wh E ti l I t lliWh Em ti n l Int lli n



Why Emotional IntelligenceWhy Emotional Intelligenceis necessary for managersis necessary for managers

Helps managers handleHelps managers handle

adversity - setbac" adversity - setbac"

Teaches managers copeTeaches managers cope

when change - when change -

uncertainty hitsuncertainty hits

organi*ation or theirorgani*ation or their

personal livespersonal lives

#h $ ti l % t lli i#h $m ti n l %nt lli nc is



#hy $motional %ntelligence is#hy $motional %ntelligence isnecessary for managersnecessary for managers

Help them manage effectiverelationship

elp them being focused elp them being focused

and stay on track byand stay on track by

remembering purpose !remembering purpose !

vision"vision"



E4 ManagersE4 ManagersEmotional Intelligence is very important forEmotional Intelligence is very important formanagers as their behavior - treatment ofmanagers as their behavior - treatment oftheir people determine turnover and retentiontheir people determine turnover and retentionof the companyof the company

#anagers - supervisors are the direct line of#anagers - supervisors are the direct line ofcontact for the employees They interact dailycontact for the employees They interact daily with individuals who have distinct needs, wants with individuals who have distinct needs, wants- e.pectations- e.pectations

They significantly influence the attitudes,They significantly influence the attitudes,performance - satisfaction of employeesperformance - satisfaction of employees within their departments - other departments within their departments - other departments



E) is very important forE) is very important formanagers as they are the directmanagers as they are the direct

line of contact - their behaviorline of contact - their behavior

- treatment determines- treatment determinesretention - turnoverretention - turnover



E4 ManagersE4 ManagersThe stress of trying toThe stress of trying tolead and satisfy so manylead and satisfy so manypeople's changing needspeople's changing needsand e.pectations can beand e.pectations can be

overwhelming, to sayoverwhelming, to saynothing of the demandsnothing of the demandsfrom upper managementfrom upper management(eing both firm and(eing both firm and

caring at the same timecaring at the same timecauses many to feelcauses many to feelinade!uate for the roleinade!uate for the role

/0 1 percent of/0 1 percent ofturnover is reportedlyturnover is reportedly

due to an inade!uatedue to an inade!uate

relationship betweenrelationship between

the employee and theirthe employee and their

direct supervisordirect supervisor



When trust is lac"ing performance suffers

$' Managers



Enhancing EI s"ills enables 2upervisors and #anagers to regulate theirEnhancing EI s"ills enables 2upervisors and #anagers to regulate their

emotions and motivate themselves more effectively – allowing them toemotions and motivate themselves more effectively – allowing them to

manage their own emotional turmoil effectively and demonstratemanage their own emotional turmoil effectively and demonstrate

compassion and empathy for their employeescompassion and empathy for their employees

g



IT also provides them with theIT also provides them with the

courage to push against the system tocourage to push against the system to

ma"e necessary changes for theirma"e necessary changes for theirpeoplepeople

3ll employees want a 3ll employees want a

supportive, caringsupportive, caring

2upervisor or #anager2upervisor or #anager

who has their best who has their best

interests at heartinterests at heart



E4 ManagersE4 Managers

4nowing this, the4nowing this, the

employee will beemployee will be

more li"ely tomore li"ely to

turndown offersturndown offersfrom otherfrom other

companies to wor"companies to wor"

for such a personfor such a person..



%pon graduating from college,%pon graduating from college,

&ebra believed that if she wor"ed&ebra believed that if she wor"ed

hard, she would achieve herhard, she would achieve her

career success goalscareer success goals

2he rac"ed up a list of

accomplishments

However, 5ust twoHowever, 5ust two

years into her career years into her career

she was firedshe was fired

ECample to illustrate how E4ECample to illustrate how E4can positi(ely or negati(elycan positi(ely or negati(elyimpact one2s career an" theimpact one2s career an" theorgani<ationorgani<ation66

ECample to illustrate how E4 can positi(ely orECample to illustrate how E4 can positi(ely or



ECample to illustrate how E4 can positi(ely orECample to illustrate how E4 can positi(ely or

negati(ely impact one2s career an" the organi<ationDnegati(ely impact one2s career an" the organi<ationD

Debra ,enton reports in herDebra ,enton reports in herboo#!boo#! Lions Don't Need toLions Don't Need toRoar Roar ! %& was stunned ...! %& was stunned ...collee courses had notcollee courses had notaddressed the importance ofaddressed the importance of

people s#ills or bein a teampeople s#ills or bein a teamplayer. $hat lac# of #nowledeplayer. $hat lac# of #nowledecost me my Nob.% ?he thouhtcost me my Nob.% ?he thouhtwor# was all about producinwor# was all about producinresults. 7hile wor#in with anresults. 7hile wor#in with an

outplacement firm! Debra metoutplacement firm! Debra metother hih producers who hadother hih producers who hadlost their Nobs for the samelost their Nobs for the samereason.reason.

That lac" of people managementThat lac" of people managementcost her 5obcost her 5ob



The number one7factor that setsThe number one7factor that setshigh7powered professionals aparthigh7powered professionals apartfrom the pac" is a high level offrom the pac" is a high level ofemotional intelligence,emotional intelligence,compassion and energy tocompassion and energy tofunction in a team environmentfunction in a team environment &ebra soon learned that&ebra soon learned that

shooting stars have ashooting stars have ashort life cycle if they areshort life cycle if they areunable to relate to andunable to relate to andunderstand othersunderstand others

An $ample of $'



2uppose that the morning of a big presentation you2uppose that the morning of a big presentation you

have a fight with any of your family member 8ot ahave a fight with any of your family member 8ot a big argument9maybe 5ust one of those unnerving big argument9maybe 5ust one of those unnerving

spats about who forgot to pic" up the dry cleaning9spats about who forgot to pic" up the dry cleaning9

so your morning doesn’t get off on the right footso your morning doesn’t get off on the right foot

Then you car is punctured upping your stress level aThen you car is punctured upping your stress level a

bit more When you arrive at wor", there’s a problem bit more When you arrive at wor", there’s a problem

with the elevators, causing more delay 3rriving at with the elevators, causing more delay 3rriving at

the conference room for your presentation, you findthe conference room for your presentation, you find

that the sound system doesn’t wor" and the catererthat the sound system doesn’t wor" and the caterer

hasn’t shown up with refreshments :our 5uniorhasn’t shown up with refreshments :our 5unior

associate9who was supposed to call the caterer9associate9who was supposed to call the caterer9

bears the brunt of your anger that has been building bears the brunt of your anger that has been building

since you left the housesince you left the house

Types of E4Types of E4



Types of E4Types of E4

W ki ith lWorkin with people means



Working with people meansWorking with people meansworking with Emotionsworking with Emotions

When people are wor"ing at a When people are wor"ing at acommon place , emotions willcommon place , emotions willplay a role theories to theplay a role theories to thecontrary notwithstandingcontrary notwithstanding;&on’t bring your personal;&on’t bring your personal

problems to wor"< is oneproblems to wor"< is one variation of the argument that variation of the argument thatemotions are inappropriate inemotions are inappropriate inthe wor"place (usinessthe wor"place (usinessdecisions, so the argumentdecisions, so the argumentgoes, should be based ongoes, should be based on

information, logic and calminformation, logic and calmcool reason, with emotionscool reason, with emotions"ept to a minimum"ept to a minimum

Managing Emotions atManaging Emotions at



Managing Emotions atManaging Emotions atWorkplaceWorkplace

(ut it is unrealistic to suppose that(ut it is unrealistic to suppose thatemotions can be chec"ed at the dooremotions can be chec"ed at the door

when you arrive at wor" 2ome when you arrive at wor" 2omepeople may assume, for a variety ofpeople may assume, for a variety ofreasons, that emotional neutrality isreasons, that emotional neutrality isan ideal, and try to "eep feelings outan ideal, and try to "eep feelings out

of sight 2uch people wor" andof sight 2uch people wor" andrelate in a certain way6 usually theyrelate in a certain way6 usually theycome across as rigid, detached orcome across as rigid, detached orfearful, and fail to participate fullyfearful, and fail to participate fullyin the life of the wor"place This isin the life of the wor"place This isnot necessarily bad in somenot necessarily bad in somesituations, but it is usually not goodsituations, but it is usually not goodfor an organi*ation for such peoplefor an organi*ation for such peopleto move into management roles Theto move into management roles Thesame would be true for people whosame would be true for people whoemote e.cessively, who tell you howemote e.cessively, who tell you howthey feel about everything 2implythey feel about everything 2imply

being around them can be being around them can be

e.haustinge.hausting

&eveloping EI in the&eveloping EI in the



&eveloping EI in the&eveloping EI in the

wor"place wor"place

&eveloping emotional&eveloping emotionalintelligence in the wor"placeintelligence in the wor"placemeans ac"nowledging thatmeans ac"nowledging thatemotions are always present,emotions are always present,and doing somethingand doing somethingintelligent with them eopleintelligent with them eople vary enormously in the s"ill vary enormously in the s"ill with which they use their with which they use theirown emotions and react toown emotions and react tothe emotions of others9andthe emotions of others9andthat can ma"e the differencethat can ma"e the difference between a good manager and between a good manager anda bad onea bad one



It’s not overly egalitarian toIt’s not overly egalitarian to

suggest that most professionals,suggest that most professionals,managers and e.ecutives aremanagers and e.ecutives arefairly smart people =of coursefairly smart people =of course

there can be glaring e.ceptions>,there can be glaring e.ceptions>, but there can be a huge but there can be a huge

difference in how well theydifference in how well theyhandle people That is, thehandle people That is, the

department manager may be adepartment manager may be agenius in technical, product orgenius in technical, product orservice "nowledge9and getservice "nowledge9and get

failing mar"s in terms of peoplefailing mar"s in terms of people

s"illss"ills



%mportance of $motional%mportance of $motional



%mportance of $motional%mportance of $motional%ntelligence%ntelligence

eople derail because of classiceople derail because of classicemotional failings, not the lac"emotional failings, not the lac"of technical s"ills –&evelopingof technical s"ills –&evelopingemotional intelligence can helpemotional intelligence can helpcompanies generate productivecompanies generate productive

- profitable outcome The- profitable outcome Themanager who "nows how to staymanager who "nows how to staymotivated under stress ,motivated under stress ,motivate others, navigatemotivate others, navigatecomple. interpersonalcomple. interpersonalrelationships, inspire othersrelationships, inspire others

and build teams who is anand build teams who is anunchallenged e.pert on aunchallenged e.pert on aproduct or service will getproduct or service will getsuperior resultssuperior results

*omponents of Emotional*omponents of Emotional



*omponents of Emotional*omponents of EmotionalIntelligenceIntelligence

There are five parts to it.There are five parts to it.

<.<. *nowin what you"re feelin*nowin what you"re feelin

.. Manain your feelins! especiallyManain your feelins! especially

distressin feelins.distressin feelins.

1.1. ?elf(moti6ation!?elf(moti6ation!

4.4. EmpathyEmpathy:.:. Manain relationshipsManain relationships

7ro,a,ilities of not ha(ing an Goo"7ro,a,ilities of not ha(ing an Goo"



ggEmotional Intelligence an" theirEmotional Intelligence an" their

conseuencesconseuences 7hile people ha6e shown they can produce7hile people ha6e shown they can produce

better results at wor#place! many of us lac#better results at wor#place! many of us lac#emotional intellience. 7e simply dont #nowemotional intellience. 7e simply dont #nowhow to percei6e! understand! express andhow to percei6e! understand! express and

manae our emotions effecti6ely. $here aremanae our emotions effecti6ely. $here aread6erse conse0uences to ha6e low emotionalad6erse conse0uences to ha6e low emotionalintellience.intellience.

$hese includes+($hese includes+(

<.<. >elationship Problems>elationship Problems

.. >ae in the 7or#place>ae in the 7or#place

1.1. Poor decision ma#in capabilityPoor decision ma#in capability

4.4. failure to ad6ance in career failure to ad6ance in career



?elationship roblems?elationship roblems ?age in the wor"place



oor decision ma"ing capability oor decision ma"ing capability



$ailure to advance in career$ailure to advance in career

Emotional &ntellienceEmotional &ntellience



Emotional &ntellienceEmotional &ntellience

&mportant 'actors&mportant 'actors

Moti(ation-Moti(ation-

$$9etention -9etention -++%elf management%elf management

Managing othersManaging others

Moti(ating EmployeesMoti(ating Employees



Moti(ating EmployeesMoti(ating Employees

$he reatest moti6ation Ocomes from a$he reatest moti6ation Ocomes from apersons belief systempersons belief system

Moti6ation is li#e a fire( unless you #eepMoti6ation is li#e a fire( unless you #eepaddin fuel to it! it dies. ,ut !if the sourceaddin fuel to it! it dies. ,ut !if the sourceof moti6ation is belief in inner 6alues! itof moti6ation is belief in inner 6alues! itbecomes lon lastinbecomes lon lastin

Experience shows that People will do aExperience shows that People will do alot for money! more for a ood leader andlot for money! more for a ood leader anddo most for a belief do most for a belief

People do thins for their own reasons!People do thins for their own reasons!not yoursnot yours



)nce upon a time there)nce upon a time there

was a bunch of babywas a bunch of baby

fros........fros........



@@

participatin in aparticipatin in a

competition.competition.

$he taret was to et$he taret was to et

to the top of a hihto the top of a hihtower.tower.

A d f l h d th dA d f l h d th d



A crowd of people had atheredA crowd of people had athered

to obser6e the race andto obser6e the race and

encourae the participants.....encourae the participants.....



$he start shot ran out.......$he start shot ran out.......



Juite honestly:Juite honestly:

+one of the onlooers believed that the baby+one of the onlooers believed that the baby

fro&s could actually accomplish &ettin& to thefro&s could actually accomplish &ettin& to the

top of the tower top of the tower .

Words lie:

"Åh, it’s too difficult!!!

They’ll never reach the top."

or:"Not a chance... the toer is too high!"

)ne by one some of the baby fros fell)ne by one some of the baby fros fell



off@off@

...Except those who fastly climbed...Except those who fastly climbed

hiher and hiher..hiher and hiher..

$he crowd #ept on yellin+$he crowd #ept on yellin+

"t#s too difficult. No$od% is going to ma&e it!"

More baby fros became tired and a6eMore baby fros became tired and a6e



More baby fros became tired and a6eMore baby fros became tired and a6e

up...up...

...,ut one #ept oin hiher and hiher........,ut one #ept oin hiher and hiher.....

He was not about i6in upHe was not about i6in up

At the end e6erybody had i6en up!At the end e6erybody had i6en up!

except the one determined toexcept the one determined toreach the topreach the top



All the other participantsAll the other participants

naturally wanted to #now how henaturally wanted to #now how hehad manaed to do what none ofhad manaed to do what none of

them others had beenthem others had been ableable to do

)ne competitor as#ed the winner! what)ne competitor as#ed the winner! what

was his secret8was his secret8



$he truth was.......$he truth was.......

$he winner was deaf$he winner was deaf

$he lesson to be learned+



$he lesson to be learned+

Dont e6er listen to people who areDont e6er listen to people who are

neati6e and pessimistic...neati6e and pessimistic...

@@they will depri6e you of yourthey will depri6e you of your

lo6eliest dreams and wishes youlo6eliest dreams and wishes youcarry in your heart carry in your heart

Always be aware of the power of words! as e6erythin

you hear and will interfere with your actions

$herefore+



Always stayK Always stayK

POSITIV! POSITIV!

And most of all+$urn a deaf ear when people tell you! that you$urn a deaf ear when people tell you! that you

cannot achie6e your dreamscannot achie6e your dreams

The Magic ofThe Magic of



The Magic ofM g f

EM7L63EEEM7L63EE

9ETE)TI6) an" EI9ETE)TI6) an" EI

2 th ) t iti2rowth )pportunities



2rowth )pportunities2rowth )pportunities

Lrowth is everyoneBs prime ob(ective.Lrowth is everyoneBs prime ob(ective.$herefore it is implicit to offer &rowth$herefore it is implicit to offer &rowthopportunities.opportunities.

$he vital factor that ensures a ma(ority of$he vital factor that ensures a ma(ority ofsenior level employees remain associatedsenior level employees remain associatedwith your or&aniCation. $his is more crucialwith your or&aniCation. $his is more crucialin an industry lie @!, which has thein an industry lie @!, which has the

hi&hest churn rate because of thehi&hest churn rate because of theprolon&ed boom in the industry.prolon&ed boom in the industry.

Att ti P #Att ti P #



Attracti6e Pac#aeAttracti6e Pac#ae

Memuneration paca&e is the drivin& forceMemuneration paca&e is the drivin& forceof any employment.of any employment.

=andsome paca&e as a platform for=andsome paca&e as a platform for

people to tae new initiatives.people to tae new initiatives.@esides basic paca&e, there can also be@esides basic paca&e, there can also be

performance4based incentives4relatin& toperformance4based incentives4relatin& to

tar&ets achieved, accuracy andtar&ets achieved, accuracy andproductivity.productivity.

Personnel $raininPersonnel $rainin



Personnel $raininPersonnel $rainin

An or&aniCation should also tae due care An or&aniCation should also tae due careof the trainin& and development needs ofof the trainin& and development needs of

its employees.its employees.

@esides helpin& them improve their sills@esides helpin& them improve their sillsand enhance their performance, it shouldand enhance their performance, it should

also foster a faster &rowth rate in theiralso foster a faster &rowth rate in their

career path.career path.

>ecreation>ecreation



>ecreation>ecreation

Mecreation is an important as any other tool. ItMecreation is an important as any other tool. Ithelps in creatin& a conducive environment %helps in creatin& a conducive environment %main& fun for everyone.main& fun for everyone.

$hus, it is necessary to introduce consistent$hus, it is necessary to introduce consistentrecreation initiatives lie 7ports, Activities, familyrecreation initiatives lie 7ports, Activities, family&et to&ether and unwindin& Cones at the&et to&ether and unwindin& Cones at the

worplacesworplaces

@esides this, cultural pro&rammers and @irthday@esides this, cultural pro&rammers and @irthdaycelebrations brea the monotony of everydaycelebrations brea the monotony of everydaywor pressure.wor pressure.

$he 2rie6ances$he 2rie6ances




In order to create a supportive wor atmosphere,In order to create a supportive wor atmosphere,ensure a prompt atmosphere, ensure a promptensure a prompt atmosphere, ensure a prompt

redressed of &rievances. $his reinforces anredressed of &rievances. $his reinforces an

employeeBs belief in the mana&ement and in theemployeeBs belief in the mana&ement and in the

fact, that no stone will be left unturned to identifyfact, that no stone will be left unturned to identify

and solve their &rievances and quicly asand solve their &rievances and quicly as

possible.possible.

onedK..2pa&eonedK..2pa&e





$he unbridled &rowth of the new economy, the$he unbridled &rowth of the new economy, theemer&ences of the nowled&e worer and the hi&hemer&ences of the nowled&e worer and the hi&hdemand for talent in the domestic and &lobal maretsdemand for talent in the domestic and &lobal maretshave rewritten the rules of the &ame.have rewritten the rules of the &ame.

$hou&h hirin& &ood employees is a ni&htmare, it is more$hou&h hirin& &ood employees is a ni&htmare, it is moredifficult to retainin& &ood employees. $he talentdifficult to retainin& &ood employees. $he talentmana&ement is the ey area in every or&aniCation worthmana&ement is the ey area in every or&aniCation worthits =M department and E!s are more worried aboutits =M department and E!s are more worried aboutintellectual capital than worin& capital. $o add to theintellectual capital than worin& capital. $o add to the

problems are the hu&e paca&es bein& doled out at allproblems are the hu&e paca&es bein& doled out at alllevels.levels.

Emotional Intelligence the fi(eEmotional Intelligence the fi(e"omains 6f %elf Management"omains 6f %elf Management



"omains 6f %elf Management"omains 6f %elf Management

2oleman identified the fi6e "domains" of2oleman identified the fi6e "domains" ofE- as+E- as+

*nowin your emotions.*nowin your emotions.

Manain your own emotions.Manain your own emotions.

Moti6atin yourself.Moti6atin yourself.

>econizin and understandin other>econizin and understandin other

people"s emotions.people"s emotions.Manain relationships! i.e..! manainManain relationships! i.e..! manain

the emotions of othersthe emotions of others



SL()*+*RNSS SL()*+*RNSS

,igh self)aareness refers to having an,igh self)aareness refers to having anaccurate understanding of ho %ou $ehave-accurate understanding of ho %ou $ehave-

ho other people perceive %ou- recogniingho other people perceive %ou- recogniing

ho %ou respond to others- $eing sensitiveho %ou respond to others- $eing sensitive

to %our attitudes- feelings- emotions- intentsto %our attitudes- feelings- emotions- intentsand general communication st%le at an%and general communication st%le at an%

given moment and $eing a$le to accuratel%given moment and $eing a$le to accuratel%

disclose this aareness to others.disclose this aareness to others.

S/LL NDC*T0RSS/LL NDC*T0RS



S/LL NDC*T0RS S/LL NDC*T0RS % /no hen %ou are thin&ing negativel%/no hen %ou are thin&ing negativel%

% /no hen %our self)tal& is helpful/no hen %our self)tal& is helpful

% /no hen %ou are $ecoming angr%/no hen %ou are $ecoming angr%

% /no ho %ou are interpreting events/no ho %ou are interpreting events

% /no hat senses %ou are currentl% using/no hat senses %ou are currentl% using % /no ho to communicate accuratel%/no ho to communicate accuratel%

hat %ou e1periencehat %ou e1perience

% /no the moments %our mood shifts/no the moments %our mood shifts % /no hen %ou are $ecoming defensive/no hen %ou are $ecoming defensive

% /no the impact %our $ehavior has on/no the impact %our $ehavior has on

othersothers

S/LLS *SSSS2NT



S/LLS *SSSS2NT S/LLS *SSSS2NT

% Do %ou recognie %our feelings andDo %ou recognie %our feelings and

emotions as the% happen3emotions as the% happen3

% *re %ou aare of ho others perceive *re %ou aare of ho others perceive

%ou3%ou3

% ,o do %ou act hen %ou are defensive3,o do %ou act hen %ou are defensive3

% *re %ou aare of ho %ou spea& to *re %ou aare of ho %ou spea& to

%ourself3 %ourself3

SL( 2*N*52NT andSL( 2*N*52NT and



*+*RNSS *+*RNSS

motional aarenessmotional aareness

*ccurate self)assessment *ccurate self)assessment Self)confidenceSelf)confidence

SL( ) R56L*T0N SL( ) R56L*T0N

Self)control Self)control ++

TrustorthinessTrustorthinessConscientiousnessConscientiousness++

*dapta$ilit% *dapta$ilit%

nnovativenessnnovativeness

SL( ) 20T7*T0N SL( ) 20T7*T0N

*chievement drive *chievement drive++Commitment8Commitment8

nitiativenitiative

0ptimism0ptimism++

?EL' O MACA2EMEC$ and A7A>ECE???EL' O MACA2EMEC$ and A7A>ECE?? ti l ti l M i i B ti d th i ff t lM i i B ti d th i ff t l



motional aarenessmotional aareness++ Meco&niCin& oneBs emotions and their effects. eopleMeco&niCin& oneBs emotions and their effects. eople

with this competence:with this competence:

N Hnow which emotions they are feelin& and whyN Hnow which emotions they are feelin& and why

N MealiCe the lins between their feelin&s and what they thin, do, and sayN MealiCe the lins between their feelin&s and what they thin, do, and sayN Meco&niCe how their feelin&s affect their performanceN Meco&niCe how their feelin&s affect their performance

N =ave a &uidin& awareness of their values and &oalsN =ave a &uidin& awareness of their values and &oals

*ccurate self)assessment *ccurate self)assessment ++ Hnowin& oneBs stren&ths and limits. eople withHnowin& oneBs stren&ths and limits. eople with

this competence are:this competence are:

N Aware of their stren&ths and weanessesN Aware of their stren&ths and weanessesN Meflective, learnin& from e*perienceN Meflective, learnin& from e*perience

N !pen to candid feedbac, new perspectives, continuous learnin&, and selfN !pen to candid feedbac, new perspectives, continuous learnin&, and self

developmentdevelopment

N Able to show a sense of humor and perspective about themselvesN Able to show a sense of humor and perspective about themselves

Self)confidenceSelf)confidence++ 7ureness about one.s self4worth and capabilities. eople7ureness about one.s self4worth and capabilities. eoplewith this competence:with this competence:

N resent themselves with self4assurance1 have .presence.N resent themselves with self4assurance1 have .presence.

N an voice views that are unpopular and &o out on a limb for what is ri&htN an voice views that are unpopular and &o out on a limb for what is ri&ht

N Are decisive, able to mae sound decisions despite uncertainties andN Are decisive, able to mae sound decisions despite uncertainties and

pressurespressures

?EL' ( >E2LA$&)C



?EL' ( >E2LA$&)C

Self)control : )ana&in& disruptive emotions and impulses. eople with this

competence: )ana&e their impulsive feelin&s and distressin& emotions well

7tay composed, positive, and unflappable even in tryin& moments

$hin clearly and stay focused under pressure

Trustorthiness: )aintainin& standards of honesty and inte&rity. eople

with this competence: Act ethically and are above reproach

@uild trust throu&h their reliability and authenticity

Admit their own mistaes and confront unethical actions in others

$ae tou&h, principled stands even if they are unpopular

Conscientiousness: $ain& responsibility for personal performance.

eople with this competence:

)eet commitments and eep promises

=old themselves accountable for meetin& their ob(ectives

Are or&aniCed and careful in their wor

?EL' O >E2LA$&)C F/ontG?EL' O >E2LA$&)C

F/ontG



F GF G *dapta$ilit% + 'lexibility in handlin chane. People

with this competence+

Q ?moothly handle multiple demands! shiftinpriorities! and rapid chane

Q Adapt their responses and tactics to fit fluid

circumstances

Q Are flexible in how they see e6entsnnovativeness+ ,ein comfortable with and open to

no6el ideas and new information.

People with this competence+

Q ?ee# out fresh ideas from a wide 6ariety of

sources

Q Entertain oriinal solutions to problems

Q 2enerate new ideas

Q $a#e fresh perspecti6es and ris#s in their thin#in



?EL' ( M)$&IA$&)C *chievement drive+ 7trivin& to improve or meet a standard of e*cellence.

eople with this competence:

Are results4oriented, with a hi&h drive to meet their ob(ectives and standards

7et challen&in& &oals and tae calculated riss

ursue information to reduce uncertainty and find ways to do better

earn how to improve their performance

oitent:oitent: Ali&nin& with the &oals of the &roup or or&aniCation. eople

with thiscompetence:

Meadily mae personal or &roup sacrifices to meet a lar&er or&aniCational

&oal

<ind a sense of purpose in the lar&er mission "se the &roup.s core values in main& decisions and clarifyin& choices

Actively see out opportunities to fulfill the &roup.s mission

Managing 6thersManaging 6thers



Managing 6thersManaging 6thers

Manaement ?#ills 'orManaement ?#ills 'or

E6eryoneE6eryone

Personal ManagementPersonal Management



gg

SkillsSkills

Steps for great self-esteem:Steps for great self-esteem:

Take responsibility Take responsibilityWatch your negative self talkWatch your negative self talk

Don’t allow others negativityDon’t allow others negativity

to aect youto aect you

Commit to building your self-Commit to building your self-

esteem dailyesteem daily

Have an optimistic attitudeHave an optimistic attitude

Management: to be in command or to have under control.Management: to be in command or to have under control.

Examples of Self TalkExamples of Self Talk



Examples of Self Talk Examples of Self Talk

Negative Self Talk:Negative Self Talk:’m so stupid’m so stupid

sometimes!sometimes!

look awful today! look awful today!

"ust keep getting "ust keep getting

fatter and fatter!fatter and fatter!

’m always broke!’m always broke!

Why do these thingsWhy do these things

always happen to me#always happen to me#

Positive Self Talk:Positive Self Talk: am capable! am capable!

have many wonderful have many wonderful

$ualities!$ualities!

love myself "ust the way love myself "ust the way am!am!

believe in my ability to believe in my ability to

succeed!succeed!

deserve the respect of deserve the respect ofothers!others!

%etting &oals is%etting &oals is



%'()T%'()T!!!oal" #n !oal-Setting:!oal" #n !oal-Setting:SSpeci$cpeci$c

MMeasurableeasurable

%%chievablechievable

&&evie'ed(revisedevie'ed(revised

oftenoften

TTime speci$cime speci$c

%ssertive%ssertive



%ssertive%ssertive

)ehavior Skills)ehavior Skills*earning to sa+ N,":*earning to sa+ N,":*+*+ (cknowledge the re$uest(cknowledge the re$uest

,+,+ DeclineDecline

++ %tate reason%tate reason

.+.+ /er alternative/er alternativesolutionssolutions

Maor time 'asters: Maor time 'asters:

*+ %preading yourself

too thin,+ 0eing (fraid

+ 1ot wanting to say

no.+ 0eing tied to the

phone

2+ 3rocrastinating

Team(,/ceTeam(,/ce



PoliticsPoliticsPPo'er0 kno' 'ho has ito'er0 kno' 'ho has it,,pportunit+ to alignpportunit+ to align+ourself +ourself

**earn to keep on top ofearn to keep on top of

thingsthings##dentif+ 'ith a mentordentif+ 'ith a mentor

TTrack +our success skillsrack +our success skills

##nvolve +ourself in othernvolve +ourself in other

activitiesactivities11ommunicate e2ectivel+ommunicate e2ectivel+and kno' ho' to handleand kno' ho' to handlecon3ictcon3ict

SSeparate +ourself as a stareparate +ourself as a star

Dealing With Di4cultDealing With Di4cult



Dealing With Di4cultDealing With Di4cult

3eople3eople%herman Tanks- directors gone%herman Tanks- directors gonebad5 they like to bully6threatenbad5 they like to bully6threaten

%nipers- 3assives5 sociali7ers5 take%nipers- 3assives5 sociali7ers5 takeshots at youshots at you

89ploders- %ociali7ers5 blow up89ploders- %ociali7ers5 blow upthen are embarrassedthen are embarrassed

Complainers- any type! ComplainComplainers- any type! Complainover and overover and over

&ossipers- any type! :ike to spread&ossipers- any type! :ike to spread

rumorsrumors

4a+s To 5andle4a+s To 5andle



++

6i/cult People6i/cult People

*+*+ Tolerate it without Tolerate it withoutresentmentresentment

,+,+ Tolerate with resentment Tolerate with resentment

++ :eave the situation:eave the situation

.+.+ 3rotest;+3rotest;+

< = << = < f they are nice bef they are nice be

nicenice- = <- = < &ive "erks the&ive "erks the

bene>t of the doubtbene>t of the doubt

1areer 7illers1areer 7illers



1areer 7illers1areer 7illers:ack of direction or goals:ack of direction or goals

Having no 8motionalHaving no 8motionalntelligencentelligence

1ot using 8motional1ot using 8motionalntelligencentelligence

)efusing to be a team player)efusing to be a team player

0ehaving passively or0ehaving passively oraggressivelyaggressively

1egative work habits1egative work habits

(ttitude of indierence(ttitude of indierence

89pecting others to look out89pecting others to look outfor youfor you

Ending ,n %Ending ,n %



Positive NotePositive NoteThe po'er of a smile:The po'er of a smile:

%ets a positive tone%ets a positive tone

&ives you an air of&ives you an air of

con>dencecon>dence8nergi7es you8nergi7es you

)educes tension)educes tension

mproves tonalitymproves tonality

'akes you look younger'akes you look younger

Helps you build theHelps you build thereputation as anreputation as anachieverachiever



M:):GI)GM:):GI)G

7E67LE WIT57E67LE WIT5

EIEI

M:):GI)G 7E67LE D some principlesM:):GI)G 7E67LE D some principles



• *6)%I%TE)*3 I) 8E:LI)G%- :7796:*5*6)%I%TE)*3 I) 8E:LI)G%- :7796:*5

• 8EM6)%T9:TE F:I9)E%%E EM6TI6):L8EM6)%T9:TE F:I9)E%%E EM6TI6):LI)TELLIGE)*EI)TELLIGE)*E

• EH5IBIT LE:8E9%5I7 4@:LITIE%EH5IBIT LE:8E9%5I7 4@:LITIE%

• 7L:)%ET G6:L% :)8 %T9:TEG37L:)%ET G6:L% :)8 %T9:TEG3

• EH@8E *6)FI8E)*E I) 5IM%ELF- TE:MEH@8E *6)FI8E)*E I) 5IM%ELF- TE:M

• *L:9IT3 I) *6MM@)I*:TI6)*L:9IT3 I) *6MM@)I*:TI6)

• %ET EH:M7LE%ET EH:M7LE

• :@T5E)TI* 8I9E*T :@T5E)TI* 8I9E*T • %ELF9E%7E*T %ELF9E%7E*T

• LE:9) F96M F:IL@9ELE:9) F96M F:IL@9E

p pp p

*ey Aspects of the Manaement Process*ey Aspects of the Manaement Process



$he <our )ana&ement <unctions$he <our )ana&ement <unctions



$he <our )ana&ement <unctions$he <our )ana&ement <unctions

3lanning3lanning /rgani7in/rgani7in

gg

:eading:eading ControllingControlling



Mint<,erg2s 1Mint<,erg2s 1

ManagerialManagerial

9oles9oles



?trateic ?#ills?trateic ?#illsEn6ironmentalEn6ironmentalassessment scanninassessment scannin

?tratey formulation?tratey formulation

Mappin strateicMappin strateicintent and defininintent and defininmissionmission

?tratey?trateyimplementationimplementation

Human resourcesHuman resources#nowlede#nowlede

$as# ?#ills$as# ?#ills?ettin and prioritizin?ettin and prioritizinobNecti6esobNecti6es

De6elopin plan ofDe6elopin plan ofaction andaction andimplementationimplementation

>espondin in a flexible>espondin in a flexiblemanner manner

/reatin 6alue/reatin 6alue

7or#in throuh the7or#in throuh the

oranizational structureoranizational structureAllocatin humanAllocatin humanresourcesresources

Manain timeManain timeefficientlyefficiently

8continued8continued99



People ?#illsPeople ?#illsDeleatinDeleatin

&nfluencin&nfluencin

Moti6atinMoti6atin

Handlin conflictHandlin conflict

7in(win neotiatin7in(win neotiatin

Cetwor#inCetwor#in

/ommunicatin/ommunicatin % IerbalIerbal

% Con6erbalCon6erbal

ListeninListenin/ross(cultural/ross(culturalmanaementmanaement

Heteroeneous teamwor#Heteroeneous teamwor#

?elf(Awareness ?#ills?elf(Awareness ?#illsPersonal adaptabilityPersonal adaptability

nderstandin personalnderstandin personal

biasesbiases

&nternal locus of control&nternal locus of control

Working En(ironmentsWorking En(ironments



$he physical wor#place pro6ision has an important$he physical wor#place pro6ision has an importanteffect on indi6idual producti6ity and satisfactioneffect on indi6idual producti6ity and satisfaction % /omfort;/omfort;

% Pri6acy;Pri6acy;

% 'acilities.'acilities.

Health and safety considerations must be ta#enHealth and safety considerations must be ta#eninto accountinto account % Lihtin;Lihtin;

% Heatin;Heatin;

% 'urniture.'urniture.

5ow E4 succee"s I45ow E4 succee"s I4



5ow E4 succee"s I44 4

Emotional Intelligence e.plains why inspireEmotional Intelligence e.plains why inspireof e!ual intellectual capacity, educationalof e!ual intellectual capacity, educational

bac"ground, training or e.perience some bac"ground, training or e.perience some

people e.cel while others of same caliberpeople e.cel while others of same caliber

and high educational degree lag behindand high educational degree lag behind

Emotional Intelligence is the dimension ofEmotional Intelligence is the dimension of

intelligence responsible for our ability tointelligence responsible for our ability tomanage ourselves and our relationship withmanage ourselves and our relationship with

othersothers



E4 (ersus I4E4 (ersus I4

Intelligence uotientIntelligence uotientI4I4



or I4or I4 An An intellience 0uotientintellience 0uotient oror &-&- is a scoreis a scorederived from one of several differentderived from one of several differentstandardiCed testsstandardiCed tests attemptin& to measureattemptin& to measureintelli&enceintelli&ence. $he term OIJ,O is a translation of the. $he term OIJ,O is a translation of theLermanLerman Intelli#en$%&uotient Intelli#en$%&uotient ,,IJ scores are used in many conte*ts: asIJ scores are used in many conte*ts: aspredictors ofpredictors of educationaleducational achievement or specialachievement or specialneeds, by social scientists who study theneeds, by social scientists who study thedistribution of IJ scores in populations and thedistribution of IJ scores in populations and the

relationships between IJ score and otherrelationships between IJ score and othervariables, and as predictors of (ob performancevariables, and as predictors of (ob performanceandand incomeincome..

Emotional IntelligenceEmotional IntelligenceJJ ti tKuotientK E4or E4

http://en.wikipedia.org/wiki/Standardized_test


http://en.wikipedia.org/wiki/Intelligence


http://en.wikipedia.org/wiki/German_language


http://en.wikipedia.org/wiki/Education


http://en.wikipedia.org/wiki/Income









JJuotientKuotientK or E4or E4Emotional Intelli&ence is a way ofEmotional Intelli&ence is a way ofreco&niCin&, understandin&, and choosin&reco&niCin&, understandin&, and choosin&how we thin, feel, and act. It shapes ourhow we thin, feel, and act. It shapes ourinteractions with others and ourinteractions with others and ourunderstandin& of ourselves. It defines howunderstandin& of ourselves. It defines howand what we learn1 it allows us to setand what we learn1 it allows us to setpriorities1 it determines the ma(ority of ourpriorities1 it determines the ma(ority of our

daily actions. Mesearch su&&ests it isdaily actions. Mesearch su&&ests it isresponsible for as much as 36 of theresponsible for as much as 36 of theOsuccessO in our lives.OOsuccessO in our lives.O

E4 (ersus I4E4 (ersus I4



E4 (ersus I4E4 rsus 4

In the business world so much of emphasis hasIn the business world so much of emphasis has been placed on intellect. Intellect has proven been placed on intellect. Intellect has proveninvaluable to drive our success in business.invaluable to drive our success in business.Process and procedures based onProcess and procedures based on

analysis,logic,strategies are critically importantanalysis,logic,strategies are critically importantHowever to get the higher level of competence inHowever to get the higher level of competence in business we must blend the progress that we business we must blend the progress that wehave made in using intellect & IQ with thehave made in using intellect & IQ with the

invaluable competencies of EQ.invaluable competencies of EQ.

Why E4…###Why E4…###



W y E4…###y 4

E) is the distinguishing factor that determines ifE) is the distinguishing factor that determines if we ma"e lemonade when life hands us lemons or we ma"e lemonade when life hands us lemons orspend our life stuc" in bitternessspend our life stuc" in bitterness

E) is the distinguishing factor that help us toE) is the distinguishing factor that help us tomaintain a warm relationship or a distantmaintain a warm relationship or a distant

contactscontactsE) is the distinguishing factor which drawsE) is the distinguishing factor which drawsothers to us or repels themothers to us or repels them

E) is the distinguishing factor which enable us toE) is the distinguishing factor which enable us to wor" in coordination with others or to create a wor" in coordination with others or to create a

disputed situationdisputed situationE) is the distinguishing factor which enables toE) is the distinguishing factor which enables to win the heart of people or to win the situation by win the heart of people or to win the situation byargumentargument..

Why E4Why E4



E) is the distinguishing factorthat determines if we ma"elemonade when life hands uslemons or spend our life stuc" in

bitterness



E) is the distinguishing factorthat help us to maintain a warmrelationship or a distantcontacts



E) is the distinguishing factorE) is the distinguishing factor

which draws others to us or which draws others to us orrepels themrepels them



E) is the distinguishing factor which enableE) is the distinguishing factor which enableus to wor" in coordination with others or tous to wor" in coordination with others or to

create a disputed situationcreate a disputed situation



E) is the distinguishing factor which enables toE) is the distinguishing factor which enables to

win the heart of people or to win the situation by win the heart of people or to win the situation by

argumentargument

Benefits of E4Benefits of E4



f f 44

$he competencies 0 &ift that EJ &ives us are many. Included$he competencies 0 &ift that EJ &ives us are many. Includedare sills that drive our internal world as well as our responseare sills that drive our internal world as well as our responseto the e*ternal one.to the e*ternal one.

?ome examples includes?ome examples includes

personal motivation,personal motivation,

personal mastery over our lifeBs purpose 0 intentionpersonal mastery over our lifeBs purpose 0 intentionempathy for othersempathy for others

social e*pertise that allow us to networ and developsocial e*pertise that allow us to networ and developrelationships that enhance our purposerelationships that enhance our purpose

character 0 inte&rity that enable us to appear &enuine andcharacter 0 inte&rity that enable us to appear &enuine and

ali&ned1ali&ned1a tenacity to face and resolve both internal and e*ternala tenacity to face and resolve both internal and e*ternalconflictconflict

personal influence that enable us to advance our purpose.personal influence that enable us to advance our purpose.

Benefits of E4Benefits of E4



ersonal #otivationersonal #otivation



7ersonal mastery o(er our7ersonal mastery o(er ourlifes purpose intentionlifes purpose intention

EmpathyEmpathy



2ocial e.pertise that allow2ocial e.pertise that allowus to networ" and developus to networ" and developrelationships that enhancerelationships that enhance

our purposeour purpose



@haracter - integrity@haracter - integritythat enable us tothat enable us toappear genuine andappear genuine andalignedaligned



3 tenacity to face and resolve 3 tenacity to face and resolve both internal and e.ternal both internal and e.ternalconflictconflict



ersonal influence that enableersonal influence that enable

us to advance our purposeus to advance our purpose

@se of E4 at Workplace@se of E4 at Workplace



p

It is EQ that will solve ourIt is EQ that will solve our retention & morale problemsretention & morale problems

improve our creativity improve our creativity

create synergy from teamwork create synergy from teamwork

speed our information by way of sophisticated peoplespeed our information by way of sophisticated peoplenetworksnetworks

drive our purposedrive our purpose

and ignite the best and most inspired performance fromand ignite the best and most inspired performance from

our followers.our followers.



It is E) that will solve ourIt is E) that will solve our

retention - morale problemsretention - morale problems



Improve our creativity Improve our creativity



@reate synergy from@reate synergy from

teamwor" teamwor"



peed our information by way ofsophisticated people networks

Why use E) in the wor"place Why use E) in the wor"place



$he worplace 0 worplace$he worplace 0 worplaceculture is chan&in&. $oday theculture is chan&in&. $oday theemphasis is more on peopleemphasis is more on peoplefocused style of leadership.focused style of leadership.$oday employees are motivated$oday employees are motivatedby the relationship they have inby the relationship they have in

their worplace 0 EI seems lietheir worplace 0 EI seems liea lo&ical framewor to help builda lo&ical framewor to help buildthese relationships. Emotionsthese relationships. Emotionsinfluence all aspect of our lives.influence all aspect of our lives.Its impossible to separate themIts impossible to separate them

from wor. $hey play a lar&efrom wor. $hey play a lar&erole in how others perceive usrole in how others perceive usthrou&h our tone of voice, facialthrou&h our tone of voice, faciale*pressions and bodye*pressions and body lan&ua&e.lan&ua&e.

EQ in the !orkplaceEQ in the !orkplace



It is really very sad that after so much researchIt is really very sad that after so much researchon the benefits of Emotional Intelligence, tooon the benefits of Emotional Intelligence, too

many managers and leaders continue to ignoremany managers and leaders continue to ignore

the facts They're stuc" in their old patterns ofthe facts They're stuc" in their old patterns of

intimidation and coercion, demorali*ingintimidation and coercion, demorali*ingemployees and creating attitudes of grudgingemployees and creating attitudes of grudging

compliance The point to remember iscompliance The point to remember is

Emotional Intelligence is learnable 3ll thatEmotional Intelligence is learnable 3ll that

needs to happen is for managers and leaders toneeds to happen is for managers and leaders tosee the benefit of doing sosee the benefit of doing so

3pplication of E) in the 3pplication of E) in the

Wor"placeWor"place



Wor"place Wor"place

EI is increasingly being applied to organi*ationalEI is increasingly being applied to organi*ationallevel initiatives such as wor"force planning,level initiatives such as wor"force planning,performance management, strategic and culturalperformance management, strategic and culturalchange as well as the recruitment processchange as well as the recruitment process

3ccording to Aim Hunter, @EB at +enos, issues of 3ccording to Aim Hunter, @EB at +enos, issues ofemployee retention and employer of choice areemployee retention and employer of choice arefront of mind in many corporations ;EI is beingfront of mind in many corporations ;EI is beingseen as an e.cellent medium to enhance theseen as an e.cellent medium to enhance the

environment, culture, leadership and teamenvironment, culture, leadership and teamdynamic within an organi*ation<dynamic within an organi*ation<

Managing *onflictManaging *onflictin the Workplace @singin the Workplace @sing



in the Workplace @singin the Workplace @sing

Emotional IntelligenceEmotional Intelligence

7hy /onflict Arises7hy /onflict Arises



Type “A PersonalityType “A Personality

!s"

Type “# Personality

$ype KAK Personality$ype KAK Personality



Hihly /ompetiti6eHihly /ompetiti6e

?tron Personality?tron Personality

>estless when inacti6e>estless when inacti6e?ee#s Promotion?ee#s Promotion

PunctualPunctual

$hri6es on deadlines$hri6es on deadlinesMulti Nobs at onceMulti Nobs at once

$ype 3,K Personality$ype 3,K Personality



7or#s methodically7or#s methodically

>arely competiti6e>arely competiti6e

EnNoys leisure timeEnNoys leisure time

Does not aner easilyDoes not aner easily

Does Nob well butDoes Nob well butdoesnt needdoesnt needreconitionreconition

Easy(oinEasy(oin

Aressi6e PeopleAressi6e People



,ody lanuae,ody lanuae % ?tiff and straiht?tiff and straiht

% Points! bans tables to emphasize pointsPoints! bans tables to emphasize points

% 'olds arms across body'olds arms across body

Ierbal lanuaeIerbal lanuae

% 33& want you to@K& want you to@K

% 33 9ou must@K 9ou must@K % 33Do what & tell youKDo what & tell youK

% 33 9oure stupidK 9oure stupidK

Aggressive peopleAggressive people

are $asicallyare $asically

insecure%"" Try toinsecure%"" Try to

avoid them"avoid them"

?ubmissi6e people?ubmissi6e people



,ody Lanuae,ody Lanuae

% A6oids eye contactA6oids eye contact

% ?tooped posture?tooped posture

% ?pea#s 0uietly?pea#s 0uietly

% 'idets'idets

Ierbal LanuaeIerbal Lanuae

% 33&m sorryK&m sorryK

% 33&ts all my faultK&ts all my faultK

% 33)h dearK)h dearK

Su$missive people

have a great sense

of inferiority

Asserti6e PeopleAsserti6e People



,ody lanuae,ody lanuae % ?tands straiht?tands straiht

% Appears composedAppears composed

% ?miles?miles % Maintains eye contactMaintains eye contact

Ierbal lanuaeIerbal lanuae

% 33LetsKLetsK % 33How shall we do this8KHow shall we do this8K

% 33& thin#@ 7hat do you thin#8K& thin#@ 7hat do you thin#8K

33& would li#e K& would li#e K

$ypes of /onflict$ypes of /onflict



7ithin an indi6idual7ithin an indi6idual

,etween two indi6iduals,etween two indi6iduals

7ithin a team of indi6iduals7ithin a team of indi6iduals

,etween two or more teams within an,etween two or more teams within an

oranizationoranization

/auses of conflict/auses of conflict



/onflict of aims( different oals/onflict of aims( different oals /onflict of ideas( different/onflict of ideas( different

interpretationsinterpretations

/onflict of attitudes ( different/onflict of attitudes ( differentopinionsopinions

/onflict of beha6ior( different/onflict of beha6ior( different

beha6iors are unacceptablebeha6iors are unacceptable

?taes of /onflict?taes of /onflict



/onflict arises/onflict arisesPositions are stated and hardenedPositions are stated and hardened

Actions! puttin into action theirActions! puttin into action their

chosen planchosen plan

>esolution888>esolution888

Pre6entin /onflictPre6entin /onflict



Assess positi6e and neati6eAssess positi6e and neati6epersonality traits of people in6ol6edpersonality traits of people in6ol6ed

Determine personality typeDetermine personality type

% Aressi6eAressi6e % ?ubmissi6e?ubmissi6e

% Asserti6eAsserti6e

Assess if people are intro6ert orAssess if people are intro6ert orextro6erts...extro6erts...




>e6iew past conflicts>e6iew past conflictsAssess communication s#ills of thoseAssess communication s#ills of those

in6ol6edin6ol6ed

>ead body lanuae of participants>ead body lanuae of participants




$ry to reduce conflict$ry to reduce conflict % >ealize that communication is colored by>ealize that communication is colored by

personal experience! beliefs! fear!personal experience! beliefs! fear!

preNudicespreNudices

% $ry to be neutral$ry to be neutral

% Plan the timin and place of thePlan the timin and place of the

con6ersationcon6ersation

% >ealize that outside stress may add to>ealize that outside stress may add toconfrontationconfrontation

% Eliminatereduce external interruptionsEliminatereduce external interruptions




Manae the lanuae usedManae the lanuae used

% Ceutral 6s. loaded wordsCeutral 6s. loaded words

% >educe technical lanuae>educe technical lanuae

% Allow for cultural differences in lanuaeAllow for cultural differences in lanuae

% 7ords may ha6e different meanins for7ords may ha6e different meanins for

different people@as# them to elaboratedifferent people@as# them to elaborate

Aids to /ommunicationAids to /ommunication



Listen Acti6elyListen Acti6ely>elax>elax

)bser6e body)bser6e body

lanuaelanuae

De6elop interest inDe6elop interest in

others interestsothers interests

As# for clarificationAs# for clarification

Plan what you arePlan what you are

oin to sayoin to say

$ailor words to$ailor words topersonperson

Determine the bestDetermine the best

timintimin

Determine the bestDetermine the best

placeplace

7hy is the7hy is the

con6ersationcon6ersationnecessarynecessary

Personalities who cause conflictPersonalities who cause conflict



Aressor Aressor Passi6ePassi6e

AbsenteeAbsentee

Error proneError prone

Ceati6e attitudeCeati6e attitude

/hatterbox/hatterbox

Do nothinDo nothin

Personalities who cause conflictPersonalities who cause conflict



nreliablenreliable$ime waster $ime waster

>esentful person>esentful person

7A/em method7A/em method



77hats botherin you8hats botherin you8

% -4hat do +ou 'ant to %sk the

person to do8

1heck in to see if 'hat +ou9ve asked

for can happen

EI is ,eing seen as an eCcellentEI is ,eing seen as an eCcellentme"ium to enhance theme"ium to enhance the

i t lt l " hii t lt l " hi



en(ironment- culture- lea"ershipen(ironment- culture- lea"ership

an" team "ynamic within anan" team "ynamic within anorgani<ation;organi<ation;

4uote4uote339 b l ti9 b l ti



3 3 9ou can buy peoples time; you can 9ou can buy peoples time; you can

buy their physical presence at abuy their physical presence at a

i6en place; you can e6en buy ai6en place; you can e6en buy a

measured number of muscularmeasured number of muscular

motions per hour. ,ut you cannotmotions per hour. ,ut you cannotbuy enthusiasm@you cannot buybuy enthusiasm@you cannot buy

loyalty@you cannot buy the de6otionloyalty@you cannot buy the de6otion

of their hearts. $his you must earn.%of their hearts. $his you must earn.%

Emotional :m,i(alence fuelsEmotional :m,i(alence fuelsorgani<ational successorgani<ational success



g

"reativity Innovation & Emotional"reativity Innovation & EmotionalIntelligence #$Intelligence #$

People who are emotionally ambivalent %People who are emotionally ambivalent %

simultaneously feeling positive andsimultaneously feeling positive andnegative emotions % tend to be morenegative emotions % tend to be more

creative in the workplace than those whocreative in the workplace than those who

feel ust happy or sad, or lack emotion atfeel ust happy or sad, or lack emotion at

all, according to a new study.all, according to a new study.



The task of the lea"er is to get hisThe task of the lea"er is to get hispeople from where they are to wherepeople from where they are to wherethey ha(e not ,eenthey ha(e not ,een 5enry Nissinger 5enry Nissinger

Lea"ers in Emotional IntelligenceLea"ers in Emotional Intelligence

http://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=3

http://www.theimageworks.com/htm/table3.htm



7olid ,pure human

relations and support are

the ey to any success

$alal Abu 2hazaleh

omin& to&ether is a

be&innin&1 eepin& to&ether

is pro&ress1 worin&

to&ether is success.

Henry 'ord

<irst they i&nore you,

then they lau&h at you,

then they fi&ht you,

then you win

Mohandas 2andhi ersonality is reduced and deformed

with depleted thou&hts and sta&nant

mind.

7ing 5ussein

I have found that bein&honest is the best

technique I can use.

Mi&ht up front, tell people

what you're tryin& to

accomplish and what

you're doin&... LeeLee

&acocca&acocca

In times of rapid chan&e,

e*perience could be your

worst enemy.

. Paul 2etty

7uccess is a lousy teacher. It

seduces smart people into

thinin& they can't lose . ,ill

2ates

ou achieve+our goals 'itha smile or alaugh. .

The + Lea"ers 9oles in EIThe + Lea"ers 9oles in EI

http://www.brainyquote.com/quotes/quotes/h/henryford121997.html

http://www.brainyquote.com/quotes/quotes/j/jpaulgett150859.html

http://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_8mww

http://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=3

http://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=3

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1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Efective RELATIONSHIS

The O 9euirements forThe O 9euirements forLea"ership Beha(iorLea"ership Beha(ior



Lea"ership Beha(iorLea"ership Beha(ior

1- Sho!" Enthu"ia"#

2- Su$$ort" Other eo$le% &eco#e 'enuinel( intere"te) inother $eo$le* - +ale ,arnegie

3- Recognie in)ivi)ual efort"% 'ive hone"t. "incerea$$reciation* . +ale ,arnegie




/- Li"ten to in)ivi)ual0" i)ea" an) $role#"

% &e a goo) li"tener Encourage other" total aout the# "elve"* . +ale ,arnegie

Ignoring.

reten)ing .

Selective .

E#$athetic

The O 9euirements forThe O 9euirements for



Lea"ership Beha(iorLea"ership Beha(ior4- rovi)e )irection% A" 5ue"tion" in"tea) o6 giving or)er"*.

+ale ,arnegie

7- Encourage% Let the other $er"on 6eel" the i)ea i" hi"

or her* 8 +ale ,arnegie

% 9"e encourage#ent Mae the 6ault"ee# ea"( to correct* +ale ,arnegie




Lea"ership Beha(iorL p

:- +evelo$ other $eo$le

LEA+ERS create LEA+ERS

The + Lea"ers ToolsThe + Lea"ers Tools



DeleationDeleation

/oachin/oachin

EmpowermentEmpowerment

Inspire" to ,ecome a lea"er…Inspire" to ,ecome a lea"er…%T:9T )6W%T:9T )6W



11Have a )rea# ;VISIONHave a )rea# ;VISION

22'A anal("i" ;SEL< A=ARNESS'A anal("i" ;SEL< A=ARNESS

33lan ;SMART lan ;SMART

/ / Act ; ENTH9SIASM Act ; ENTH9SIASM

44Evaluate ; RE,HAR'E >O9R &ATTERIESEvaluate ; RE,HAR'E >O9R &ATTERIES

Emotional IntelligenceEmotional IntelligenceManagement *ompetenciesManagement *ompetencies



!ithout emotional intelligence management !ithout emotional intelligence managementcompetencies , the e'ecutive or manager is morecompetencies , the e'ecutive or manager is morelikely to derail.likely to derail.

!ith these emotional intelligence management !ith these emotional intelligence managementcompetencies, managers and e'ecutives arecompetencies, managers and e'ecutives are

more likely to receive performance basedmore likely to receive performance based bonuses, higher salaries overall, and e'perience bonuses, higher salaries overall, and e'periencegreater ob security.greater ob security.

ere s w y t ese eig t emotionaere s w y t ese e g t emot onaintelligence management competenciesintelligence management competenciesualities are so important nowualities are so important now



#elf$awareness and accurate #el f$awareness and accurateself$assessment:sel f$assessment: Without self7awareness and Without self7awareness andaccurate self7assessment,accurate self7assessment,e.ecutives and managers wille.ecutives and managers will

be too !uic" to get irritated be too !uic" to get irritated

with others, will create with others, will createproblems in their wor"problems in their wor"relationships and in theirrelationships and in theirpersonal relationships, willpersonal relationships, willcome across as abrasive,come across as abrasive,

won’t be able to admit won’t be able to admitmista"es or accept useful,mista"es or accept useful,realistic criticism, and won’trealistic criticism, and won’thave a realistic awareness ofhave a realistic awareness oftheir strengths or limitationstheir strengths or limitations

Initiati(e Initiati(e



E*ecutives and mana&ers whoE*ecutives and mana&ers whoare rather low in initiative ill beare rather low in initiative ill berespondin& to events, rather thanrespondin& to events, rather thanbein& proactive, thereby findin&bein& proactive, thereby findin&themselves in continual crisisthemselves in continual crisis

mode. lus when leaders arenBtmode. lus when leaders arenBtutiliCin& initiative, they may fail toutiliCin& initiative, they may fail toseiCe strate&ic opportunities,seiCe strate&ic opportunities,either because they havenBteither because they havenBtstarted their analysis and plannin&started their analysis and plannin&

process early enou&h or becauseprocess early enou&h or becausethey may resist tain& even wellthey may resist tain& even wellcalculated riss.calculated riss.

%oun" "ecisionmaking%oun" "ecisionmaking



If a mana&er or e*ecutive isIf a mana&er or e*ecutive islow in their ability to maelow in their ability to maesound decisions this will onlysound decisions this will onlybe accentuated in a period ofbe accentuated in a period of&reat uncertainty and&reat uncertainty and

turbulence. E*ecutives low inturbulence. E*ecutives low inthis area may spend morethis area may spend moretime than they can afford to intime than they can afford to inanalysis, may notanalysis, may notdemonstrate the coura&e todemonstrate the coura&e to

mae choices, may avoidmae choices, may avoidtain& responsibility, and maytain& responsibility, and maylac the commitment tolac the commitment toe*ecute a decision fully.e*ecute a decision fully.

EmpathyEmpathy



When mana&ers and e*ecutivesWhen mana&ers and e*ecutivesdonBt demonstrate enou&hdonBt demonstrate enou&hempathy in times of uncertainty orempathy in times of uncertainty orcrisis, they will liely be seen ascrisis, they will liely be seen asindifferent, uncarin& and in4indifferent, uncarin& and in4

authentic % all of which will maeauthentic % all of which will maeemployees be less cooperativeemployees be less cooperativeand less communicative. $heand less communicative. $hemana&er may be left feelin&mana&er may be left feelin&misunderstood, and will havemisunderstood, and will have

difficulty Freadin&G theirdifficulty Freadin&G theiremployeesemployees

*ommunication*ommunication



#anagers and e.ecutives will be#anagers and e.ecutives will behampered to an e.traordinaryhampered to an e.traordinarydegree if they don’t use ade!uatedegree if they don’t use ade!uatecommunication s"ills duringcommunication s"ills duringturbulent times (y notturbulent times (y notcommunicating well enoughcommunicating well enoughmanagers will tend to avoidmanagers will tend to avoid

getting into dialogue aboutgetting into dialogue aboutimportant issues, will often onlyimportant issues, will often onlycommunicate good news and willcommunicate good news and willtend to try to hide bad news –tend to try to hide bad news –hurting trust, and will have greathurting trust, and will have greatdifficulty in managingdifficulty in managingcomplicated issues In addition,complicated issues In addition,they will appear unavailable andthey will appear unavailable anduncaring to others, which willuncaring to others, which willhurt teamwor" and cooperationhurt teamwor" and cooperation

InfluenceInfluence



!hen e'ecutives and managers !hen e'ecutives and managersare low in the managementare low in the managementcompetency of influence they willcompetency of influence they willfail to leave the right impression,fail to leave the right impression, will tend to alienate others rather will tend to alienate others rather

than getting support, may end upthan getting support, may end up working too independently and working too independently andeven against the group, and willeven against the group, and willhave difficulty motivating thehave difficulty motivating thegroup (uickly enough to addressgroup (uickly enough to addressthe eminent challengethe eminent challenge

:"apta,ility:"apta,ility



7ithout rampin up the ability to be7ithout rampin up the ability to bemore adaptable in a time ofmore adaptable in a time ofturbulence and uncertainty manyturbulence and uncertainty manyexecuti6es and manaers will tend toexecuti6es and manaers will tend torespond neati6ely to new! chaninrespond neati6ely to new! chaninsituations. &n addition! they maysituations. &n addition! they mayshow emotional strain to othersshow emotional strain to others

when they ha6e to shift priorities;when they ha6e to shift priorities;tend to express! or simmer with!tend to express! or simmer with!frustration with chane O e6en if it isfrustration with chane O e6en if it isfor a positi6e purpose; will ha6efor a positi6e purpose; will ha6edifficulty adaptin their responsesdifficulty adaptin their responsesand tactics to fit the emerinand tactics to fit the emerincircumstances; and ultimately willcircumstances; and ultimately willoften be hesitant in ta#in on newoften be hesitant in ta#in on newchallenes.challenes.

%elfmanagement%elfmanagement



When mana&ers orWhen mana&ers ore*ecutives have low self4e*ecutives have low self4mana&ement they tend tomana&ement they tend toreact impulsively inreact impulsively instressful situations,stressful situations,possibly &et overlypossibly &et overly

stressed, an&ry or upsetstressed, an&ry or upsetwhen facin& rapidlywhen facin& rapidlychan&in& situations orchan&in& situations orconflict at wor1 andconflict at wor1 andsometimes respond tosometimes respond to

problems in a noproblems in a noconstructive manner %constructive manner %which often causeswhich often causesunwanted consequences.unwanted consequences.

:"(ice on @sing:"(ice on @sing



Emotional IntelligenceEmotional Intelligencein 3our Lifein 3our Life

Do not undermineDo not undermineyour worth byyour worth by

comparing yourselfcomparing yourself



p g yp g y

with others+with others+t is because we aret is because we are

dierent that eachdierent that each

of us is special+of us is special+6o not set +our goals6o not set +our goals

b+ 'hat other peopleb+ 'hat other people

deem important.deem important.

,nl+ +ou kno' 'hat,nl+ +ou kno' 'hat

is best for +ou;.is best for +ou;.

6o not let +our life6o not let +our lifeslip through +ourslip through +our

$ngers b+ living in$ngers b+ living in

the past nor for thethe past nor for the



6o not give up 'hen6o not give up 'hen

+ou still have+ou still havesomething to give.something to give.

Nothing is reall+Nothing is reall+

over until theover until the

moment +ou stopmoment +ou stop

tr+ing.tr+ing.

#t is a fragile thread#t is a fragile thread

th t bi d tth t bi d t

e pas o o ep

future.future.)+ living +our life)+ living +our life

one da+ at a time0one da+ at a time0

+ou live all the da+s+ou live all the da+s

of +our life.of +our life.

6o not shut6o not shut

6o not be afraid to6o not be afraid toencounter risks. #t isencounter risks. #t is

b+ taking chancesb+ taking chances

th t l h tth t l h t



6o not shut6o not shut

love out of +ourlove out of +ourlife b+ sa+ing itlife b+ sa+ing it

is impossible tois impossible to

$nd. The$nd. The<uickest 'a+ to<uickest 'a+ to

receive love isreceive love is

to give love=to give love=the fastest 'a+the fastest 'a+

to lose love isto lose love is

to hold it tooto hold it too

that 'e learn ho' tothat 'e learn ho' to

be brave.be brave.

+our+ourdreams.dreams.

To beTo be



To beTo be

'ithout'ithout

dreams isdreams is

to beto be

'ithout'ithouthope= tohope= to

bebe

'ithout'ithouthope is tohope is to

bebe

'ithout'ithout

6o not run through life so6o not run through life sofast that +ou forget not onl+fast that +ou forget not onl+

'here +ou have been0 but'here +ou have been0 but

also 'here +ou are goingalso 'here +ou are going.



*ife is not a race0 but a ourne+ to*ife is not a race0 but a ourne+ to

be savoredbe savored

also 'here +ou are going.also 'here +ou are going.



*ust do it+RRMany of lifes failures are people who did notMany of lifes failures are people who did not

realize how close they were to success whenrealize how close they were to success when

they a6e up.they a6e up.

$. Edison$. Edison

*onclusion*onclusion



Thus in today's scenario its veryThus in today's scenario its veryimportant for any manager orimportant for any manager ore.ecutive to learn this s"ill of e.ecutive to learn this s"ill of Emotional &ntellienceEmotional &ntellience

We all can be emotionally intelligent We all can be emotionally intelligent by practicing it as it is a very much by practicing it as it is a very muchtrainable s"illtrainable s"ill

ets learn it and use it forets learn it and use it fororgani*ational as well as for ourorgani*ational as well as for ourpersonal successpersonal success

36543655-emotional-intelligence-2.ppt

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