CREATING AND DEVELOPING

A HEALTH AND WELLBEING CULTURE

The emotionally intelligent workforce

Wednesday 1st May 2013

Presented by:

Dr Michelle Tytherleigh Penny Moon & David Boyd

University of Chester A Quiet Place Ltd, Liverpool
m.tytherleigh@chester.ac.uk penny@aquietplace.co.uk
 Unpredictable behaviour
in the workplace
Have you ever experienced something
like this?

Alternatively ..
 Aims of session
Emotional intelligence in the workplace

Models and Measures.

Why EI is important in the workplace.

How to create an emotionally intelligent

workforce.
 Emotional Intelligence
(EI/EQ)
Distinguishes the best from the rest.
Addresses the emotional, personal, social
and survival dimension of intelligence.
Is concerned with understanding oneself
and others, relating to people, and
adapting to and coping with the
immediate surroundings
More than just a personality trait and IQ.
 How often does this apply to you?
Mindfulness:
the self-regulation of attention (awareness) so that it is
maintained on immediate experience, thereby allowing
for increased recognition of mental events in the present
moment (Bishop et al., 2004)
awareness is the skill of perceiving and understanding
ones own and others feelings (foundation for EI)
Mindfulness and EI are both ways of looking at how we work
and lead us to greater fulfilment, new ways of managing
our communications, compassion, awareness, focused
attention, none-judgement, acceptance, equanimity, how to
enjoy relationships and creative ways of working.
 Mindfulness, EI and
Resilience
A REMI workforce is more:
positive; productive; creative; happier; loyal;
satisfied with their work and career; greater
sense of wellbeing; happier work/life balance;
able to focus concentration and for longer; self-
confident; assertive; and empathic
Training for both also reduces:
absenteeism; staff sickness; stress, anxiety
and depression; staff turnover; communication
problems; and unhealthy temper tantrums and
impatience
 Penny Moon
(PGDHP, FNHPC, BRCP (H) UKCP
(Registered Hypno-Psychotherapist)

CEO A Quiet Place Ltd, Liverpool

From Well-Being in the Work Place to
Every Child Matters
Wellbeing at work for South Liverpool
Housing, endorsed by Robertson
Cooper Ltd (see: www.aquietplace.co.uk/Robertson
%20Cooper%20Report%20-%20S...)
 EI vs IQ
Intelligence (IQ; Weschler):
global capacity of the individual to act
purposefully, to think rationally, and to deal
effectively with his environment
2 key components:
Ability to learn from experience
Ability to adapt to the surrounding environment
Essentially a cognitive competency
reasoning, memory, comprehension
What do we know about IQ?
Predicts school grades relatively well but it
doesnt predict success in life
Only predicts 6% of job success
Peaks in late teens
Culture-bound, Gender Bias, SES
racial controversies
Gets you in the door
Professional schools (medicine, dentistry, law)
Can help you get hired (Harvard MBA)
Static
 However
Individuals with identical IQ's may differ very
markedly in regard to their effective ability to
cope with their environment
IQ only explains approximately 50%-70% of
variance, leaving 30-50% of variance
unaccounted for.
It is suggested that this residual variance is
largely contributed by such factors as drive,
energy, impulsiveness, etc.
 Background
EI is a set of abilities to do with
emotions and the processing of
emotional information (Salovey &
Mayer, 1990).
Golemans (1995) book -Emotional
Intelligence: why it can matter more
than IQ
 Three main theoretical
approaches/models
Ability models - EI as a set of conceptually related set of
mental abilities to do with emotions and the processing of
emotional information (e.g., Mayer & Salovey, 1993; 1997);
Trait models - EI as an array of socio-emotional traits such
as assertiveness (e.g., Bar-On, 1997);
Competency models EI as a set of emotional
competencies defined as learned capabilities based on EI
(e.g., Goleman, 2001).
Problem
the proposed division may have the unintended effect of
obscuring important connections between aspects of emotional
intelligence (Goleman, 2005, p. 1).
 But
Various models tend to be complimentary rather than
contradictory
Competency and ability approaches to EI appear to be
related as do some facets of traits models
They share some common elements
Specifically, abilities or competencies concerned with
the capacity to recognise and regulate emotions in
oneself and others.
For more information, see Palmer, Gignac, Ekermans and
Stough (2007) a comprehensive framework for EI (http://
static.genosinternational.com/pdf/palmer_gignac_ekermans
_stough_2007.pdf
)
 Taxonomy of EI
the skill with which one perceives, expresses, reasons
with and manages their own and others emotions

1. Emotional Self-Awareness & Expression

2. Emotional Awareness of Others

3. Emotional Reasoning

4. Emotional Self-Management

5. Emotional Management of Others

6. Emotional Self-Control
 5 competencies of EI
Self-Awareness ability to recognise and
understand your moods, emotions and
drives, as well as their effect on others
Self-Regulation ability to control impulses
and moods
Motivation passion to pursue goals with
energy
Empathy Awareness of others feelings
Social Skills proficiency in managing
relationships
 How to measure EI
Much debate
Measures of EI can also be categorised into three
main approaches.
Performance based measures (like IQ tests)
Self-report trait measures (like personality
tests)
Behavioural measures
Big business and many versions
See Palmer (2007) for characteristics of a
good EI measure
 Ideal EI Inventory
(Palmer, Stough, Harmer & Gignac, in press)

Based on focus groups with HR professionals and

business leaders involved in employee
development
Based on a simple rather than complex model
Able to be completed in 15 mins
Has high workplace face validity
Generated scores that were meaningfully
related to organisational and role specific
outcomes
Genos EI Inventory (http://
www.genosinternational.com/emotional-intelligence)
 EI in the workplace
EI is the key to success in the business world
It provides
the ability to bring people together and motivate them
the trust required to build productive relationships
the resilience to perform under pressure
the courage to make decisions
the strength to persevere through adversity
See http://www.eiconsortium.org/ for further information,
including a business case for EI.
 What we know
Predicts higher work performance three
times better than IQ
Leadership is largely an emotional
intelligence
All interaction can be gauged along a
continuum from emotionally toxic to
nourishing
Approx 66.6% of workers say communication
problems are the leading cause preventing
them from doing their best work
 Also, high levels of EI have
been shown to relate to:
High leadership effectiveness (Gardner & Stough,
2002);
Increased employee retention (McClelland, 1999);
Reduced occupational stress (Gardner & Stough,
2003);
Increased job satisfaction (Thomas, Tram &
OHara, 2006);
Better sales performance (Hay & McBer, 1997);
and
Effective teamwork (Jordan & Askkanasy, 2006).
 But, can EI be learned?
Research indicates that EI can be improved
through learning (Cherniss & Goleman, 1998,
Goleman, 1995; Boyatzis, Stubbs & Taylor,
2002).
Tucker et al. (2000) describes how development
takes place across 4 important stages:
Building awareness
Training
transfer and maintenance, and
Evaluating change
How self-aware are you?
 Emotional Self-Awareness
Scale
Item
7. It's fairly easy for me to express feelings.
9. I'm in touch with my emotions.
23. It's hard for me to share my deep feelings with others
35. It's hard for me to understand the way I feel.
52. It's hard to express my intimate feelings.
63. I'm aware of the way I feel.
88. Even when upset, Im aware of what's happening to me.
116. It's hard for me to describe my feelings.
 Step 1
Emotional Self-awareness
Requires:
Tuning into your senses
EI helps identify hot buttons which can
evoke fight or flight response.
Gauging your mood
What do you see, hear
Getting in touch with your feelings
E.g. using a daily mood diary
 Step 2
Emotion Management
EI helps you recognise, control and
manage the outcome between your
interpretation of an event and your
response to it
Includes
Cognitive restructuring
Biofeedback
 Step 3
Self-Motivation
Being self-motivated calls on 4
essential actions:
Adopt positive self-talk
Build an effective support network
Visualise an inspirational Mentor (real or
fictitious)
Create an EI environment
 Step 4
Relationship Management
The way that people treat us are
reflections of the ways we treat
ourselves (The Self-Esteem Handbook by Linda Field)
Includes empathy understanding
yourself is a first step.
If you keep on doing what you have
always done, you will keep on getting
what you have always got.
 Step 5
Emotional Coaching
Manager as an EI coach
Requires helping others to:
Develop their emotional competencies
Resolve differences
Solve problems
Communicate effectively
Become motivated
http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinl
ay_EQ_and_Bottom_Line.pdf
So, how can all this be used at
work?
What do you think?
To identify talent (e.g., in leaders and sales
personnel) in recruitment (external or
internal hires) and internal talent
benchmarking.
To develop talent (e.g., by increasing skills
in self-awareness, understanding others,
personal resilience and the ability to
influence others).
 Case Study: IBM
Leaders EI and employee engagement
There is a wealth of literature showing
that high levels of employee
engagement and a greater experience
of positive emotions among employees
define high-performing workplaces
(e.g., Boedker et al., 2011).
Genos looked at relationship between
leadership EI (N=200) and employee
engagement (N=-438).
Areas of employees
engagement
 Case Study (1): IBM
Leaders EI and employee engagement
 Should use EI to predict
performance
Rosete and Ciarrochi (2005)
recommend evaluating the ability of
EI to predict future performance in
managers by measuring EI before
newly hired executives start a job.
See:
http://www.genosinternational.com/em
otional-intelligence
for examples, including case studies.
 Case Study (2): LOreal
applying EI in recruitment and development
Research studies exploring the value of applying EI in
recruitment and development initiatives are also emerging.
LOreal is reported to have achieved net revenue increases
over $2.5 million dollars following the selection of a cohort
of sales professionals based on EI.
LOreal was also reported to have found a 63% reduction in
the turnover of these employees during their first year
(Cherniss, 2004).

See: The Business Case for Emotional Intelligence (1999),

available from www.eiconsortium.org.
 Case Study (3) - Amex
Why more clients who needed life insurance
werent buying it.
Financial advisors emotional reactions to
the process identified as a major barrier
Introduced Emotional Competence training
program
Also had a leadership version for managers
See: http://
www.eiconsortium.org/model_programs/emot
ional_competence_training.html
.
 Caveat of caution
Job dependent
Need to determine the intelligence and
emotional aspects an employee should
have.
Hiring managers should consider the
employee attributes for each specific job
and alter their hiring methods for the
accordingly.
 Summary
A business case for EI

In 2011, CareerBuilder found that

34% of hiring managers are putting
more and more emphasis on EI
71% even said they valued emotional
intelligence more than IQ.
 More useful resources
Learning through mindfulness - See:
http://positiivinenpsykologia.wordpress.com/can-emotional-intelligence-be-learnt-and-i
mproved-by-mindfulness
/)
Some examples of how you can be unwittingly hurtful produced by Green (2011) See:
http://www.rachelgreen.com/examples-emotional-intelligence.html. Accessed 5/3/13
The Emotional Intelligence Pocketbook by Margaret Chapman available as a free pdf
from: http://www.pocketbook.co.uk/pdf/9781870471954.pdf. Accessed 8/3/13
The Business Case for Emotional Intelligence (1999), available from
www.eiconsortium.org.
Palmer, B.J. (2007). Models and Measures of Emotional Intelligence. Organisations &
People, 14 (2), 3-10. Available from:
http://static.genosinternational.com/pdf/Palmer_OP_special_issue.pdf. Accessed 30/4/13.
Palmer et al. (2007). A comprehensive framework for emotional intelligence . Available
from:
http://static.genosinternational.com/pdf/palmer_gignac_ekermans_stough_2007.pdf.
Accessed 30/4/13.
Applying EI in the workplace see:
http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_and_Bottom_Line.pdf.
Accessed 30/4/13.
Also see: http://www.eiconsortium.org/applying_emotional_intelligence.html
 People may forget what you said and
forget what you did, but may never
forget how you made them feel.

Feeling gratitude and not expressing

it is like wrapping a present and not
giving it