Emotional Intelligence

For BMS
Intelligence Gauge
Exercise of the brain is as important as
exercise of the muscles. As we grow
older, it's important that we keep
mentally alert. The saying; "If you
don't use it, you will lose it," applies to
the brain, so.....

Following is a way to gauge your loss or

non-loss of intelligence. Take the following
test and determine if you are losing it or are
still "with it."

OK, relax, clear your mind and... Lets begin.

 1. What do you put in a
toaster?
Answer:
"bread."
If you said "toast," then you are wrong
my friend.

If you said, "Bread," go to Question 2.

2. Say “Silk" five times. Now
spell “Silk."
What do Cows drink?
Answer:
If you said “milk” you are wrong
Cows drink water

Milk

If you said "water," proceed to question 3

 3. If a red house is made from red
bricks, and a blue house is made from
blue bricks, and a pink house is made
from pink bricks and a black house is
made from black bricks, what is a
green house made from??
Answer:
Greenhouses are made from g-----. If you
said, "Green bricks,“ you are not
concentrating.

If you said "glass," then go on to Question 4.

4. Twenty years ago, a plane was flying at 20,000 feet over
Germany. If you recall, Germany at the time was politically divided
into West Germany and East Germany. There is an engine failure
and the plane crashes smack in the middle of "no man's land"
between East Germany and West Germany.

Where would you bury the survivors?

. . In East Germany or West Germany or in "no man's
land"?

Answer:
You don't, of course, bury survivors.

If you said, "You don't bury the survivors," proceed to question. 5

 5. If the hour hand on a clock
moves 1/60 of a degree every
minute how many degrees will
the hour hand move in one hour?

Answer:
One degree. If you said, "360 degrees" or
anything other than "one degree," you are
to be congratulated on getting this far, but
you are obviously out of your league.
Everyone else proceed to the final question.
 6. Without using a calculator -- You are driving a
bus from London to Milford Haven in Wales In London,
17 people get on the bus. In Reading, six people get off
the bus, and nine people get on. In Swindon, two
people get off and four get on. In Cardiff, 11 people get
off and 16 people get on. In Swansea, three people get
off and five people get on. In Carmarthen, six people
get off and three get on. You then arrive at Milford
Haven.
What was the name of the bus driver?

Answer: Don't you remember? It was YOU!!! You

were the bus driver!!!
Effective Leaders
“Emotional
Intelligence
Sets Apart
Good and
Effective
Leaders”
What is Intelligence?
Typically focused on
– analytic reasoning
– verbal skills
– spatial ability
– attention
– memory
– judgement
Murky concept with
definitions by many
experts...
 One Definition
Individuals differ from one
another in their ability to
understand complex ideas,
to adapt effectively to the
environment, to learn from
experience, to engage in
various forms of reasoning,
to overcome obstacles by
taking thought… Concepts
of intelligence are attempts
to clarify and organize this
complex set of phenomena.
Neisser et al, 1996.
 IQ
A weak predictor for
– achievement
– job performance success
– overall success, wealth, & happiness
Accounts for a major component of
employment success according to
numbers of studies covering career
success; maybe as much as 20-25%.
IQ contributes only 20% to life
success — the rest comes from
emotional intelligence (EQ)

5 areas of emotional intelligence

1.self-awareness
2.managing emotions
3.self-motivation
4.empathy
5.handling relationships.
 How do we view emotions?

•chaotic
•haphazard
•superfluous
•incompatible with reason
•disorganized
•largely visceral
•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...
Amygdala is
deep within the most elemental parts
of the brain.

The main purpose of the innermost

part of the brain is survival.
 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
 All about emotions
Evolution has given us emotions to help us cope with
dangerous situations. Emotions evolved to drive us to
take action in the face of danger. We retain the
emotional system of our cave-man ancestors, who
regularly faced life-and-death situations. In modern
society, those emotions often overwhelm thought. In a
real sense, we have two minds,one that thinks and
one that feels. The rational mind lets us think, ponder
and refl ect. But the emotional mind is impulsive and
powerful. Usually, the two work in harmony, but
intense feelings sometimes allow the emotional mind
to dominate the rational mind
Basic Emotions--presumed to be hard
wired and physiologically distinctive

Joy
Surprise
Sadness
Anger
Disgust
Fear
 Evolutionary Advantage to
Emotion
Emotional intelligence, including factors like
the ability to motivate oneself, persistence,
impulse Control, mood regulation, empathy
and hope. IQ and emotional intelligence are
not Opposing competencies. They work
separately. It is possible to be intellectually
brilliant but emotionally inept.
This causes many life problems.
 EI includes 4 types of abilities:
1.Perceiving emotions — the ability to detect
and decipher emotions in faces, pictures,
voices, and cultural artefacts- including the
ability to identify one’s own emotions. Being
“aware of both our mood and our thoughts
about that mood.” self-awareness is the
foundation for managing emotions and being
able to shake off a bad mood
2.Using emotions — the ability to
harness emotions to facilitate
various cognitive activities, such as
thinking and problem solving. The
emotionally intelligent person can
capitalize fully upon his or her
changing moods in order to best fit
the task at hand.
3.Understanding emotions — the ability
to comprehend emotion language and
to appreciate complicated relationships
among emotions. For example,
understanding emotions encompasses
the ability to be sensitive to slight
variations between emotions, and the
ability to recognize and describe how
emotions evolve over time
4.Managing emotions — the
ability to regulate emotions in
both ourselves and in others.
Therefore, the emotionally
intelligent person can harness
emotions, even negative ones,
and manage them to achieve
intended goals.
Model
Yale psychologist Peter Salovey
cites fi ve major areas of emotional intelligence:

1. Self-Awareness — knowing one’s emotions.

2. Managing emotions — handling feelings so
that they are appropriate.
3. Motivation — marshalling emotions in service
of a goal.
4. Recognizing emotions in others — empathy,
which is the fundamental people skill.
5. Handling relationships — skill in managing
emotions in others
Intra-personal,

Emotional Self-Awareness
Emotional Self-Regulation
Emotional Self-Motivation

Inter personal

Empathy
Nurturing Relationships
STEP 1: SELF-AWARENESS

There is only one corner of the universe that

you can be certain of improving; and that is
your own self.

Often, some of our inner drives are hidden from

our consciousness.
Emotional intelligence enables us to access this
information by helping us to tune into our
responses and identify our hot buttons – those
core beliefs and values – which, if
pressed, evoke the flight or fight response,
trigger an emotion and propel us into action,
for good or bad!
Self-awareness is the ability to see ourselves with our
own eyes, to be aware of our …
Goals, immediate and long-term
Beliefs, about ourselves and others
Values, those things we hold dear
Drivers, that affect how we work
Rules, that we live by, the shoulds, musts and oughts
Self-talk, the inner voice that tells us we can or cannot
do something
… and the ways in which these impact on what we do and
contribute to our map
of the world.
Non-verbal behaviour
Energy levels Impact on others
Physical presence Skills
Personal style
Self-talk I'm not good at handling conflict-
Negative thinking evokes an 'emotional hijacking' and
undermines performance.
Beliefs – about self and others
Emotions – own and others
Hot buttons Fears and anxieties
Judgements A good team member is … Individuals are
difficult when they …
Self-confidence Driver behaviour
Rules As a...I must …I should …I ought …
 Four main EI constructs:
1.Self-awareness —
the ability to read one's
emotions and recognize
their impact while using gut
feelings to guide decisions.
2.Self-management —
involves controlling one's
emotions and impulses and
adapting to changing
circumstances.
3.Social awareness —
the ability to sense,
understand, and react to
others' emotions while
comprehending social
networks.
4.Relationship
management — the
ability to inspire,
influence, and develop
others while managing
conflict
•The 5 Components
•of EI
1. Emotional Self-Awareness
2. Managing one’s own emotions
3. Using emotions to maximize
intellectual processing
and decision-making
4. Developing empathy
5. The art of social relationships
(managing emotions in others)
 Why we Need EI..?
Emotional Intelligence is imperitive as it is
one of the important deciding factor for
relationship management resulting in :
1. Motivation
2. Retention
3. Self management
4. Managing others.
 Emotional Intelligence
Emotional Intelligence is
the ability of an individual
to :
To deal successfully with other
people ,
To manage one’s self,
To motivate other people,
To understand one's own
feelings
To appropriately respond to
the everyday environment
Emotional Intelligence
In Working with Emotional
Intelligence, author Daniel
Goleman defines EI in the
workplace as the ability of
employees to recognize:
Their own feelings

The feelings of others

What motivates them

How to manage their emotions, both

in themselves and in relationships
with others
 Emotional Intelligence
Emotional Intelligence doesn't mean being
soft – it means being intelligent about
emotions – a different way of being smart.
Emotional intelligence is your ability to
acquire and apply knowledge from your
emotions and the emotions of others in
order to be more successful and lead a more
fulfilling life and career.
 Need
When relationships
Fail, It is Usually
Due To Poor
Emotional
Intelligence
Bosses and leaders, in particular, need high EQ because they
represent the organization to the public, they interact with
the highest number of people within and outside the
organization and they set the tone for employee morale, says
Goleman
 Traits of Successful Leaders
Commitment
Commitment
Courage Traits
Traits

Honesty
Honesty
Passion

Empathy Achievement
Achievement
Innovation
Innovation Maturity
Maturity
drive
drive
 A bad leader
Does not listen
Fails to delegate
Does not show respect
Shows no interest in followers
Gives negative feedback to a third
party
Does not praise when praise is due
Criticizes in front of others
Takes personal credit for others
ideas
Is always taking control
The Five Ps of Leadership
 Pay attention to what’s important
 Praise what you want to continue
 Punish what you want to stop
 Pay for the results you want
 Promote those people who deliver
those results
Leaders with empathy are able to understand their
employees’ needs and provide them with constructive
feedback, he says
 CHARISMA
The process of influencing major changes in
the attitudes and assumptions of organization
members, and building commitment for the
organization’s objectives
The special quality that gives someone power
and authority over a large number of people
Model of Personal Meaning and
Charismatic Leadership
Leader
Personal
Meaning

Leader
Behavior

Attributions of
Charismatic
Leadership
 Personal Meaning

“The degree to which

people’s lives make
emotional sense and
that the demands
confronted by them are
perceived as being
worthy of energy and
commitment.”
 Sources of
Personal Meaning
Self-concept/identity
Legacy
Beliefs
Culture and traditions
Political/social
orientation
Spirituality and
religion
Hobbies/personal
pursuits
Values/ideals
Charisma and Unconventional
Behavior
To transcend the
existing order
Evoke sentiments of
adoration
Exemplifies heroism,
personal risk, & self-
sacrifice
Counter to the norm
 Effects of
Charismatic Leadership
Trust in “rightness” of vision
Similarity of followers’ & leader’s beliefs &
values
Heightened sense of self-confidence
Acceptance of higher or challenging goals
Identification with & emulation of leader
Unconditional acceptance of leader
Strong affection for leader
 Self
Verbal Confidence
Skills Moral Inspires
Visionary Conviction Trust

Charismatic
Charismatic
Self
Promoting Leader
Leader
High Risk
Orientation
Characteristics
Characteristics
High Energy
Empowers
Action
Others
Minimum Relational Orientation
Internal Power
Conflict Base
 VISION
The ability to
imagine different and
better conditions and
ways to achieve
them
Future orientation
See the difference in
how things are and
how they should be
 COMMUNICATIONS SKILLS
Great rhetorical skills
– Especially oral
– Can speak about the
vision and make the
followers “see it”

– Hitler captivated
people, even those
who spoke no German
Writing, while
important, is not as
powerful
– Winston Churchill used
both masterfully
SELF CONFIDENCE & MORAL
CONVICTION
Unshakable self confidence
– Passed on to followers
True faith in the “cause”
Strong moral beliefs
Willingness to sacrifice
– Self & followers
 TRUST
Followers have total trust and belief in the
leader and the “cause”
Show commitment to followers, who return
it
 ACCEPT RISK
Willing to be at great personal risk
– Professionally
– Physically
Willing to risk the followers
Use unconventional (risky) strategies &
methods to achieve goals
 ABILITY TO MINIMIZE
INTERNAL CONFLICT
Through strength of belief
With referent power
Due to follower belief in the leader and the
cause
WILLINGNESS & ABILITY TO
EMPOWER
Know they need the efforts & ideas of
others
Let the subordinate leaders do those
things they are able to do
Often take credit for followers’ ideas and
efforts
 SELF-PROMOTING
Beat their own drums
Campaign for “the cause”
Explain their vision to all who will listen or
read
 CAN CHARISMA BE
DEVELOPED?
Evidence seems to indicate that it can
It may be that individuals who develop
charisma have the undeveloped
characteristics which “practice” brings to the
forefront
4 Strategies to Develop
Charismatic Qualities
Develop
Develop visionary
visionary skills
skills

Practice
Practice being
being candid
candid

Develop
Develop warm,
warm, positive,
positive,
humanistic
humanistic attitude
attitude

Develop
Develop an
an enthusiastic,
enthusiastic,
optimistic,
optimistic, energetic
energetic personality
personality
 Why Emotional Intelligence
is necessary for leaders

Teaches leaders cope

Helps leaders handle when change &
adversity & setback uncertainty hits
organization or their
personal lives.
Why Emotional Intelligence is
necessary for managers

Help them being focused

Help them manage effective and stay on track by
relationship. remembering purpose &
vision.
 EQ & Managers
Emotional Intelligence is very important for
managers as their behavior & treatment of their
people determine turnover and retention of the
company.
Managers & supervisors are the direct line of
contact for the employees. They interact daily
with individuals who have distinct needs, wants
& expectations.
They significantly influence the attitudes,
performance & satisfaction of employees within
their departments & other departments.
 EQ is very important for
managers as they are the direct
line of contact & their behavior
& treatment determines
retention & turnover
 EQ & Managers
The stress of trying to lead
and satisfy so many
people's changing needs
and expectations can be
overwhelming, to say
nothing of the demands
from upper management.
Being both firm and
caring at the same time 85 % percent of
causes many to feel turnover is reportedly
inadequate for the role.. due to an inadequate
relationship between
the employee and their
direct supervisor
When trust is lacking performance suffers
 EQ & Managers

Enhancing EI skills enables Supervisors and Managers to regulate their

emotions and motivate themselves more effectively – allowing them to
manage their own emotional turmoil effectively and demonstrate
compassion and empathy for their employees.
employees
 All employees want a
IT also provides them with the supportive, caring
courage to push against the system to Supervisor or Manager
make necessary changes for their who has their best
people. interests at heart
 EQ & Managers
Knowing this, the
employee will be
more likely to
turndown offers
from other
companies to work
for such a person.
 She racked up a list of
accomplishments
Upon graduating from college,
Debra believed that if she worked
hard, she would achieve her
career success goals

Example to illustrate how EQ

can positively or negatively
impact one's career and the
However, just two
organization:
years into her career
she was fired.
 Example to illustrate how EQ can positively or

negatively impact one's career and the organization:

Debra Benton reports in her book,

Lions Don't Need to Roar, "I was
stunned ... college courses had
not addressed the importance of
people skills or being a team
player. That lack of knowledge
cost me my job." She thought
work was all about producing
results. While working with an
outplacement firm, Debra met
other high producers who had
lost their jobs for the same
reason.

That lack of people management

cost her job
The number one-factor that sets
high-powered professionals apart
from the pack is a high level of
emotional intelligence,
compassion and energy to
function in a team environment Debra soon learned that
shooting stars have a
short life cycle if they are
unable to relate to and
understand others.
 An Example of EQ

Suppose that the morning of a big presentation you

have a fight with any of your family member. Not a
big argument—maybe just one of those unnerving
spats about who forgot to pick up the dry cleaning—
so your morning doesn’t get off on the right foot.
Then you car is punctured upping your stress level a
bit more. When you arrive at work, there’s a problem
with the elevators, causing more delay. Arriving at
the conference room for your presentation, you find
that the sound system doesn’t work and the caterer
hasn’t shown up with refreshments. Your junior
associate—who was supposed to call the caterer—
bears the brunt of your anger that has been building
since you left the house.
Types of EQ
 Working with people means
working with Emotions
When people are working at a
common place , emotions will
play a role. theories to the
contrary notwithstanding.
“Don’t bring your personal
problems to work” is one
variation of the argument that
emotions are inappropriate in
the workplace. Business
decisions, so the argument
goes, should be based on
information, logic and calm
cool reason, with emotions
kept to a minimum.
 Managing Emotions at
Workplace
But it is unrealistic to suppose that
emotions can be checked at the door
when you arrive at work. Some
people may assume, for a variety of
reasons, that emotional neutrality is
an ideal, and try to keep feelings out
of sight. Such people work and relate
in a certain way: usually they come
across as rigid, detached or fearful,
and fail to participate fully in the life
of the workplace. This is not
necessarily bad in some situations,
but it is usually not good for an
organization for such people to move
into management roles. The same
would be true for people who emote
excessively, who tell you how they
feel about everything. Simply being
around them can be exhausting.
 Developing EI in the
workplace
Developing emotional
intelligence in the workplace
means acknowledging that
emotions are always present,
and doing something
intelligent with them. People
vary enormously in the skill
with which they use their own
emotions and react to the
emotions of others—and that
can make the difference
between a good manager and a
bad one.
 It’s not overly egalitarian to
suggest that most professionals,
managers and executives are
fairly smart people (of course
there can be glaring exceptions),
but there can be a huge
difference in how well they
handle people. That is, the
department manager may be a
genius in technical, product or
service knowledge—and get
failing marks in terms of people
skills.
 Importance of Emotional
Intelligence
People derail because of classic
emotional failings, not the lack
of technical skills –Developing
emotional intelligence can help
companies generate productive
& profitable outcome. The
manager who knows how to stay
motivated under stress ,
motivate others, navigate
complex interpersonal
relationships, inspire others
and build teams who is an
unchallenged expert on a
product or service will get
superior results
 Components of Emotional
Intelligence
There are five parts to it.
1. Knowing what you're feeling
2. Managing your feelings, especially
distressing feelings.
3. Self-motivation,
4. Empathy
5. Managing relationships
 Probabilities of not having an Good
Emotional Intelligence and their
consequences
While people have shown they can produce
better results at workplace, many of us lack
emotional intelligence. We simply don’t
know how to perceive, understand, express
and manage our emotions effectively. There
are adverse consequences to have low
emotional intelligence.
These includes:-
1. Relationship Problems
2. Rage in the Workplace
3. Poor decision making capability
4. failure to advance in career
Relationship Problems Rage in the workplace
Poor decision making capability
Failure to advance in career
Emotional Intelligence
Important Factors
1.Motivation,
2.Retention ,
3.Self management
4.Managing others.
 Motivating Employees
• The greatest motivation –comes from a
person’s belief system
• Motivation is like a fire- unless you keep
adding fuel to it, it dies. But ,if the source
of motivation is belief in inner values, it
becomes long lasting
• Experience shows that People will do a
lot for money, more for a good leader
and do most for a belief
• People do things for their own reasons,
not yours
Once upon a time there
was a bunch of baby
frogs........
… participating in a
competition.
The target was to get
to the top of a high
tower.
A crowd of people had gathered
to observe the race and
encourage the participants.....
The start shot rang out.......
 Quite honestly:
None of the onlookers believed that the baby
frogs could actually accomplish getting to the
top of the tower.

Words like:
"Åh, it’s too difficult!!!
They’ll never reach the top."
or:
"Not a chance... the tower is too high!"
 One by one some of the baby frogs fell
off…
...Except those who fastly climbed
higher and higher..

The crowd kept on yelling:

"It’s too difficult. Nobody is going to make it!"
 More baby frogs became tired and gave
up...
...But one kept going higher and higher.....

He was not about giving up!

At the end everybody had given up,

except the one determined to

reach the top!
 All the other participants
naturally wanted to know how he
had managed to do what none of
them others had been able to do!

One competitor asked the winner, what

was his secret?
 The truth was.......
The winner was deaf!!!!
 The lesson to be learned:

Don’t ever listen to people who are

negative and pessimistic...

…they will deprive you of your

loveliest dreams and wishes you
carry in your heart !
Always be aware of the power of words, as everything
you hear and will interfere with your actions!
 Therefore:

Always stay…

POSITIVE!

And most of all:

Turn a deaf ear when people tell you, that you
cannot achieve your dreams!
 The Magic of
EMPLOYEE
RETENTION and EI
 Growth Opportunities
 Growth is everyone’s prime objective.
Therefore it is implicit to offer growth
opportunities.
 The vital factor that ensures a majority of
senior level employees remain associated
with your organization. This is more crucial
in an industry like BPO, which has the
highest churn rate because of the
prolonged boom in the industry.
 Attractive Package
 Remuneration package is the driving force
of any employment.
 Handsome package as a platform for
people to take new initiatives.
 Besides basic package, there can also be
performance-based incentives-relating to
targets achieved, accuracy and
productivity.
 Personnel Training
 An organization should also take due care
of the training and development needs of
its employees.
 Besides helping them improve their skills
and enhance their performance, it should
also foster a faster growth rate in their
career path.
 Recreation
 Recreation is an important as any other tool. It
helps in creating a conducive environment –
making fun for everyone.
 Thus, it is necessary to introduce consistent
recreation initiatives like Sports, Activities, family
get together and unwinding zones at the
workplaces
 Besides this, cultural programmers and Birthday
celebrations break the monotony of everyday
work pressure.
 The Grievances
 In order to create a supportive work atmosphere,
ensure a prompt atmosphere, ensure a prompt
redressed of grievances. This reinforces an
employee’s belief in the management and in the
fact, that no stone will be left unturned to identify
and solve their grievances and quickly as
possible.

Coned…..2page
 The Grievances
 The unbridled growth of the new economy, the
emergences of the knowledge worker and the high
demand for talent in the domestic and global markets
have rewritten the rules of the game.
 Though hiring good employees is a nightmare, it is more
difficult to retaining good employees. The talent
management is the key area in every organization worth
its HR department and CEOs are more worried about
intellectual capital than working capital. To add to the
problems are the huge packages being doled out at all
levels.

Emotional Intelligence - the five
domains Of Self Management

Goleman identified the five 'domains' of EQ

as:
Knowing your emotions.
Managing your own emotions.
Motivating yourself.
Recognizing and understanding other
people's emotions.
Managing relationships, i.e.., managing the
emotions of others
 SELF-AWARENESS
High self-awareness refers to having an
accurate understanding of how you behave,
how other people perceive you, recognizing
how you respond to others, being sensitive
to your attitudes, feelings, emotions, intents
and general communication style at any
given moment and being able to accurately
disclose this awareness to others.
 SKILL INDICATORS
– Know when you are thinking negatively
– Know when your self-talk is helpful
– Know when you are becoming angry
– Know how you are interpreting events
– Know what senses you are currently using
– Know how to communicate accurately
what you experience
– Know the moments your mood shifts
– Know when you are becoming defensive
– Know the impact your behavior has on
others
 SKILLS ASSESSMENT
– Do you recognize your feelings and
emotions as they happen?
– Are you aware of how others perceive
you?
– How do you act when you are defensive?
– Are you aware of how you speak to
yourself?
SELF – MANAGEMENT and
AWARENESS
Emotional awareness
Accurate self-assessment
Self-confidence
SELF - REGULATION
Self-control:
Trustworthiness
Conscientiousness:
Adaptability
Innovativeness
SELF - MOTIVATION
Achievement drive:
Commitment:
Initiative
Optimism:
SELF – MANAGEMENT and AWARENESS
Emotional awareness: Recognizing one’s emotions and their effects. People
with this competence:
• Know which emotions they are feeling and why
• Realize the links between their feelings and what they think, do, and say
• Recognize how their feelings affect their performance
• Have a guiding awareness of their values and goals
Accurate self-assessment: Knowing one’s strengths and limits. People with
this competence are:
• Aware of their strengths and weaknesses
• Reflective, learning from experience
• Open to candid feedback, new perspectives, continuous learning, and self
development
• Able to show a sense of humor and perspective about themselves
Self-confidence: Sureness about one.s self-worth and capabilities. People
with this competence:
• Present themselves with self-assurance; have .presence.
• Can voice views that are unpopular and go out on a limb for what is right
• Are decisive, able to make sound decisions despite uncertainties and
pressures
SELF - REGULATION
Self-control: Managing disruptive emotions and impulses. People with this
competence:
• Manage their impulsive feelings and distressing emotions well
• Stay composed, positive, and unflappable even in trying moments
• Think clearly and stay focused under pressure
Trustworthiness: Maintaining standards of honesty and integrity. People
with this competence:
• Act ethically and are above reproach
• Build trust through their reliability and authenticity
• Admit their own mistakes and confront unethical actions in others
• Take tough, principled stands even if they are unpopular
Conscientiousness: Taking responsibility for personal performance.
People with this competence:
• Meet commitments and keep promises
• Hold themselves accountable for meeting their objectives
• Are organized and careful in their work
SELF – REGULATION (Cont)
Adaptability: Flexibility in handling change. People
with this competence:
• Smoothly handle multiple demands, shifting
priorities, and rapid change
• Adapt their responses and tactics to fit fluid
circumstances
• Are flexible in how they see events
Innovativeness: Being comfortable with and open to
novel ideas and new information.
People with this competence:
• Seek out fresh ideas from a wide variety of
sources
• Entertain original solutions to problems
• Generate new ideas
• Take fresh perspectives and risks in their thinking
SELF - MOTIVATION
Achievement drive: Striving to improve or meet a standard of excellence.
People with this competence:
• Are results-oriented, with a high drive to meet their objectives and standards
• Set challenging goals and take calculated risks
• Pursue information to reduce uncertainty and find ways to do better
• Learn how to improve their performance

Commitment: Aligning with the goals of the group or organization. People

with thiscompetence:
• Readily make personal or group sacrifices to meet a larger organizational
goal
• Find a sense of purpose in the larger mission
• Use the group.s core values in making decisions and clarifying choices
• Actively seek out opportunities to fulfill the group.s mission
Managing Others
Management Skills For
Everyone
 Personal Management
Skills
Management: to be in command or to have under control.

Steps for great self-esteem:

Take responsibility
Watch your negative self talk
Don’t allow others negativity to
affect you
Commit to building your self-
esteem daily
Have an optimistic attitude
Examples of Self Talk
Negative Self Talk: Positive Self Talk:
I’m so stupid I am capable!
sometimes! I have many wonderful
I look awful today! qualities!
I just keep getting I love myself just the way I
fatter and fatter! am!
I’m always broke! I believe in my ability to
succeed!
Why do these things
always happen to me? I deserve the respect of
others!
Setting Goals is
SMART !
“Goal” In Goal-Setting:

Specific
Measurable
Achievable
Reviewed/revised
often
Time specific
 Assertive
Behavior SkillsLearning to say “NO”:
1. Acknowledge the request
5 Major time wasters:
2. Decline
1. Spreading yourself 3. State reason

too thin 4. Offer alternative solutions

2. Being Afraid
3. Not wanting to say
no
4. Being tied to the
phone
5. Procrastinating
 Team/Office
Politics
Power, know who has it
Opportunity to align yourself
Learn to keep on top of things
Identify with a mentor
Track your success skills
Involve yourself in other
activities
Communicate effectively and
know how to handle conflict
Separate yourself as a star
 Dealing With Difficult
People
Sherman Tanks- directors gone
bad, they like to bully/threaten
Snipers- Passives, socializers, take
shots at you
Exploders- Socializers, blow up
then are embarrassed
Complainers- any type! Complain
over and over
Gossipers- any type! Like to
spread rumors
 Ways To Handle
Difficult People
1. Tolerate it without
resentment
2. Tolerate with resentment
3. Leave the situation
4. Protest….
+ = + If they are nice be
nice
- = + Give jerks the
benefit of the doubt
Career Killers
Lack of direction or goals
Having no Emotional
Intelligence
Not using Emotional
Intelligence
Refusing to be a team player
Behaving passively or
aggressively
Negative work habits
Attitude of indifference
Expecting others to look out
for you
 Ending On A
Positive Note
The power of a smile:
Sets a positive tone
Gives you an air of
confidence
Energizes you
Reduces tension
Improves tonality
Makes you look younger
Helps you build the
reputation as an achiever
 MANAGING
PEOPLE WITH
EI
MANAGING PEOPLE : some principles
• CONSISTENCY IN DEALINGS, APPROACH
• DEMONSTRATE FAIRNESSE EMOTIONAL
INTELLIGENCE
• EXHIBIT LEADERSHIP QUALITIES
• PLAN<SET GOALS AND STRATEGY
• EXUDE CONFIDENCE IN HIMSELF, TEAM
• CLARITY IN COMMUNICATION
• SET EXAMPLE
• AUTHENTIC & DIRECT
• SELF-RESPECT

• LEARN FROM FAILURE

Key Aspects of the Management Process
The Four Management Functions

Planning Organizin
g

Leading Controlling
Mintzberg's 10
Managerial
Roles
 Task Skills
Strategic Skills Setting and prioritizing
Environmental objectives
assessment scanning Developing plan of
action and
Strategy formulation implementation
Mapping strategic Responding in a flexible
intent and defining manner
mission Creating value
Strategy Working through the
implementation organizational structure
Human resources Allocating human
knowledge resources
Managing time
efficiently
 (continued)
People Skills
Delegating
Influencing Self-Awareness Skills
Motivating Personal adaptability
Handling conflict Understanding personal
Win-win negotiating biases
Networking Internal locus of control
Communicating
– Verbal
– Nonverbal
Listening
Cross-cultural
management
Heterogeneous teamwork
 Working Environments

The physical workplace provision has an important

effect on individual productivity and satisfaction
– Comfort;
– Privacy;
– Facilities.

Health and safety considerations must be taken

into account
– Lighting;
– Heating;
– Furniture.
 How EQ succeeds IQ
Emotional Intelligence explains why inspire
of equal intellectual capacity, educational
background, training or experience some
people excel while others of same caliber
and high educational degree lag behind.

Emotional Intelligence is the dimension of

intelligence responsible for our ability to
manage ourselves and our relationship with
others.
EQ versus IQ
 Intelligence quotient
or IQ
An intelligence quotient or IQ is a score
An intelligence quotient or IQ is a score
derived from one of several different
standardized tests attempting to measure
intelligence. The term "IQ," is a translation of the
German Intelligenz-Quotient,
IQ scores are used in many contexts: as
predictors of educational achievement or special
needs, by social scientists who study the
distribution of IQ scores in populations and the
relationships between IQ score and other
variables, and as predictors of job performance
and income.
 Emotional Intelligence
(quotient) or EQ
Emotional Intelligence is a way of
recognizing, understanding, and choosing
how we think, feel, and act. It shapes our
interactions with others and our
understanding of ourselves. It defines how
and what we learn; it allows us to set
priorities; it determines the majority of our
daily actions. Research suggests it is
responsible for as much as 80% of the
"success" in our lives."
 EQ versus IQ
In the business world so much of emphasis has
been placed on intellect. Intellect has proven
invaluable to drive our success in business.
Process and procedures based on
analysis,logic,strategies are critically important
However to get the higher level of competence in
business we must blend the progress that we
have made in using intellect & IQ with the
invaluable competencies of EQ.
 Why EQ…???
EQ is the distinguishing factor that determines if
we make lemonade when life hands us lemons or
spend our life stuck in bitterness.
EQ is the distinguishing factor that help us to
maintain a warm relationship or a distant
contacts.
EQ is the distinguishing factor which draws
others to us or repels them.
EQ is the distinguishing factor which enable us
to work in coordination with others or to create
a disputed situation.
EQ is the distinguishing factor which enables to
win the heart of people or to win the situation by
argument.
 Why EQ

EQ is the distinguishing factor

that determines if we make
lemonade when life hands us
lemons or spend our life stuck in
bitterness
EQ is the distinguishing factor
that help us to maintain a warm
relationship or a distant
contacts.
EQ is the distinguishing factor
which draws others to us or
repels them.
EQ is the distinguishing factor which enable
us to work in coordination with others or to
create a disputed situation
EQ is the distinguishing factor which enables to
win the heart of people or to win the situation by
argument
 Benefits of EQ
The competencies & gift that EQ gives us are many. Included
are skills that drive our internal world as well as our response to
the external one.
Some examples includes
personal motivation,
personal mastery over our life’s purpose & intention
empathy for others
social expertise that allow us to network and develop
relationships that enhance our purpose
character & integrity that enable us to appear genuine and
aligned;
a tenacity to face and resolve both internal and external conflict
personal influence that enable us to advance our purpose.
 Benefits of EQ

Personal Motivation
Personal mastery over our
life’s purpose & intention
Empathy
Social expertise that allow
us to network and develop
relationships that enhance
our purpose
Character & integrity
that enable us to
appear genuine and
aligned
A tenacity to face and resolve
both internal and external
conflict
Personal influence that enable
us to advance our purpose.
Use of EQ at Workplace
It is EQ that will solve our
retention & morale problems
improve our creativity
create synergy from teamwork
speed our information by way of sophisticated people
networks
drive our purpose
and ignite the best and most inspired performance from
our followers.
 It is EQ that will solve our
retention & morale problems
Improve our creativity
Create synergy from
teamwork
Speed our information by way of
sophisticated people networks
Why use EQ in the workplace
The workplace & workplace
culture is changing. Today the
emphasis is more on people
focused style of leadership.
Today employees are motivated
by the relationship they have in
their workplace & EI seems like a
logical framework to help build
these relationships. Emotions
influence all aspect of our lives.
Its impossible to separate them
from work. They play a large role
in how others perceive us
through our tone of voice, facial
expressions and body language.
 EQ in the Workplace
It is really very sad that after so much research
on the benefits of Emotional Intelligence, too
many managers and leaders continue to ignore
the facts. They're stuck in their old patterns of
intimidation and coercion, demoralizing
employees and creating attitudes of grudging
compliance. The point to remember is
Emotional Intelligence is learnable. All that
needs to happen is for managers and leaders to
see the benefit of doing so.
 Application of EQ in the
Workplace
EI is increasingly being applied to organizational
level initiatives such as workforce planning,
performance management, strategic and cultural
change as well as the recruitment process.

According to Jim Hunter, CEO at Genos, issues of

employee retention and employer of choice are
front of mind in many corporations. “EI is being
seen as an excellent medium to enhance the
environment, culture, leadership and team
dynamic within an organization.”
 Managing Conflict
in the Workplace Using
Emotional Intelligence
 Why Conflict Arises

Type “A” Personality

Vs.

Type “B Personality
 Type ”A” Personality

Highly Competitive
Strong Personality
Restless when inactive
Seeks Promotion
Punctual
Thrives on deadlines
Multi jobs at once
Type “B” Personality
Works methodically
Rarely competitive
Enjoys leisure time
Does not anger easily
Does job well but doesn’t
need recognition
Easy-going
 Aggressive People
Body language
– Stiff and straight
– Points, bangs tables to emphasize points
– Folds arms across body
Verbal language
– “I want you to…”
Aggressive people
– “You must…” are basically
– “Do what I tell you!” insecure….. Try to
– “You’re stupid!” avoid them.
 Submissive people
Body Language Verbal Language
– Avoids eye contact – “I’m sorry”
– Stooped posture – “It’s all my fault”
– Speaks quietly
– “Oh dear”
– Fidgets

Submissive people
have a great sense
of inferiority
 Assertive People
Body language
– Stands straight
– Appears composed
– Smiles
– Maintains eye contact
Verbal language
– “Let’s”
– “How shall we do this?”
– “I think… What do you think?”
– “I would like…”
 Types of Conflict

Within an individual
Between two individuals
Within a team of individuals
Between two or more teams within an
organization
 Causes of conflict
Conflict of aims- different goals
Conflict of ideas- different
interpretations
Conflict of attitudes - different
opinions
Conflict of behavior- different
behaviors are unacceptable
 Stages of Conflict
Conflict arises
Positions are stated and hardened
Actions, putting into action their
chosen plan
Resolution???
 Preventing Conflict
Assess positive and negative
personality traits of people involved
Determine personality type
– Aggressive
– Submissive
– Assertive
Assess if people are introvert or
extroverts...
 Preventing Conflict
Review past conflicts
Assess communication skills of those
involved
Read body language of participants
 Preventing Conflict
Try to reduce conflict
– Realize that communication is colored by
personal experience, beliefs, fear,
prejudices
– Try to be neutral
– Plan the timing and place of the
conversation
– Realize that outside stress may add to
confrontation
– Eliminate/reduce external interruptions
 Preventing Conflict

Manage the language used

– Neutral vs. loaded words
– Reduce technical language
– Allow for cultural differences in language
– Words may have different meanings for
different people…ask them to elaborate
 Aids to Communication
Listen Actively Tailor words to
Relax person
Observe body Determine the best
language timing
Develop interest in Determine the best
others interests place
Ask for clarification Why is the
conversation
Plan what you are
necessary
going to say
Personalities who cause conflict

Aggressor
Passive
Absentee
Error prone
Negative attitude
Chatterbox
Do nothing
Personalities who cause conflict

Unreliable
Time waster
Resentful person
 WAC’em method
What’s bothering you?

A -What do you want to Ask the

person to do?

heck in to see if what you’ve asked

for can happen
EI is being seen as an excellent
medium to enhance the
environment, culture, leadership
and team dynamic within an
organization.”
 Quote
“You can buy people’s time; you can
buy their physical presence at a given
place; you can even buy a measured
number of muscular motions per hour.
But you cannot buy enthusiasm…you
cannot buy loyalty…you cannot buy the
devotion of their hearts. This you must
earn."
 Emotional Ambivalence fuels
organizational success
Creativity Innovation & Emotional
Intelligence :-
People who are emotionally ambivalent –
simultaneously feeling positive and
negative emotions – tend to be more
creative in the workplace than those who
feel just happy or sad, or lack emotion at
all, according to a new study.
The task of the leader is to get his
people from where they are to where
they have not been.
                      - Henry Kissinger
 Leaders in Emotional Intelligence

First they ignore you, Success is a lousy teacher. It

Solid ,pure human
relations and support are
the key to any success
Talal Abu Ghazaleh
then they laugh at you, seduces smart people into
then they fight you, thinking they can't lose . Bill
then you win
Gates
Mohandas Gandhi Personality is reduced and deformed
with depleted thoughts and stagnant
mind.
King Hussein

I have found that being

honest is the best
Coming together is a technique I can use.
beginning; keeping togetherRight up front, tell people You achieve In times of rapid change,
is progress; working what you're trying to your goals with experience could be your
accomplish and what
together is success. a smile or a worst enemy.
Henry Ford you're doing... Lee
laugh. . J. Paul Getty
Iacocca
 The 3 Leaders Roles in EI
1 - Sell the VISION

2- Achieve it through the TEAM

3- Maintain Effective RELATIONSHIPS

 The 7 Requirements for
Leadership Behavior
1- Shows Enthusiasm

2- Supports Other People

“ Become Genuinely interested in
other people” - Dale Carnegie

3- Recognize individual efforts

“ Give honest, sincere
appreciation” , Dale Carnegie
 The 7 Requirements for
Leadership Behavior

4- Listen to individual’s ideas and

problems.
“ Be a good listener. Encourage others to
talk about them selves” , Dale Carnegie

Ignoring,
Pretending,
Selective,
Empathetic
 The 7 Requirements for
Leadership Behavior
5- Provide direction
“ Ask questions instead of giving orders”,
Dale Carnegie

6- Encourage.
“ Let the other person feels the idea is his
or her” – Dale Carnegie

“ Use encouragement. Make the fault

seem easy to correct” Dale Carnegie
 The 7 Requirements for
Leadership Behavior

7- Develop other people.

LEADERS create LEADERS

 The 3 Leaders Tools
Delegation

Coaching

Empowerment
Inspired to become a leader…
START NOW
1.Have a dream ….VISION

2.GAP analysis ….SELF AWARNESS

3.Plan …..SMART

4.Act ….. ENTHUSIASM

5.Evaluate ….. RECHARGE YOUR BATTERIES

 Emotional Intelligence
Management Competencies

Without emotional intelligence management

competencies , the executive or manager is more
likely to derail.

With these emotional intelligence management

competencies, managers and executives are
more likely to receive performance based
bonuses, higher salaries overall, and experience
greater job security.
 Here’s why these eight emotional
intelligence management competencies
qualities are so important now
Self-awareness and accurate
self-assessment:
Without self-awareness and
accurate self-assessment,
executives and managers will
be too quick to get irritated
with others, will create
problems in their work
relationships and in their
personal relationships, will
come across as abrasive,
won’t be able to admit
mistakes or accept useful,
realistic criticism, and won’t
have a realistic awareness of
their strengths or limitations.
Initiative
Executives and managers who
are rather low in initiative ill be
responding to events, rather than
being proactive, thereby finding
themselves in continual crisis
mode. Plus when leaders aren’t
utilizing initiative, they may fail to
seize strategic opportunities,
either because they haven’t
started their analysis and planning
process early enough or because
they may resist taking even well
calculated risks.
 Sound decision-making
If a manager or executive is
low in their ability to make
sound decisions this will only
be accentuated in a period of
great uncertainty and
turbulence. Executives low in
this area may spend more
time than they can afford to in
analysis, may not
demonstrate the courage to
make choices, may avoid
taking responsibility, and may
lack the commitment to
execute a decision fully.
 Empathy
When managers and executives
don’t demonstrate enough
empathy in times of uncertainty or
crisis, they will likely be seen as
indifferent, uncaring and in-
authentic – all of which will make
employees be less cooperative
and less communicative. The
manager may be left feeling
misunderstood, and will have
difficulty “reading” their
employees
 Communication
Managers and executives will be
hampered to an extraordinary
degree if they don’t use adequate
communication skills during
turbulent times. By not
communicating well enough
managers will tend to avoid
getting into dialogue about
important issues, will often only
communicate good news and will
tend to try to hide bad news –
hurting trust, and will have great
difficulty in managing
complicated issues. In addition,
they will appear unavailable and
uncaring to others, which will
hurt teamwork and cooperation.
 Influence
When executives and managers
are low in the management
competency of influence they will
fail to leave the right impression,
will tend to alienate others rather
than getting support, may end up
working too independently and
even against the group, and will
have difficulty motivating the
group quickly enough to address
the eminent challenge
 Adaptability
Without ramping up the ability to be
more adaptable in a time of
turbulence and uncertainty many
executives and managers will tend to
respond negatively to new, changing
situations. In addition, they may
show emotional strain to others
when they have to shift priorities;
tend to express, or simmer with,
frustration with change – even if it is
for a positive purpose; will have
difficulty adapting their responses
and tactics to fit the emerging
circumstances; and ultimately will
often be hesitant in taking on new
challenges.
 Self-management
When managers or
executives have low self-
management they tend to
react impulsively in
stressful situations,
possibly get overly
stressed, angry or upset
when facing rapidly
changing situations or
conflict at work; and
sometimes respond to
problems in a no
constructive manner –
which often causes
unwanted consequences.
 Advice on Using

Emotional Intelligence
in Your Life
 Do not undermine
your worth by
comparing yourself
with others.
It is because we are
different that each
of us is special.
Do not set your goals
by what other people
deem important.
Only you know what
is best for you….
 Do not let your life
slip through your
fingers by living in
the past nor for the
future.
By living your life
one day at a time,
Do
younotlivegive up when
all the days
you still have
of your life.
something to give.
Nothing is really
over until the
moment you stop
trying.
It is a fragile thread
that binds us to
 Do not be afraid to
encounter risks. It is
by taking chances
thatDo
we not shut
learn how to
lovebe
out of your
brave.
life by saying it
is impossible to
find. The
quickest way to
receive love is
to give love;
the fastest way
to lose love is
to hold it too
 your
dreams.

To be
without
dreams is
to be
without
hope; to
be
without
hope is to
be
without
 Do not run through life so
fast that you forget not only
where you have been, but
also where you are going.

Life is not a race, but a journey to

be savored
 Just do it!

‘Many of life’s failures are people who did not

realize how close they were to success when
they gave up.’
T. Edison
 Conclusion
Thus in today's scenario its very important
for any manager or executive to learn this
skill of Emotional Intelligence
We all can be emotionally intelligent by
practicing it as it is a very much trainable
skill.
Lets learn it and use it for organizational
as well as for our personal success.