Emotionally Intelligence Leadership

Otto Tawanda Chisiri

Otto Tawanda Chisiri . All rights reserved.

EMOTIONAL INTELLIGENCE TRAINING

Todays Training Will Help You

Understand emotional intelligence and why it is important to personal and professional success. Recognize five competencies you can work on to increase your level of emotional intelligence.

Listen to and employ your emotions for better decision making.

Show you care, and build trust by displaying sensitivity and concern.
Use your energy and enthusiasm to motivate others.

Introductory remarks

Success in the workplace is determined less by IQ and more by Emotional Intelligence (EI).

EI is necessary for people to work together in harmony towards the organisations goals

EI is largely learnt.

EI is nothing but maturity and character.

What is Emotional Intelligence?

Emotional intelligence is not about being nice all the time.
It is about being honest.

Emotional intelligence is not about being touchy-feely.

It is about being aware of your feelings, and those of others.
Emotional intelligence is not about being emotional.

It is about being smart with your emotions.

We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.

Daniel Goleman, Ph.D. Working with Emotional Intelligence

More potent predictors of career success were

Ability to handle frustrations manage own emotions manage own social skills

Do you know any highly intelligent

people who arent socially adept?

How do we view emotions?

chaotic haphazard superfluous incompatible with reason disorganized largely primitive resulting from the lack of effective adjustment

How do we view 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 processing may be an essential part of rational decision making

To Get at Emotion, Go Deep...

The main purpose of the innermost part of the brain is survival.

Amygdala is deep within the most elemental parts of the brain.

There is a Biological Purpose for Emotion

Signaling function (that we might take action) Promote unique, stereotypical patterns of physiological change Provide strong impulse to take action

Basic Emotions--presumed to be hard wired and physiologically distinctive

Joy Surprise Sadness

Anger
Disgust Fear

Evolutionary Advantage to Emotion

For example:
Fight or flight response but can basic emotions overwhelm rational thinking?

Neurobiology of Rationality
There are less obvious advantages to emotional experience. Emotion is emerging as an essential contributor to rational decision making.

Damasios work shows how neurobiology can help us understand the role of emotion in thinking. We constantly learn more about this important area.

Work like his underlies the concepts of emotional intelligence.

What is Emotional Intelligence (EI)?

The capacity for recognizing our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships.
Being nice Letting feelings hang out

It is no longer enough to lead by virtue of power alone.

Why EI is important

Good leadership works through emotions Emotions are important because of the open loop nature of the limbic system. Open loop system depends on external forces to regulate itself. People rely on connections with others for their emotional stability

The Emotional Process and Emotional Intelligence

Neo-Cortex (most recent evolution complex thought)

Awareness of Situation

Emotional Arousal Behavior

Amygdal (triggers emotional response)

 Negative emotions must be controlled Anger, anxiety and depression can divert attention from the task at hand. An upset person finds it difficult to empathise with others. On the other hand, positive emotions increase optimism, helpfulness and creativity. Emotionally intelligent leaders create resonance Advertisers target our emotions !!!!!!!!!!!!!!!!!!!.

 Effective leadership involves a combination of feeling and thought In many situations, especially during stress and emergency, the emotional centres command the rest of the brain The ability to sooth the surge of emotions particularly intense surges is an important skill.

 The brains design means that a person has little control over when he or she is swept by an emotional wave. However, through effort, behaviour change or even medication, individuals can exert control over how long and intensely an emotion will endure.

Fundamental Questions

1. What emotional resources do leaders need to thrive amidst chaos and turbulent change?

2. How do leaders create an emotional organizational climate that fosters creative innovations, change, performance, or lasting relationships?

Remember!
Emotional intelligence is not about being nice all the time.

It is about being honest.

Emotional intelligence is not about being touchy-feely.

It is about being aware of your feelings, and those of others.

Emotional intelligence is not about being emotional.

It is about being smart with your emotions.

DISCUSSION

In politics,(workplace) it is much safer to be feared than to be loved.

The prince The Prince

Do You Agree?

The Five Essential Competencies Of Emotional Intelligence

Self-Awareness Self-Regulation Self-Motivation Relate to Ourselves

Empathy Relate to Others Effective Relationships

Personal Benefits of Emotional Intelligence

Greater career success Stronger personal relationships

Increased optimism and confidence Better health

Professional Benefits of Emotional Intelligence

Effective leadership skills

Improved communication
Less workplace conflict

Better problem solving skills

Increased likelihood of promotion

What is Leadership?

SELF-ALIGNMENT

Self-Understanding Resiliency

Customer Orientation

Relationship Skills

Business Acumen
Project Leadership Managing Change

LEADERSHIP IN THE MIDDLE

Communication Coaching/Mentoring Actualizing Vision Conflict Management

INTEGRATION

WORKING WITH OTHERS

DISCUSSION Note How Many of the Leadership Competencies Rely On High Emotional Intelligence!

Good Leadership

The understanding of the nature of leadership has greatly developed during the last few decades. A position of leadership gives one an unusual degree of influence over others.

Good Leadership
Ones influence may be either positive or negative.

Studies in capitalist enterprises show that the actions of the leader account for up to 70 percent of employees perceptions of the climate of their organization.

Model to Develop Emotional Intelligence

How to Become an Emotionally Intelligent Leader?

The first step is to envision your ideal. Who do you want to be? What do you want to achieve in life? What do you want to achieve in your work? What do you want to give to the world?

Our Limitations
To change the world requires great struggle to overcome tremendous obstacles. Yet the greatest obstacles we will face are within:
our own limitations and bondages; our mental complexes and weaknesses.

To Overcome our Limitations

Self-analysis The spirit of struggle Inner change: superimpose jealousy with friendliness hatred with compassion, forgiveness envy with praise, encouragement pride, arrogance with humility

The Good - Description

Good Boss

Visionary Humorous Kind Appreciative Good communicator Clear, precise (communication) Hard worker Empathetic

Good team builder Positive Ethical Results-oriented (vs. process

)

The Bad - Descriptions

Bad Boss

Disrespectful Belligerent Demeaning Moody Negative Unethical Incompetent Discouraging

Self-absorbed

Inconsistent direction Vindictive Ego-maniac Prideful Manipulative Paranoid

The Good - Feelings

Good Boss

Empowered Enthusiastic Valued Energized Hopeful, Confident Safe, Relaxed Mutual admiration Respected Motivated to excel

The Bad - Feelings

Bad Boss

Little, small, demeaned Hopeless Stupid Drained Very Stressed Angry Fearful Depressed

Unappreciated Incompetent Rebellious Withdrawn Uncooperative Unproductive Eager to sabotage

Intent vs. Impact

People with highly-developed EI are aware of their IMPACT. They are acutely aware that the impact that behavior has on others can be different from what you intend or expect. People respond to you based upon what they perceive about your behavior, not what you think they perceive.

Developing Your Emotional Intelligence

Acting With Integrity Difficult choices occur Align choices with core values Negative impact from being out of alignment

If we knew nothing about a store except that employee attitudes had improved 5%, we could predict that its revenue would rise .5% above what it otherwise would have been.

--Sears executive, Harvard Business Review, January, 1998

Taking the time for mindfulness

Recognizing and naming emotions Understanding the causes of feelings

Nine Strategies for

Differentiating between emotion and the need to take action Preventing depression through learned optimism Managing anger through learned behavior or distraction techniques Listening for the lessons of feelings

Using gut feelings in decision making

Developing listening skills

Promoting Emotional Intelligence

Discussion

How can we strengthen competencies that are currently less-developed? How does this information shape the way we guide and interact with others? How does our understanding of behavior and motivations impact our EI? How can we use this information to be better leaders?

THE END

THANK YOU FOR YOUR ATTENTION

REMEMBER EI IS THE DIFFERENCE BETWEEN SUCCESS AND FAILURE

EXTRA SLIDES

EI Components-In more detail

EI Components-In more detail.

Self awareness
Knowing

what we Emotional are feeling at the awareness moment Accurate self Having a realistic assessment assessment of our Self confidence capabilities Being self confident

Self regulation

Controlling our emotions so that they do not interfere with the task at hand

Self

control Trustworthiness Conscientiousness Adaptability Innovation

Motivation

Moving

towards our

Achievement

goals drive Taking initiative Commitment Striving to improve Initiative Persevering in the face Optimism of setbacks and frustrations

Empathy

Sensing

what Understanding people are feeling others Understanding Developing others their perspective Service Cultivating rapport Leveraging Supporting diversity diversity Political awareness

Social skills

Handling

emotions in social relationships well Persuading and leading Negotiating Settling disputes for cooperation and teamwork

Communication Conflict

management Leadership Change agent Building bonds Collaboration and cooperation Team capabilities

Self Awareness

Emotions can be and often are unconscious as well as conscious. They begin before we are rationally aware of an oncoming feeling. Unconscious emotions can have a powerful effect on our thoughts and reactions, even though we are not aware of them. When we become conscious of these feelings, then we can evaluate and better control them. Therefore, self-awareness is the foundation for managing emotions, such as being able to shake off a bad mood.

Self Awareness
A self-aware person who knows that tight deadlines bring out the worst in him will plan his time carefully and get his work done well in advance. Someone who is highly self-aware will be able to be firm turning down a job offer that is tempting financially but does not fit with his principles or long-term goals.

 How can one recognize self-awareness? It shows itself as candor and an ability to assess oneself realistically. People with high self-awareness are able to speak accurately and openly about their emotions and the impact they have on their work One of the hallmarks of self-awareness is a self-deprecating sense of humor.

 Self- aware people know - and are comfortable talking about - their limitations and strengths, and they often demonstrate a thirst for constructive criticism. Self-aware people know well their capabilities and are less likely to set themselves up to fail by, for example, overstretching on assignments. They know when to ask for help. And the risks they take on the job are calculated. They won't ask for a challenge that they know they can't handle alone. They'll play to their strengths.

Emotional awareness
Understanding our emotions Understanding the links between our feelings and our thoughts and actions Realising how feelings affect performance

Self assessment
Awareness of our strengths and weaknesses Ability to reflect and learn from experience Openness to feedback Sense of humour Sense of perspective

Self confidence
Self assured presence Voicing unpopular views Decisiveness even under pressure and uncertainty

Self Regulation

Self-mastery and the ability to withstand emotional storms is a valuable competency. Managing emotions is a full-time job.

Many of the things we do every day, from work to recreation, are attempts to manage mood.
The signs of emotional self-regulation include reflection and thoughtfulness; comfort with ambiguity, change, an ability to say no to impulsive urges.

Self control
Controlling impulse Getting on top of distressing emotions Staying composed even under pressure Thinking clearly and staying focused under pressure

Trustworthiness
Acting ethically Reliable and authentic Ability to admit mistakes Ability to confront unethical actions Taking tough principled stands even if they are unpopular

Conscientiousness
Meeting commitments Keeping promises Self accountable Organised and careful in the workplace

Adaptability
Ability to handle multiple demands and shifting priorities and rapid change Adapting responses and tactics to fluid circumstances Flexibility in seeing and interpreting events Positive and cheerful disposition

Innovation
Seeking out new ideas from various sources Entertaining original solutions to problems Generating new ideas Taking fresh perspectives and risks in their thinking

Motivation

Positive motivation is crucial to achievement. Emotions determine motivation levels, ie how people get on in life because they can enhance or limit the capacity to use innate abilities. Such people seek out creative challenges, love to learn, and take great pride in a job well done. They also display an unflagging energy to do things better. They often seem restless with the status quo. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work

Achievement drive
Result orientation Setting challenging goals and taking calculated risks Always looking for ways to improve performance

Commitment
Focused on larger organisational goal Sense of purpose Aligned with core values of the organisation

Initiative
Readiness to seize opportunities Pursuing goals beyond what is ready or expected Cutting through red tape and bending the rules when necessary to get the job done Mobilising others through unusual, enterprising efforts

Optimism
Persistence in seeking goals despite obstacles and setbacks Operating out of hope rather than fear of failure Seeing setbacks with the right perspective

Empathy
Rapport, the root of caring, arises from the capacity for empathy. Those who can read the feelings of other people are better adjusted, more popular, more outgoing and more sensitive.

These are the people who are more likely to carry different members of the team along.

 Empathy doesn't mean adopting other people's emotions as one's own and trying to please everybody. Empathy means thoughtfully considering employees' feelings along with other factors - in the process of making intelligent decisions Empathy is particularly important today as a component of leadership for various reasons: the increasing use of teams; the rapid pace of globalization; and the growing need to retain talent.

Understanding others
Paying attention to emotional cues and listening well Showing sensitivity and understanding others perspectives Helping others based on their needs and feelings

Developing others
Acknowledging and rewarding peoples strengths and accomplishments Offering useful feedback and identifying peoples needs for further growth Mentoring and coaching

Service orientation
Understanding customer needs Looking for ways to improve customer satisfaction and loyalty Gladly offering appropriate assistance Taking the customers perspective

Leveraging diversity
Respecting and relating well to people from varied backgrounds Understanding diverse world views and being sensitive to group differences Viewing diversity as an opportunity Challenging bias and intolerance

Political awareness
Accurately reading power relationships Accurately reading organizational and external realities Understanding the forces that shape the views and actions of clients, customers and competitors

Social skills
The ability to express feelings is a key social competence. Emotions are contagious. People send emotional signals during every encounter and unconsciously imitate the emotions that others emanate. The better we are at sensing the emotions of others and controlling the signals we send, the more we can control the effect we have on others

 Social skill is not just a matter of friendliness. Social skill is friendliness with a purpose: moving people in the desired direction, whether that's agreement on a new marketing strategy or enthusiasm about a new product. Socially skilled people tend to have a wide circle of acquaintances. That doesn't mean they socialize continually; it means they work according to the assumption that nothing important gets done alone.

 Such people have a network in place when the time for action comes. Social skill is the culmination of the other dimensions of emotional intelligence. People have strong social skills when they can understand and control their own emotions and can empathize with the feelings of others. Even motivation contributes to social skill.

Influence
This involves skills in winning people. Sometimes it involves over-dramatising some points Ability to fine tune the pitch to appeal to the listener is important. It often involves using influence to build consensus and support

Communication
Ability to register emotional cues Good at listening Information sharing Receptiveness to bad news

Conflict management
Ability to deal with tense situations with diplomacy and tact Spotting potential conflicts and bringing them out into the open Encouraging debate and open discussion Ability to orchestrate win win solutions

Leadership

Arousing enthusiasm for a shared vision/mission Stepping forward to lead as needed regardless of position Guiding the performance of others while holding them accountable Leading by example

Change management
Recognising the need for change and removing barriers Challenging the status quo and acknowledging the need for change Championing the change and enlisting others in its pursuit Modelling the change expected of others

Building bonds
Cultivating and maintaining extensive informal networks Seeking out mutually beneficial relationships Building rapport Maintaining good personal relationships with colleagues

Collaboration and cooperation

Balance between task and relationships Cooperating, sharing plans, information and resources Promoting a friendly cooperative climate Spotting and nurturing opportunities for collaboration

Team capabilities
Modelling team qualities like respect, helpfulness and cooperation Drawing all members into active and enthusiastic participation Building team identity, team spirit and commitment Presenting the group and its reputation Sharing credit

THE END
THANK YOU FOR YOUR ATTENTION

REMBER EI IS THE DIFERENCE BETWEEN SUCCESS AND FAILURE

THANK YOU

91