caruso
TRANSCRIPT
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 1
The Emotionally IntelligentManager
David R. Caruso
Thank you …
John (Jack) MayerPeter Salovey
Chuck Wolfe
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 2
Managing with Emotion
• Need (2 / 3/ 4) volunteer managers
• And their teams . . .
• Managers: lead the team in a task.– Managers given same objective.
– Timing
• Team: participate.
Discussion
• Enjoy the task?
• Was it a good experience?
• Were you effective?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 3
Managing with Emotion
• Teams had nearly identical instructions
• How did they vary?
FeelingNegative Positive
Low
10
Energy5
1 5 10
High
How are you?
Mood Meter
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 4
Does it matter?
• How do we feel?• Does it matter?• Are we
– Focused on possibilities– Focused on problems– Will today be productive
How are you thinking?What are you thinking about?
Ken and Roberta: Ken
• Ken: a leader of critical productdevelopment team
• Team Meeting: Low morale
• Ken, with his dynamic and enthusiasticstyle, was able to generate a sense of hopeand excitement.
• Result? Team members reported a gooddeal of progress.
• Predicted that the product effort wouldcome in under or at budget, and on time.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 5
How does teamfeel now?
How does thisfeeling impacttheir thinking?
How did theirfeelings change?
What did Kendo?
Questions
1
2
3
4
• Roberta’s team: excited by their progress
• But Roberta was low-key and negative
Ken and Roberta: Roberta
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 6
How does teamfeel now?
How does thisfeeling impacttheir thinking?
How did theirfeelings change?
What did Robertado?
Questions
1
2
3
4
• Result? Team focused on negatives anddetails.
• Feeling down, team members started tofocus on problems relating to productquality and timing.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 7
Questions
Between Ken and Roberta, which one doyou feel is the better manager? Why?
Which manager would you prefer to workfor? Why?
Ken and Roberta
• Ken's project failed miserably.
• Roberta‘s project succeeded.
• Ken: serious quality problemsundetected.
• Roberta's team discovered andaddressed issues much sooner inthe development cycle.
Ken and Roberta - Outcome
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 8
• Questions
• Which manager was more effective?
• Why?
Ken and Roberta
Can you think of a team situationwhere a negative mood was helpfuland appropriate?
Can you think of a team situationwhere a negative mood was nothelpful or constructive?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 9
• Roberta takes over from Ken.
• Meetings negatively charged.
• Team focuses on problems.
• They discover quality issues andscheduling problems previouslyoverlooked.
Roberta – Part 2
How does teamfeel?
How does thefeeling impacttheir thinking?
Why do they feelthis way? Ifthings continue,what will happento the team?
What does theteam leader needto do?
Questions
1
2
3
4
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 10
• Roberta manages emotions of team.
• Thorough problem diagnosisconducted.
• Now, she praises and supports team.
• Enhances the team’s mood.
• Team begins creative idea generationand problem resolution.
Roberta – Part 3
• “It is up to us to figure out just what wecan do about these problems. Thisteam has the brains, talent, and spirit toaccomplish this objective.”
Roberta – Inspires
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 11
• Team lists critical issues seriously
• Generates ideas openly.
• Evaluates ideas critically.
• Implements solutions with vigor.
Roberta – Results
• Ken created a positive mood.
• Team generated new and creative ideas,
• But did not focus on details.
• Roberta matched the mood to the task.
Lessons?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 12
Roberta: An EmotionallyIntelligent Manager
• Identified how her team felt.
• Used the power of a negative mood to focuson problem diagnosis, not possibilities.
• Understood how a negative style wouldimpact the team.
• Managed the team mood to focus on detailswhen necessary and on the big picture whenappropriate.
Identify Emotions - accurately identify own andother’s emotions
Use Emotions to Facilitate Thought – emotions helpus to think
Understand Emotions – emotions have causes andchange in meaningful ways
Manage With Emotions - use the wisdom and data ofemotions to make ideal decisions. EMOTIONSCONTAIN DATA.
The Ability Model of EI
(After Mayer & Salovey, 1997)
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 13
What about us, now?
How does eachteam feel ?
How will thisfeeling impacttheir thinking?
If feelingscontinue, as-is,what will be theoutcome ?
What do we do ?
Questions
1
2
3
4
2- UseEmotions influence
thinkingMatch of emotion to task
3- UnderstandMeaning of emotions understood
What-if analysis
4- ManageStay open to emotionsIntegrate into thinking
1- IdentifyAware of emotionsExpress emotions
EmotionalIntelligence
Please re-form intoteams.
Need to create amood to join a strong,positive unit for eachgroup.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 14
1 – Identify Emotions - accurately identify own andother’s emotions
• Carefully monitor and accurately identify ownemotions
• Recognize emotions in other people and in otherobjects
• Express feelings accurately
• Sensitive to false or manipulative emotionalexpression
Mood Meter
EmotionNegative PositiveLow
10
Energy5
1 5 10
High
1 – Identify Emotions
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 15
2 - Use Emotions to Facilitate Thought- matchemotions to thinking
• Emotions direct a person's attention to importantchanges
• Emotionality helps consider multiple perspectives.
• Different forms of reasoning facilitated by differentkinds of moods
3 - Understand Emotions - causes and changes ofemotions
• Recognize families of emotions of various intensityand similarity
• What each emotion means in terms of relationships.
• Recognize the existence of complex emotions
• Reasoning about the progression of feelings ininterpersonal relationships
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 16
Emotions can be VERYcomplicated.
• Jill is content.
• She receives unexpected news.
• Jill feels __________ .
Understand Emotions
R. PlutchikAmerican Scientist, 2001.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 17
4 - Manage With Emotions – emotions contain data,stay open to the wisdom of feelings
• Stay open to feelings• Engage and disengage from emotion at appropriatetimes• Meta-evaluation: how clear, typical, acceptable, andinfluential one's mood is• Emotions are understood without exaggerating orminimizing their importance
2- UseEmotions influence
thinkingMatch of emotion to
task
3- UnderstandMeaning of emotions understood
What-if analysis
4- ManageStay open to emotionsIntegrate into thinking
1- IdentifyAware of emotionsExpress emotions
EmotionalIntelligence
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 18
Can we measure these abilities?
Test your Emotional Intelligence
A sample EI ability-test . . . .
Section A (Faces)
1 2 3 4 5
1. No Happiness 1 2 3 4 5
2. No Fear
ExtremeHappiness
ExtremeFear
What emotions are expressed by this face?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 19
a. tension 1 2 3 4 5
b. anger 1 2 3 4 5
c. contentment 1 2 3 4 5
Not Useful Useful
Section B (Facilitation)
What mood(s) might be helpful to feel whentrying to discover the best points about theability model of EI ?
Josh felt anxious when he thought about all the
work he needed to do to get ready for a big
conference. He just received an e-mail that one
of the presenters canceled at the last minute,
and Josh had to create the presentation in just
one day. Now, he felt _______________.
Section C (Changes)
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 20
Action 1: He started to make a list of things at homethat he needed to do.
Action 2: He went for a run and began thinking aboutwhere and when he go on his next vacation.
Action 3: He decided it was best to ignore the feelingsince it wouldn’t last anyway.
a) Very ineffective b) Somewhat Ineffective c) Neutrald) Somewhat Effective e) Very Effective
Section D (Emotion Management)
Robert just came back from vacation. He was feelingpeaceful and content. How well would each actionpreserve his mood?
1. Happiness
1 2 3 4 5
2. Anger
Section E (Pictures)
How much is each feeling expressed by this picture?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 21
a. cold 1 2 3 4 5
b. blue 1 2 3 4 5
c. sweet 1 2 3 4 5
Not Alike Very Much Alike
Section F (Sensations)
Imagine feeling surprised because Geetusent you a birthday present that was totallyunexpected. How much is the feeling ofsurprise like each of the following?
a. surprise and angerb. anger and fearc. anxiety and feard. disgust and angere. hatred and guilt
Section G (Blends)
SelectOne:
The feeling of contempt that some executives
have when hearing about the importance of
emotional skills in the workplace most closely
combines the emotions _______________.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 22
Response 1: Reuven tried to understand Annie’s new role,and in a week engaged her in a non-threateningdiscussion.
Response 2: Reuven ignored the feeling, hoping it wouldgo away.
a. Very ineffective b. Somewhat ineffective c. Neutral d. Somewhat effective e. Very effective
Section H (Emotional Relationships)
Reuven and Annie are friends at work. Recently, Anniewas promoted and became Reuven’s manager.Reuven felt that Annie had become very bossy. Howeffective would each of these strategies be to helpReuven maintain a good relationship with Annie?
Scoring An EI Ability Test
• An intelligence / ability test assumesthere are correct answers.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 23
Can there be right and wronganswers to emotions?
¸ Emotions provide critical information about the world.
¸ Evolutionary basis of emotions
¸ Emotions help us communicate
¸ There will be better – and worse – answers.
¸ Not all emotion-based questions can be scored
objectively !
So scoring an EI ability test differs fromscoring traditional intelligence tests
• Consensus: What does the group say?
• Expert: What does emotionsliterature say?
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 24
Identify Emotions- Faces- Pictures
Use Emotions (To Facilitate Thought)- Sensations- Facilitation
Understand Emotions- Blends- Changes
Manage Emotions- Emotion Management- Emotional Relationships
• Feedback:– Can be a VERY big
surprise!
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 25
If you’re good at it: teach how to leverage.
If you’re not so good:and if it’s important, develop remedialstrategy or enhance the skill
Teach and use the PROCESS:The Emotional Blueprint (Described inThe Emotionally Intelligent Manager)
Take The EI Manager Course
How are you and I feeling? Indicate how you and theother person feels right now.
How do I want you and I tofeel?
Are the feelings helping youto focus on the right things?If not, what feelings would bemore helpful?
Why are we feeling the way wedo?
What are you and I willing andable to do about changingthese feelings?
How are these feelings likelyto change?
How can we stay open to thewisdom in feelings? How canwe maintain or changefeelings
How are you and I feeling? Emotions contain data aboutpeople and the environment.
How does the feeling impactthinking? What mood wouldbe most helpful?
Feelings influence how wethink and what we think about.
Why are we feeling the way wedo and how might the feelingschange?
What are we able to do –and what are we willing to do -to keep or change thesefeelings?
Emotions have underlyingcauses, and they followcertain rules.
Optimal decisions and actionsneed to blend thinking withthe wisdom in feelings.
Questions to Ask Scientific Basis
Our model provides a four-step general problem-solving approach.
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 26
Applying EI: You can create an emotionalblueprint for any core management
function.
• Staff: Select
• Develop: Performance Feedback
• Build: Effective teams
• Plan: Set objectives, forecasting
• Lead: Motivate, delegate, and managechange
FeelingNegative Positive
Low
10
Energy5
1 5 10
High
How are you now?
Mood Meter
David Caruso: Slides from NexusEQ 2004
©2004 David Caruso, distributed to conference delegates by permission 27
ResourcesThe Emotionally Intelligent Manager (www.EImanager.com)
MSCEIT Certification WorkshopNext date: March 3-4-5 2004 with a discountfor Nexus 2004 attendees.(www.Emotionaliq.com/Workshop.htm)
ContactDavid Caruso: [email protected]