• Meet Max

– Max is a dog of the finest breeding.

– He was rigorously trained to retrieve game at
the slightest nod from his owner.
– He is slightly motivate to serve his master’s
needs.

• Meet Max
– Max is talented, amiable, full of energy, and well
educated.
– He is anxious to enter the arena of customer
service and make a contribution, and he’s
bursting with innovative ideas.
• Meet Mr. Harold
– Mr. Harold is an average manager of customer
service for New World Imports.
– Service is the byword in his department.
– He has some untapped ideas about customer service.
• Max and Max
– Max and Max both have new opportunities – a
chance to learn, a chance to show their stuff.
– Each comes to learn about limits, though:
– stay on the lawn;
– get your own job figured out first, then you can start
worrying about mine.
 No creature can fly with
just one wing.
• Gifted leadership occurs where heart &
head - feelings and thought - meet
 Watch Out!!!!
• Persistent disturbances in mood - depression, anxiety etc.
• Alteration in vegetative functions - sleep patterns, appetite.
• Changes in behaviour - irritability, restlessness, decreased
initiative, reduced desire.
• Increasing dependence on alcohol, tobacco, stimulants or any
others drugs of abuse.
• Disturbance in cognition - concentration, memory, attention-
span.
• Persistent physical complaints despite investigations revealing
no abnormality or even after suggested medical treatment has
been completed.
 Unforeseen
Some of us undergo long periods of emotional
volatility when an unexpected tragedy occurs in
our lives. Like the death of a loved one, betrayal
in relationships, etc often throw us into a
depression. And that brings about extreme
patterns of behavior. One minute you feel you
will be able to pick up the pieces and walk again.
But the very next moment you find yourself
snapping at even your near and dear ones.
For example:
• Sluggish traffic and the incessant noise on the
streets, you often loose your temper and scream
imprecations at all till your throat is hoarse.
• Annoyed by the constant chatter and shrieks of your
happily playing children.
• Discussing the person you met for the first time,
spewing venom about person you don’t even know.

If u have any one of the above you need

to develop your emotional skills
The problem is not with emotionality but
with the appropriateness of emotions and
its expression.
The challenge is to manage our emotional
life with intelligence.
 Importance of Emotional
Intelligence
People need people.
• The beginning of ‘everything’ happening in
business and core of all actions is human activity

• Nothing of any consequence happens until human

beings want to act

• Human experience involves interaction or

relationship with other people.
 Importance of Emotional
Intelligence
The higher you go, the more Emotional
Intelligence matters--
• 50% of work satisfaction is determined by
the relationship a worker has with… his/her
boss.
• EI is a prerequisite for effective leadership
across borders.
 Emotional
Intelligence
Emotional intelligence is the ability to
sense, understand and effectively apply
the power and acumen of emotions.
Emotional Intelligence evolves over
a series of transactions and
instances between two or more
individuals.
 Emotional Intelligence

• It is the ability to understand other people: what

motivates them, how they work, how to work
cooperatively with them.

• The core of emotional relations includes the

capacities to discern and respond appropriately to
the moods, temperaments, motivations and desires
of others people.
 Emotional Intelligence
• Emotional Intelligence reveals that
fascinating facets of Emotions - How to
use Passions to Understand our
Circumstances and engage in ‘Quality
Life’.

• Emotional mind harness the Rational

mind to its purpose.
 Emotional Intelligence
• Emotional Intelligence motivates you to pursue
your unique potential and purpose.

• Emotions are inherently neither positive nor

negative rather emotions are a source of human
energy, authenticity and drive.

• Emotions keep you honest, with yourself,

shapes trusting relationships, provide an inner
compass for your life.
Emotional Intelligence Concepts
in a Leadership Context???

• Emotional Intelligence is
our ability to acquire and
apply knowledge from our
emotions and the emotions
of others in order to solve
problems, and live a more
successful, fulfilling life.
 Goals of Emotional
Intelligence
• To gain better understanding of one’s self

• To broaden and sharpen sensitivity to the feelings of

others

• To develop respect for others and create a conducive

environment
 Emotional Intelligence is…
• Appropriate emotions, feelings
proportionate to circumstances.

• When emotions are too muted

they create dullness and
distance.

• When out of control, too

extreme and persistent, they
become pathological, resulting
in rage, depression and
extreme anxiety.
 Emotional Skills
• Identifying and labelling feelings
• Expressing feelings
• Assessing the intensity of feelings
• Managing feelings
• Delaying gratification
• Controlling impulses
• Reducing stress
• Knowing the difference between feelings and
actions
 Emotional Intelligence
To achieve one’s dream of success both at personal and
organisational levels, the assets of emotional skills is
worth a billion.
The following traits of success are nothing but emotional
skills.
Confidence Enthusiasm
- Commitment - Passion
- Hope - High Energy
- Will Power - Value System
 Developing Your E.Q.
 Develop the courage to follow your own feelings

 Express your feelings – find out who cares – spend time with
them

 Start labeling feelings; stop labeling people & situations

 Analyze your own feelings rather than the action or motives of

other people
 Take responsibility for your emotions & happiness

 Stop believing others cause your feelings; Don't expect others to

 Developing Your E.Q.
• Ask others how they feel

• Make time to reflect on your feelings

• Use three word sentences beginning with “I feel”

• Identify your fears and desires

• Identify your unmet emotional needs

 How to prevent emotional
volatility
• Meditate
• Try not to carry work home
• Join a social cause
• Be aware of your behavior
• Be aware of others
• Enjoy nature
• Use transactional analysis
• Express yourself
• Organize
 Research says….
Research has indicated that the following EI
competencies predict success at work: self-
awareness, emotional resilience, decisiveness,
interpersonal sensitivity, influencing skills,
conscientiousness, integrity, and personal
motivation.
Studies* show:
For all levels of jobs, EI
competencies are twice as
effective as IQ in determining an
individual’s success rate.
The higher the level of a position
in an organization, the more EI
seems to matter.
 Executive Leaders show an 85%
correlation between EI
competency and success.
 Emotional And
Intelligent Quotient
• IQ offers little to explain the different destines of people
with roughly equal promises, schooling, and opportunity.

• 95 Harvard students from classes of 1940s were followed

into middle age. It was found that the men with the
highest test scores in college were not particularly
successful compared to their lower-scoring peers in terms
of salary, productivity, or status in their own field. They
also did not have the greatest life satisfaction nor high
levels of happiness with friendships, family and romantic
relationship.
 Your Emotions can block your
Professional Growth and Success
When you are hurt, you cry.
When you achieve something, you exult.
When someone rejects you or breach your trust
or hurt you feel the pain, right there in your
heart.
When you give more than your 100% to your
work or to your relation and you fail; or when
you achieve something big but do not get proper
appreciation or recognition then you feel
unwanted and frustrated.
Emotions
Various Categories
 Emotions
Various
Categories
• Anger - fury, outrage, resentment, wrath, animosity, annoyance,
irritability, hostility and perhaps at the extreme - pathological
hatred and violence.

• Sadness - grief, sorrow, cheerlessness, gloom, melancholy, self-

pity, loneliness, dejection, despair and at the extreme -
pathological severe depression.

• Fear - anxiety, apprehension, nervousness, concern, misgiving,

dread, fright, terror and at extreme - psychopathology, phobia and
panic
• Enjoyment: happiness, joy, relief, contentment, bliss, delight,
amusement, pride, sensual pleasure, thrill, gratification,
satisfaction, and at the extreme - mania.
 Contd…..
• Love - acceptance, friendliness, trust, kindness,
affinity, devotion, adoration, infatuation
• Surprise - shock, astonishment, amazement,
wonder
• Disgust - contempt, disdain, aversion, distate

• Shame - guilt, embarrassment, remorse,

humiliation, regret
 THE EMOTIONAL BRAIN

Thalamus
(Signals translated
to brain signals)

Visual Cortex Amygdala

(Signals analysed
(Triggers emotional
and assessed)
response via
emergency)
 Handling Your Children's
Emotions
CHILDREN DISPLAY THEIR EMOTIONS IN THEIR OWN WAYS. AS
PARENTS, IT IS IMPORTANT THAT WE BE MINDFUL OF THIS AND
WATCH OVER THEM WITH PATIENCE AND SYMPATHY.
Four basic parenting styles when it
comes to handling kids' emotions
• Dismissing parents disregard, ignore or
trivialize their children's emotions.

• Disapproving parents are critical of their

children's displays of feelings and may even
reprimand or punish them for emotional
outbursts.
• The laissez-faire parents accept their
children's emotions, but fail to offer
guidance or set limits on their children's
behavior.
• The emotional coach parent is aware of
his children's emotions and uses them as an
opportunity for teaching and encouraging.
ANGER
 What is anger?
Anger is an emotion.
It is ok to be angry.
“A strong feeling of displeasure and, usually, antagonism”
It is an emotional reaction to frustration or injury. In some
cases, anger is beneficial, as it can spur us on to take action to
correct a situation, or protect us from harm.
It can be an instrument of motivation to work for positive
change
 CONCEPT

• Anger may be defined as the thoughts, feelings,

physical reactions and actions that result from a
blameworthy or attack provoking physical,
emotional or mental provocation.
• In many cases anger is a straight road to hostility,
the expression of anger or even attack.
CONCEPT

• There is nothing wrong with anger. It is very natural reaction of

the body, meant to put you into self protective mode.
• But if you experience repeated episodes of anger, sometimes
over very trivial things , then it becomes a problem.
• Because not only do your frequent outbursts of anger harm your
personal relationships and quality of life, they also have a bad
effect on your health.
• Anger can cause insomnia and depression.
 CONCEPT

• Constant anger can also lead to bad relationships and therefore

negative coping skills.
• Anger can spoil your public image. It reduces efficiency at work and
leads to poor concentration.
• To cope people turn to tobacco and alcohol.

• To correct chronic anger, it is important for you to be aware that you

have an anger problem in the first place.
 Ways to Exhibit your Anger
SUPPRESSION
• When something – a situation, event or person – makes you
angry, but you do not express that annoyance., you are
suppressing the emotion.

• For Example: you may be angry with a friend who forgot to

greet you on your birthday. But you do not tell her or him so.
Instead, you ignore his or her phone calls or take offence at
everything she or he says.

• You are likely to suppress your anger because you do not

know how to express yourself or how to express your anger.
 Ways to Exhibit your Anger
OUTBURSTS
• It is normal to explode once in a while, but repeated episodes
of uncontrolled rage are unhealthy.

• When you explode with rage, you do not see what you are,
what you are talking to and what you are doing but you express
your anger in the most unpleasant way.

• Frequent outbursts of rage usually occur among people who

have low tolerance levels.

• They get irritated and angry because of any minor disturbance

in life.
 Ways to Exhibit your Anger

DISPLACEMENT
• When you are angry with person A, but take out the emotion
on person B or C, it’s called displacement.

• For instance, unable to tell your boss what you really feel, you
shout at your driver on the way back home or shriek at your
kids.

• Most often, people who displace their anger are not even
aware of it.
 ANGER MANAGEMENT
• A lot of anger is about expectation. Try to lower them.

• Practice restraint. Before you say anything to anyone, write down on a

piece of paper , look at it again in the morning.

• Self – realisation is the first step to correcting an anger problem

• Utilize the energy in positive way.

• Moderate daily exercise helps keep the mind fit and expends the extra
energy positively.

• Do ten minutes breathing exercises daily. This has been scientifically

proven to calm the nervous system down.
 ANGER MANAGEMENT
• When you feel a wave of anxiety or anger, scan your body
immediately and try to locate a tense muscle. Then relax it.

• Coach your self to express anger the correct way.

• Try and see humour in situations and avoid reacting immediately.

• Every night pen down the number of times you got angry and
showed it, the length of time you stayed angry, what you said and
what was the trigger. This helps you to understand your anger cycle
 ANGER MANAGEMENT

Know the difference between anger and aggression.

Aggression is acting out inappropriately and is not

ok. Learn to check your aggression and express your
anger appropriately.
ANGER MANAGEMENT
Ways to Keep Cool:
Get exercise every day.
Eat right.
Get enough sleep.
Learn to relax.
Know your feelings.
Write about those feelings.
 ANGER MANAGEMENT

Ways to Keep Cool:

Find a quiet place.
Take a time out.
Find fun distractions.
Make good decisions about what you see and hear.
Choose friends who make you feel good.
Learn to forgive and forget.
Techniques For Managing Anger

First: recognize that all feelings are ok; including anger. It’s
the way we deal with feelings that can cause problems.

Don’t attack others. It will come back to haunt you.

Don’t attack yourself. If you aren’t on your side, who will
be?
Don’t deny your feelings. It may lead to depression or
hostility later.
 Techniques (cont.)
Second: Remember, you can CHOOSE your response to anger
analyze the emotion that is bubbling under the surface
make a commitment to recognise your anger and
expressing it in a way that is not harmful to others or
yourself
learn to recognize your personal warning signals
express your anger clearly and directly
 Techniques (cont.)
Third: Avoid being a “swallower” or a “spewer”.

Talk with others before your rage builds up

Realize that intense anger can be dangerous
Set a boundary for yourself - what is allowable
 Techniques (cont.)
R-E-T-H-I-N-K
R: recognize
E: empathize
T: think about what you are feeling
H: hear what the other person is saying
I: integrate respect for others and yourself
N: notice your responses
K: keep on the current topic; don’t bring up old grudges.
 Social Consequences
Loss of friendships
Isolation
Suspensions
Legal consequences
Inability to maintain
employment
 Social Conseqence and Anger
Are there social consequences, both positive and
negative, that are derived from anger?

Yes! Anger can be both healthy and

unhealthy. It is important to try and
distinguish between the two.
Ask your self when angry: Will my reaction be
beneficial, or will it cause harm?
 Society and Anger (continued)
Anger in society often manifests itself in violent
behavior:
Rape
Murder
Racism
Terrorism
Genocide
Property destruction
The key to anger reduction is knowing yourself.

When you make mistakes, learn from them rather

than getting angry.
Don't criticize, condemn & complain because it
makes you angry.
Accept what you cannot change & change what
you cannot accept.
Ask even stupid questions to avoid mistakes, to
avoid others getting angry with you.
 Indecision makes you angry. Therefore, decide this
way or that way.
If all else fails, lower your standards to make you less
angry.

Expectation breeds frustration. Frustration breeds

anger.

Men who do not know how to fight anger, die young.

Nobody can make you angry without your consent.

Never get angry with a man who has nothing to lose.
Final Thought

“Those who cannot

forgive others, break the
bridge over which they
themselves must pass.”
 EI Competencies

• Self-Awareness
EI
• Self-Management
• Social Awareness
• Relationship Management
 Self-Awareness
Knowing one’s internal states, preferences,
resources and intuitions
• Emotional Self-Awareness

• Accurate Self-Assessment

• Realistic Self-Confidence
 Knowing one’s internal states,
preferences,
resources and intuitions
• Emotional Self-Awareness – Recognize
your own inner signals, note how
decisions and values match

• Accurate Self-Assessment – Know

your real limits and strengths, be graceful
in learning, know when to ask for help

• Realistic Self-Confidence – Be willing

and able to play to your strengths, admit
you have them!
 Social Awareness
Awareness of other’s feelings, needs,
concerns and the currents, networks and
politics of the organization

• Empathy

• Organizational
Awareness

• Service Orientation
 Relationship Management

• Inspirational
• Influence
• Developing Others
• Change Catalyst
• Conflict Management
• Building Bonds
• Teamwork & Awareness of one’s effect
Collaboration on others, ability
to work effectively and
efficiently with others
CASE STUDY
Chronological study of the
IR Issues
 Chronological study

• 19th Nov, 2009, 7.00pm: Two of the workers who were assigned the duty of
inspection in wire harness production made a mistake and allowed a wrong
piece to reach our Direct-On-Line inspection stage. To ensure that they
realised their mistake, the production in-charge used his own ways by asking
these two persons to hold their ears and do “Up and Down”.

• These two workers realised their mistake and came back to join the production
line but some other persons on the line, who had noticed this incidence,
thought otherwise and work was stopped on the wire harness production lines.
 Chronological study

• 7:30pm: The Sr. Personnel Manager came to the section along with the Production
in-charge to find out about the problem. The Production In-charge accepted his
mistake and apologised to the two workers and requested everybody to re-start the
work, but there was no response to the request.

• 8:30pm: Our HR Adviser/Head Operations arrived and met the workers along with
the Sr. Personnel Manager. He assured the workers that suitable actions would be
taken against the concerned officer and asked them to re-start the production
activities. Till that time, none of the workers took their dinner.

• 11:00 pm: With lot of persuasion, the workers agreed to have dinner but since the
shift timing was up to 11:00 pm no further work could take place.
 Chronological study

• 20th Nov, 09, 6am: Shift ‘A’ workers did not start work as usual. Upon persuasion and
assurance, they agreed but, productivity was below 50% lower than normal
productivity.

• 2:30pm: When 2nd shift joined, work was disrupted again and now a charter of
demands was raised. The main demands were

1. Increase in salary by 40% and

2. Regularisation of contractor’s employees.

• As our Managing Director was out of the country, it was agreed that upon his return,
he would meet them on 23rd Nov at 2.30pm to resolve their issues. Meanwhile the
workers were persuaded to re-start production activities. In the next few days,
production ran less than 50% of normal productivity level.
 Chronological study

• 23.11.09, 6am: Shift A workers did not start work. Some of the workers from shift B
& General Shift joined them a little later but only as preparation to speak to the
Managing Director.
• 8:00 am: Our M.D. met the workers and asked them “what the problem was”. The
workers mentioned about the incidence to which the M.D. assured that he was
aware and would take appropriate action. After this, the workers brought in the
demand for 40% increase in wages and about Regularisation. Then some individual
small trivial issues were brought forward. Upon listening to all matters, the
Managing Director assured them that he would look into all matters and offer them
a solution by the end of December, 2009 and asked the workers to start the
production activities. However, the workers were in no mood to do so and insisted
that the two issues for salary increase and regularisation should be finalised there
and then.
 Chronological study

• 10.00am: Madam Vandana Raheja (Director) spoke to the workers and requested them
to start while some of them could come for discussion. But the workers were adamant
that the issues be discussed before all the employees.
• Various rounds of discussion followed but seeing that the workers were not willing to
listen to reasoning, the labour department was notified and considering the effect it
could have on our supplies, all customers were informed about the position at Napino.
• 24th Nov, 2009: Dy. Labour Commissioner, Mr. Thakur and Labour Officer Mr. Dinesh
started conciliation proceedings by taking the views of the Management and Workers.
The DLC explained to the workers that it was important that a few workers should
become representatives for the workers to be able to discuss and arrive at a settlement.
Finally, they listened to reasoning and 18 persons were appointed representatives for
workers.
 Chronological study

• During discussions/negotiations, the DLC offered one of the industries’ best

settlement offers for wage increase to the workers, but they refused saying that
they were already receiving higher than this offer.

• Long exchange of views carried out throughout the night. It was quite evident
that there was no ethical demand by the workers that the management had not
offered them already or refused to accept.

• Finally “Tripartite Settlement” was arrived at, with similar monetary gains for
both contractual and regular employees and the validity of the agreement being
for three years.
 Chronological study

• 25th Nov, 2009 2.30pm: Regular production started at both Manesar and Udyog
Vihar Plants with ‘B’ Shift as most of the workers along with the concerned
managerial staff had spent 48 hours at the shop floor.

• Since then, normal production has been carrying on.

• But, the damage has been done in these 48 hours. Customers, though so far had
not been affected due to availability of finished goods stock of Napino
products, would like to cover such the risk for all “Single Source Items” being
supplied by Napino. What effect it could have on Napino’s future business, had
not been considered by the workers.
THANK YOU