how to transform organisational failure into positive results

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How To Transform Organisational Failure How To Transform Organisational Failure Into Powerful ResultsInto Powerful Results

Galba Bright’s 7 Laws of Emotional Intelligence In The Galba Bright’s 7 Laws of Emotional Intelligence In The Real WorldReal World

A BrightIdeas™ PresentationA BrightIdeas™ PresentationApril 2007April 2007

Copyright Copyright © Galba Bright & Associates © Galba Bright & Associates 2007 www.tuneupyoureq.com 2007 www.tuneupyoureq.com

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OverviewOverview

Galba Bright’s 7 Laws of Emotional IntelligenceGalba Bright’s 7 Laws of Emotional Intelligence Organisational BackgroundOrganisational Background The Leader’s Dilemma : The 4 D’sThe Leader’s Dilemma : The 4 D’s The Leader’s ChoicesThe Leader’s Choices Organisational ResultsOrganisational Results SummarySummary Follow up Questions Follow up Questions


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Galba Bright’s 7 Laws of Emotional Galba Bright’s 7 Laws of Emotional IntelligenceIntelligence

#1: I am responsible for my own #1: I am responsible for my own feelings.feelings.

#2: I am responsible for my own #2: I am responsible for my own behaviour.behaviour.

#3: I always have choices about how I #3: I always have choices about how I respond to situations, events and respond to situations, events and people.people.

#4: No one can make me happy, #4: No one can make me happy, upset, angry etc. upset, angry etc.

#5: Identifying my choices empowers #5: Identifying my choices empowers me to take a fresh look at my me to take a fresh look at my behaviour.behaviour.

#6: Recognising my range of choices #6: Recognising my range of choices is an excellent way to start changing is an excellent way to start changing my behaviour for the better.my behaviour for the better.

#7: I can learn and practice new and #7: I can learn and practice new and more effective behaviours.more effective behaviours.


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EQ Tip #1EQ Tip #1

Solve work Solve work problems while problems while you’re asleep. you’re asleep. Ask your mind a question Ask your mind a question at the end of the day and at the end of the day and expect a meaningful expect a meaningful answer when you wake answer when you wake up.up.


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Concerns/IssuesConcerns/Issues

Review of Human Resource DevelopmentReview of Human Resource Development

Systems and Processes.Systems and Processes.

Need to establish update organisational Need to establish update organisational systems.systems.

How to deal with organisational How to deal with organisational

errors.errors.


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EQ Tip #1EQ Tip #1



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EQ Tip #1EQ Tip #1

Sip iced water Sip iced water throughout your throughout your working day.working day. If you drink If you drink as little as 4% – 5% as little as 4% – 5% below your optimal water below your optimal water requirements, your requirements, your concentration and concentration and performance can be performance can be reduced by as much as reduced by as much as 30%. 30%.


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EQ Tip #1EQ Tip #1



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EQ Tip #1EQ Tip #1



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EQ Tip #1EQ Tip #1



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The Leader’s Dilemma: 4 DsThe Leader’s Dilemma: 4 Ds

Denial – “everything’s fine”Denial – “everything’s fine” Defensiveness – “it wasn’t me !!!!”Defensiveness – “it wasn’t me !!!!” Deflection – “if only we had more money, Deflection – “if only we had more money,

resources etc.”resources etc.” Despair – “I give up”, “I can’t do anything”Despair – “I give up”, “I can’t do anything”


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The Leader’s Dilemma: 4 DsThe Leader’s Dilemma: 4 Ds

It is understandable that leaders sometimes It is understandable that leaders sometimes “shut down” and can’t get beyond the dilemma.“shut down” and can’t get beyond the dilemma.

Sadly, once this happens, individual and Sadly, once this happens, individual and organisational learning is impossible.organisational learning is impossible.

This results in even greater organisational This results in even greater organisational failure.failure.


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When You Give In To The 4 D’s, You Break When You Give In To The 4 D’s, You Break Laws #1 and #2 Laws #1 and #2

#1: I am responsible for my own feelings.#1: I am responsible for my own feelings. #2: I am responsible for my own #2: I am responsible for my own

behaviour.behaviour.


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The Leader’s ResponseThe Leader’s Response #1: I will commission a study.#1: I will commission a study.

#2: I will treat organisational failure #2: I will treat organisational failure as a learning experience.as a learning experience.

#3: I will teach my team to look at #3: I will teach my team to look at the situation in the same way.the situation in the same way.

#4: I will commission a retreat.#4: I will commission a retreat.

#5: I will encourage the team to be #5: I will encourage the team to be actively involved in finding actively involved in finding solutions.solutions.

#6: I will look for outside help to #6: I will look for outside help to help us achieve our goals.help us achieve our goals.


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The Leader’s ResponseThe Leader’s Response

My behaviour My behaviour is in keeping is in keeping with Galba with Galba Bright’s 7 Laws Bright’s 7 Laws of Emotional of Emotional Intelligence. Intelligence.


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Organisational ResultsOrganisational Results As of March 2007 60% of the revised organisational systems and processes As of March 2007 60% of the revised organisational systems and processes

have been implemented.have been implemented. The team has also identified additional improvements.The team has also identified additional improvements.

The team has designed and recommended a new organisation structure. The team has designed and recommended a new organisation structure. They are now awaiting external feedback and approval.They are now awaiting external feedback and approval.

The team has accepted the need for change.The team has accepted the need for change.

The team has reached a consensus that effective HR systems were critical The team has reached a consensus that effective HR systems were critical if the organisation was to perform more effectively.if the organisation was to perform more effectively.

Team members are highly committed to the proposed organisational Team members are highly committed to the proposed organisational changes.changes.


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ChallengesChallenges

Planning and organisational issues.Planning and organisational issues. Defining and formulating agendas.Defining and formulating agendas. Aligning agendas and methodology.Aligning agendas and methodology.

Financial constraints still preventingFinancial constraints still preventing

the financing of improvement projects.the financing of improvement projects.


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Lessons LearntLessons Learnt

The project sponsor set a positive, action-oriented tone.The project sponsor set a positive, action-oriented tone.

The project sponsor’s approach was authentic – she really did The project sponsor’s approach was authentic – she really did model her belief that mistakes are stepping stones.model her belief that mistakes are stepping stones.

The project sponsor drew on management literature to educate her The project sponsor drew on management literature to educate her team e.g. the books “Good to Great” and “Caterpillars Can Fly.”team e.g. the books “Good to Great” and “Caterpillars Can Fly.”

Participants were willing to take responsibility and get involved.Participants were willing to take responsibility and get involved.

A skilled facilitator can help participants to synthesise issues and A skilled facilitator can help participants to synthesise issues and ascribe meaning to events.ascribe meaning to events.


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SummarySummary

An effective leader must be aware of his/her emotions and how An effective leader must be aware of his/her emotions and how they affect the team.they affect the team.

Project sponsors’ management of her emotions was a critical Project sponsors’ management of her emotions was a critical factor in the success of the project.factor in the success of the project.

By effectively managing her emotions, she was able to make By effectively managing her emotions, she was able to make better choices and inspire her team.better choices and inspire her team.


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Galba Bright’s 7 Laws of Emotional Galba Bright’s 7 Laws of Emotional IntelligenceIntelligence

#1: I am responsible for my own #1: I am responsible for my own feelings.feelings.

#2: I am responsible for my own #2: I am responsible for my own behaviour.behaviour.

#3: I always have choices about how I #3: I always have choices about how I respond to situations, events and respond to situations, events and people.people.

#4: No one can make me happy, #4: No one can make me happy, upset, angry etc. behaviour.upset, angry etc. behaviour.

#5: Identifying my choices empowers #5: Identifying my choices empowers me to take a fresh look at my me to take a fresh look at my behaviour.behaviour.

#6: Recognising my range of choices #6: Recognising my range of choices is an excellent way to start changing is an excellent way to start changing my behaviour for the better.my behaviour for the better.

#7: I can learn and practice new and #7: I can learn and practice new and more effective behaviours.more effective behaviours.


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5 Questions For You5 Questions For You

Could the 7 Laws of Emotional Intelligence make you more effective Could the 7 Laws of Emotional Intelligence make you more effective at work?at work?

What are the barriers to implementing them in your work?What are the barriers to implementing them in your work?

How can you address these barriers?How can you address these barriers?

What will you do?What will you do?

When will you start?When will you start?


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Emotional Intelligence Products And ServicesEmotional Intelligence Products And Services

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Learning Programmes and Coaching Services.Learning Programmes and Coaching Services.

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how to transform organisational failure into positive results

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