Emotional

Intelligence
Key to Advancing a Career in Supply Chain Management

11th Annual Supply Chain Management Conference

March 11, 2015
Grand Rapids, MI

Kathy Lyall
ASQ- CQE, CQA, CQM-OE, CSSBB
Agenda
What you will learn:
1. The definition of Emotional Intelligence
2. Why Emotional Intelligence is so important in the workplace
3. How the brain works
4. About the five components of Emotional Intelligence
5. What you can do to increase your Emotional Intelligence
Why EQ?

“75% of careers are

derailed for reasons
related to emotional
IQ: EQ:
competencies,
Ability to Manage Behavior
including inability to
Learn to Achieve Results
handle interpersonal
problems;
unsatisfactory
leadership during
times of difficulty;
inability to adapt to
change or elicit
Personality:
trust.”
Style
“The Emotional Intelligence Quick Book: Everything you need
to know to put your EQ to work” by Bradberry & Greaves
(2003)
Emotional Intelligence (EI)
Definition: “Emotional Intelligence is, “that aspect of human
intelligence that governs our ability to recognize, understand,
control and use emotions in solving problems of a personal and
interpersonal nature.” (Bar-On, 2007, p.27)

Fact: EQ is a pivotal factor in personal and professional

success.
IQ vs. EQ
Intelligence Quotient: a score derived from standardized tests,
designed to assess human intelligence.
• Phrase coined by German psychologist William Stern (1912)
• Predictor of educational achievement
• Indicator of the cognitive complexity a person can manage
• Used by employers to screen candidates
• Cognitive jobs such as accountant or physician require IQ ≥ 115
IQ vs. EQ
Emotional Intelligence (EQ): the ability to perceive, control, and
evaluate emotions.
• Concerned with understanding oneself and others, relating to
people, and adapting to and coping with the immediate
surroundings.
• EQ sets apart which professionals, scientists will be the best
leaders.
Why Employers Favor EQ
• Careerbuilder.com published a study that stated 71% of
employers value EQ over IQ.
• Studies have shown that employees with a high level of EQ
are more likely to succeed, than those that are just technically
competent.
• EQ predicts work performance 3 times better than IQ.
• An analysis of 286 organizations found that 18 of 21
competencies in their model for distinguishing superior from
average performers were EQ based.
Case Study
Stryker:
• Headquartered in Kalamazoo, MI
• Global Leader in Medical Technology
• $9B Sales in 2013
• 22,000 employees world wide
Screening Candidates
• Gallup Interview
• A predictor of success at Stryker
Evaluating Performance
• Annual Performance Appraisals
– Evaluate Performance (Results)
– Evaluate Competencies (Behaviors)

• Competencies are behaviors that distinguish effective performers

from ineffective performers
– Ability to bring people together and motivate a team
– Ability to build trust and foster productive relationships
– Demonstrate resilience and perform under pressure
– Have courage to make decisions
– Have strength to persevere through adversity

• Behaviors that prevent individuals from advancing

– Fear
– Avoid conflict & challenge
– Negativity
– Blaming other
Words Commonly Used to
Describe Performance
5 Components of EI
I. Self-awareness
II. Self-regulation
III. Motivation
IV. Empathy
V. Social Skill

These qualities may seem “soft” and un-busineslike, but

Goleman’s research found direct ties between EQ and
measurable business results. The most effective leaders and
individual contributors all have a high degree of EQ.
Self-Awareness
Definition: Knowing one’s emotions, strengths, weaknesses,
drives, values, and goals – and their impact on others.

Characteristics:
• Self confidence
• Realistic self-assessment
• Self-depreciating sense of humor
• Thirst for constructive criticism

Example: An employee knows that tight deadlines bring out the

worst in him, so he plans his time to get work done well in
advance.
Self-Awareness Strategies
• Get to know yourself under stress
• Observe the ripple effect from your emotions
• Seek feedback
• Have a “best friend at work”
• Create an individual development plan
• Know what you are great at
• Pay attention to the compliments you receive
• Do people perceive you as positive or negative?
Self-Regulation
Definition: Controlling or redirecting disruptive impulses and
moods.

Characteristics:
• Trustworthiness
• Integrity
• Comfort with ambiguity and change

Example: When a team botches a presentation, its leader resists

the urge to scream. Instead, she considers possible reasons for
the failure, explains the consequences to her team, and explores
solutions with them.
Self-Regulation Strategies
• Smile more
• Count to 10
• Sleep on it
• Save a heated e-mail in draft
• Take control of your self-talk
• Visualize yourself succeeding
• Put a mental recharge into your schedule
• Make your goals public
Motivation
Definition: Being driven to achieve for the sake of achievement.

Characteristics:
• A passion for the work itself and for new challenges
• Unflagging energy to improve
• Optimism in the face of failure

Example: An Operations team misses their shipment target 3

months in a row. In stead of blaming external circumstances, the
Plant Manager develops a turn around plan and re-energizes the
team.
Motivation Strategies
• Invest time to really get to know someone
• Ask others what they find most satisfying about their work
• Ask others what motivates them
• Ask others how they like to be recognized
Empathy
Definition: Considering others’ feelings, especially when making
decisions.

Characteristics:
• Expertise in attracting and retaining talent
• Ability to develop others
• Sensitivity to cross-cultural differences

Example: An American Supplier Quality Engineer pitches a

development plan to a Japanese supplier. She interprets the
supplier’s silence as disapproval. The consultant reads the
suppliers’ body language and senses interest. The SQE
continues to build rapport with the supplier.
Empathy Strategies
• Practice the art of listening
• Try to see things from their perspective, try to understand what
they are feeling
• When you ask someone how they are doing, stop and really
listen to their response
• When you care, show it
• Tackle a tough conversation
• Build trust
Social Skill
Definition: Managing relationships to move people in desired
directions.

Characteristics:
• Effectiveness in leading change
• Persuasiveness
• Extensive networking
• Expertise in building and leading teams

Example: A manager wants his company to adopt a better MRP

system. He finds kindred spirits and assembles a de facto team
to create a prototype. He persuades allies in other divisions to to
fund the company’s participation in a relevant convention. His
company invests in a new ERP system – and puts him in charge
of it.
Social Strategies
• Greet people by name
• Observe body language
• Don’t take notes at a meeting
• Don’t use smart phones/tablets at a meeting
• Plan ahead for social gatherings
• Observe how people dress, carry themselves, etc.
• Live in the moment
• Watch for EQ at the movies
 Conclusion
• Emotional Intelligence and IQ are distinct yet complimentary
forms of our overall intelligence.
• Being intelligent about emotions means that we can perceive
and use emotions to create optimal relationships and produce
desired outcomes.
• Emotional intelligence can be learned and strengthened.
• No matter where we fall on the spectrum of emotional
intelligence, we should continually assess our strengths and
weaknesses, and strive to improve this critical skill set
Q&A
References
Bradberry, Travis, Jean Greaves, & Patrick Lencioni. The Emotional
Intelligence Quick Book: Everything You Need to Know to Put Your EQ to
Work. New York: Fireside, 2003. Print.

Bradberry, Travis, and Jean Greaves. Emotional Intelligence 2.0. San Diego:
Talent Smart, 2009. Print.

Goleman, Daniel. Emotional Intelligence: Why It Can Matter More Than IQ.
New York: Bantam Books, 1995. Print.

Goleman, Daniel. “Leadership That Gets Results.” Harvard Business Review

Apr. 2000: 78-90. Print.

Goleman, Daniel, Richard Boyatzis and Annie McKee. Primal Leadership:

Realizing the Power of Emotional Intelligence. Boston: Harvard Business
School Publishing, 2002. Print.

Goleman, Daniel. “What Makes a Leader?” Harvard Business Review Jan.

2004: 82-91. Print.