Caruso

David Caruso: Slides from NexusEQ 2004
2004 David Caruso, distributed to conference delegates by permission 1

The Emotionally Intelligent
Manager
David R. Caruso
Thank you
John (Jack) Mayer
Peter Salovey
Chuck Wolfe
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?
Managing with Emotion
Teams had nearly identical instructions
How did they vary?
Feeling Negative Positive
Low
10
Energy
5
1 5 10
High
How are you?
Mood Meter
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 product
development team
Team Meeting: Low morale
Ken, with his dynamic and enthusiastic
style, was able to generate a sense of hope
and excitement.
Result? Team members reported a good
deal of progress.
Predicted that the product effort would
come in under or at budget, and on time.
How does team
feel now?
How does this
feeling impact
their thinking?
How did their
feelings change?
What did Ken
do?
Questions
1
2
3
4
Robertas team: excited by their progress
But Roberta was low-key and negative
Ken and Roberta: Roberta
How does team
feel now?
How does this
feeling impact
their thinking?
How did their
feelings change?
What did Roberta
do?
Questions
1
2
3
4
Result? Team focused on negatives and
details.
Feeling down, team members started to
focus on problems relating to product
quality and timing.
Questions
Between Ken and Roberta, which one do
you feel is the better manager? Why?
Which manager would you prefer to work
for? Why?
Ken and Roberta
Ken's project failed miserably.
Robertas project succeeded.
Ken: serious quality problems
undetected.
Roberta's team discovered and
addressed issues much sooner in
the development cycle.
Ken and Roberta - Outcome
Questions
Which manager was more effective?
Why?
Ken and Roberta
Can you think of a team situation
where a negative mood was helpful
and appropriate?
Can you think of a team situation
where a negative mood was not
helpful or constructive?
Roberta takes over from Ken.
Meetings negatively charged.
Team focuses on problems.
They discover quality issues and
scheduling problems previously
overlooked.
Roberta Part 2
How does team
feel?
How does the
feeling impact
their thinking?
Why do they feel
this way? If
things continue,
what will happen
to the team?
What does the
team leader need
to do?
Questions
1
2
3
4
Roberta manages emotions of team.
Thorough problem diagnosis
conducted.
Now, she praises and supports team.
Enhances the teams mood.
Team begins creative idea generation
and problem resolution.
Roberta Part 3
It is up to us to figure out just what we
can do about these problems. This
team has the brains, talent, and spirit to
accomplish this objective.
Roberta Inspires
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?
Roberta: An Emotionally
Intelligent Manager
Identified how her team felt.
Used the power of a negative mood to focus
on problem diagnosis, not possibilities.
Understood how a negative style would
impact the team.
Managed the team mood to focus on details
when necessary and on the big picture when
appropriate.
Identify Emotions - accurately identify own and
others emotions
Use Emotions to Facilitate Thought emotions help
us to think
Understand Emotions emotions have causes and
change in meaningful ways
Manage With Emotions - use the wisdom and data of
emotions to make ideal decisions. EMOTIONS
CONTAIN DATA.
The Ability Model of EI
(After Mayer & Salovey, 1997)
What about us, now?
How does each
team feel ?
How will this
feeling impact
their thinking?
If feelings
continue, as-is,
what will be the
outcome ?
What do we do ?
Questions
1
2
3
4
2- Use
Emotions influence
thinking
Match of emotion to task
3- Understand
Meaning of emotions understood
What-if analysis
4- Manage
Stay open to emotions
Integrate into thinking
1- Identify
Aware of emotions
Express emotions
Emotional
Intelligence
Please re-form into
teams.
Need to create a
mood to join a strong,
positive unit for each
group.
1 Identify Emotions - accurately identify own and
others emotions
Carefully monitor and accurately identify own
emotions
Recognize emotions in other people and in other
objects
Express feelings accurately
Sensitive to false or manipulative emotional
expression
Mood Meter
Emotion
Negative Positive
Low
10
Energy
5
1 5 10
High
1 Identify Emotions
2 - Use Emotions to Facilitate Thought- match
emotions to thinking
Emotions direct a person's attention to important
changes
Emotionality helps consider multiple perspectives.
Different forms of reasoning facilitated by different
kinds of moods
3 - Understand Emotions - causes and changes of
emotions
Recognize families of emotions of various intensity
and similarity
What each emotion means in terms of relationships.
Recognize the existence of complex emotions
Reasoning about the progression of feelings in
interpersonal relationships
Emotions can be VERY
complicated.
Jill is content.
She receives unexpected news.
Jill feels __________ .
Understand Emotions
R. Plutchik
American Scientist, 2001.
4 - Manage With Emotions emotions contain data,
stay open to the wisdom of feelings
Stay open to feelings
Engage and disengage from emotion at appropriate
times
Meta-evaluation: how clear, typical, acceptable, and
influential one's mood is
Emotions are understood without exaggerating or
minimizing their importance
2- Use
Emotions influence
thinking
Match of emotion to
task
3- Understand
Meaning of emotions understood
What-if analysis
4- Manage
Stay open to emotions
Integrate into thinking
1- Identify
Aware of emotions
Express emotions
Emotional
Intelligence
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
Extreme
Happiness
Extreme
Fear
What emotions are expressed by this face?
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 when
trying to discover the best points about the
ability 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)
Action 1: He started to make a list of things at home
that he needed to do.
Action 2: He went for a run and began thinking about
where and when he go on his next vacation.
Action 3: He decided it was best to ignore the feeling
since it wouldnt last anyway.
a) Very ineffective b) Somewhat Ineffective c) Neutral
d) Somewhat Effective e) Very Effective
Section D (Emotion Management)
Robert just came back from vacation. He was feeling
peaceful and content. How well would each action
preserve his mood?
1. Happiness
1 2 3 4 5
2. Anger
Section E (Pictures)
How much is each feeling expressed by this picture?
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 Geetu
sent you a birthday present that was totally
unexpected. How much is the feeling of
surprise like each of the following?
a. surprise and anger
b. anger and fear
c. anxiety and fear
d. disgust and anger
e. hatred and guilt
Section G (Blends)
Select
One:
The feeling of contempt that some executives
have when hearing about the importance of
emotional skills in the workplace most closely
combines the emotions _______________.
Response 1: Reuven tried to understand Annies new role,
and in a week engaged her in a non-threatening
discussion.
Response 2: Reuven ignored the feeling, hoping it would
go 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, Annie
was promoted and became Reuvens manager.
Reuven felt that Annie had become very bossy. How
effective would each of these strategies be to help
Reuven maintain a good relationship with Annie?
Scoring An EI Ability Test
An intelligence / ability test assumes
there are correct answers.
Can there be right and wrong
answers 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 from
scoring traditional intelligence tests
Consensus: What does the group say?
Expert: What does emotions
literature say?
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!
If youre good at it: teach how to leverage.
If youre not so good:
and if its important, develop remedial
strategy or enhance the skill
Teach and use the PROCESS:
The Emotional Blueprint (Described in
The Emotionally Intelligent Manager)
Take The EI Manager Course
How are you and I feeling?
Indicate how you and the
other person feels right now.
How do I want you and I to
feel?
Are the feelings helping you
to focus on the right things?
If not, what feelings would be
more helpful?
Why are we feeling the way we
do?
What are you and I willing and
able to do about changing
these feelings?
How are these feelings likely
to change?
How can we stay open to the
wisdom in feelings? How can
we maintain or change
feelings
How are you and I feeling?
Emotions contain data about
people and the environment.
How does the feeling impact
thinking? What mood would
be most helpful?
Feelings influence how we
think and what we think about.
Why are we feeling the way we
do and how might the feelings
change?
What are we able to do
and what are we willing to do -
to keep or change these
feelings?
Emotions have underlying
causes, and they follow
certain rules.
Optimal decisions and actions
need to blend thinking with
the wisdom in feelings.
Questions to Ask Scientific Basis
Our model provides a four-step general problem-
solving approach.
Applying EI: You can create an emotional
blueprint for any core management
function.
Staff: Select
Develop: Performance Feedback
Build: Effective teams
Plan: Set objectives, forecasting
Lead: Motivate, delegate, and manage
change
Feeling Negative Positive
Low
10
Energy
5
1 5 10
High
How are you now?
Mood Meter
Resources
The Emotionally Intelligent Manager
(www.EImanager.com)
MSCEIT Certification Workshop
Next date: March 3-4-5 2004 with a discount
for Nexus 2004 attendees.
(www.Emotionaliq.com/Workshop.htm)
Contact
David Caruso: David@emotionaliq.org
www.emotionaliq.com

Caruso

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David Caruso: Slides from NexusEQ 2004

2004 David Caruso, distributed to conference delegates by permission 1

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