Transcript Emotional Intelligence - Healthcare Safety Info

Emotional Intelligence
and Leadership
19th Public Procurement Forum
October
28-31, 2007
Dick Harshberger
Hampton Roads, Virginia
Presenting
Dick Harshberger Presenting
When It Comes To Emotional
Intelligence...
HOW SAVVY
ARE YOU?
1. You are on an airplane that suddenly hits extremely
bad turbulence and begins rocking from side to side.
What do you do?
A. Continue to read your book or magazine,
or watch the movie, trying to pay little
attention to the turbulence.
B. Become vigilant for an emergency,
carefully monitoring the stewardesses and
reading the emergency instructions card.
C. A little of both A. and B.
D. Not sure – never noticed
2. You are in a meeting when a colleague takes credit
for work that you have done. What do you do?
A. Immediately and publicly confront the colleague
over the ownership of your work.
B. After the meeting, take the colleague aside and
tell her that you would appreciate in the future
that she credits you when speaking of your
work.
C. Nothing, it’s not a good idea to embarrass
colleagues in public
D. After the colleague speaks, publicly thank her
for referencing your work and give the group
more specific detail about what you were trying
to accomplish.
3. You are a customer service representative and
have just gotten an extremely angry client on the
phone. What do you do?
A. Hang-up. It doesn’t pay to take abuse from
anyone.
B. Listen to the client and rephrase what you gather
he is feeling.
C. Explain to the client that he is being unfair, that
you are only trying to do you’re your job, and
you would appreciate it if he wouldn’t get in the
way of this.
D. Tell the client you understand how frustrating
this must be for him, and offer a specific thing
you can do to help him get his problem resolved.
4. You are a college student who had hoped to get
an A in a course that was important for your future
career aspirations. You have just found out you got
a C minus on the midterm. What do you do?
A. Sketch out a specific plan for ways to improve
your grade and resolve to follow through.
B. Decide you do not have what it takes to make it
in that career.
C. Tell yourself it really doesn’t matter how much
you do in the course, concentrate instead on
other classes where your grades are higher
D. Go see the professor and try to talk her into
giving you a better grade
5. You are a manager in an organization that is trying to
encourage respect for racial and ethnic diversity. You
overhear someone telling a racist joke. What do you do?
A. Ignore it. The best way to deal with these things
is not to react.
B. Call the person into your office and explain that
their behavior is inappropriate and is grounds for
disciplinary action if repeated.
C. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your
organization.
D. Suggest to the person telling the joke he go
through a diversity training program.
6. You are an insurance salesman calling on prospective
clients. You have left the last 15 clients empty handed.
What do you do?
A. Call it a day and go home early to miss
rush hour traffic.
B. Try something new in the next call, and
keep plugging away.
C. List your strengths and weaknesses to
identify what may be undermining your
ability to sell.
D. Sharpen up your resume.
7. You are trying to calm down a colleague who has
worked herself into a fury because the driver of another
car has cut dangerously close in front of her. What do
you do?
A. Tell her to forget about it—she’s OK now and it
is no big deal.
B. Put on one of her favorite tapes and try to
distract her.
C. Join her in criticizing the other driver.
D. Tel her about a time when something like this
happened to you, and how angry you felt, until
you saw the other driver was on the way to the
hospital.
8. A discussion between you and your partner has
escalated into a shouting match. You are both upset and
in the heat of the argument, start making personal
attacks which neither of you really mean. What is the
best thing to do?
A. Agree to take a 20-minute break before
continuing the discussion.
B. Go silent, regardless of what your partner says.
C. Say you are sorry and ask your partner to
apologize too.
D. Stop for a moment, collect your thoughts, then
restate your side of the case as precisely as
possible
9. You have been given the task of managing a team that
has been unable to come up with a creative solution to a
work problem. What is the first thing that you do?
A. Draw up an agenda, call a meeting and allot a
specific period of time to discuss each item.
B. Organize an off-site meeting aimed specifically
at encouraging the team to get to know each
other better.
C. Begin by asking each person individually for
ideas about how to solve the problem.
D. Start out with a brainstorming session,
encourage each person to say whatever comes to
mind, no matter how wild.
10. You have recently been assigned a young manager in
your team, and have noticed that he appears to be
unable to make the simplest of decisions without seeking
advice from you. What do you do?
A. Accept that he “does not have what it takes to
succeed around here” and find others in your
team to take on his tasks.
B. Get an HR manager to talk to him about where
he sees his future in the organization.
C. Purposely give him lots of complex decisions to
make so that he will become more confident in
the role.
D. Engineering an ongoing series of challenging
but manageable experiences for him, and make
yourself available to act as his mentor.
EMOTIONAL INTELLIGENCE
TRAINING
What is Emotional Intelligence?
Emotional intelligence is not about being nice all the time.
• It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
• It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
• It is about being smart with your emotions.
“We are being judged by a
new yardstick; not just how
smart we are, or by our
training and expertise, but
also how well we handle
ourselves and each other.”
Daniel Goleman, Ph.D.
Working with
Emotional Intelligence
Emotional intelligence will be an
important key to leadership in
the future.
BUT!
This conclusion is more a
function of
it is noand
longer
enough
lead by
belief
values,
thantobased
virtueofofwhat
power
on traces
wealone.
can see
today.
Fundamental Questions
1. What emotional resources do leaders
need to thrive amidst chaos and
turbulent change?
2. How do leaders create an emotional
organizational climate that fosters
creative innovations, change,
performance, or lasting
relationships?
Today’s business/public
environments and people issues
are far too complex to
to a top-down,
itreturn
is no longer
enough topower
lead by
based
leadership.
virtuestyle
of power
alone.
But we still
tend to use the
old language
to describe
leadership:
bold,
brave
tough
a strong sense of
purpose and
resolve.
These Attributes Do Not Fit
Today's Needs
 Today’s workforce does not accept the autocratic
style often adopted by leaders following historical
models of leadership.
 Leadership has had to evolve to match a growing
sense of democracy and independence in the
workforce
 Employees now have far more options and choices
than the foot soldiers of yesterday
Leaders now need to manage and
lead an empowered workforce and
go beyond the consultative, cooperative and democratic styles of
today. These new demands include:
Consultation and involvement
but leaders still get criticized for not
having and communicating a
compelling vision and purpose.
Autonomy And Freedom
but leaders are still expected to
take full responsibility when
things go wrong.
Opportunities For Growth,
Challenge And Glory
but leaders must be on hand to
coach and mentor us so that we
develop our potential.
Inclusion And Team Spirit
but we still want our leaders to
give us individual recognition
and acknowledgement.
The “nice-is-good” theme.
it is no longer enough to lead by
virtue of power alone.
Remember!
Emotional intelligence is not about being nice all the time.
• It is about being honest.
Emotional intelligence is not about being “touchy-feely.”
• It is about being aware of your feelings, and those of
others.
Emotional intelligence is not about being emotional.
• It is about being smart with your emotions.
It is no longer
enough to lead by
virtue of power
alone.
DISCUSSION
“In politics, it is much safer to be
feared than to be loved.”
• Machiavelli – The Prince
Do You Agree?
Pope John Paul II
Leaders need more
than ever to appear nice, and
renewed leadership agendas
it is no longer
enough to lead by
are needed.
virtue of power alone.
Ataturk
Gandhi
Emotional Intelligence does
not
fit the
classic
historical
it
is no
longer
enough
to lead by
models
ofpower
leadership.
virtue of
alone.
Today’s Training Will Help You
• Understand emotional intelligence and why it is
important to personal and professional success.
• Recognize five competencies you can work on to
increase your level of emotional intelligence.
• Listen to and employ your emotions for better decision
making.
• Show you care, and build trust by displaying sensitivity
and concern.
• Use your energy and enthusiasm to motivate others.
The Five Essential Competencies of
Emotional Intelligence
• Self-Awareness
• Self-Regulation
Relate to Ourselves
• Self-Motivation
• Empathy
Relate to Others
• Effective Relationships
Personal Benefits of
Emotional Intelligence
• Greater career success
• Stronger personal relationships
• Increased optimism and confidence
• Better health
Professional Benefits of
Emotional Intelligence
• Effective leadership skills
• Improved communication
• Less workplace conflict
• Better problem solving skills
• Increased likelihood of promotion
Let’s Score the Quiz!
What is Leadership?
SELF-ALIGNMENT
Self-Understanding
Resiliency
Customer Orientation
Business Acumen
Project Leadership
Managing Change
INTEGRATION
Relationship Skills
LEADERSHIP
IN THE MIDDLE
Communication
Coaching/Mentoring
Actualizing Vision
WORKING WITH OTHERS
DISCUSSION
Note How Many of the
Leadership Competencies
Rely On High Emotional
Intelligence!
The 10 Leadership Competencies
SELF UNDERSTANDING: Self-Assessment
WORKING WITH OTHERS: Communication Skills:
•
Develop clarity of personal values, purpose and vision
•
Understand and adapt to your audience - helping others learn
•
Develop and execute a personal strategy
•
Express intention clearly and concisely in written communications
•
Demonstrate authenticity through behavioral alignment with
values and vision
•
Build collaboration and clearly articulate intention in verbal communications
•
Formal presentation skills
•
Listen for understanding
SELF UNDERSTANDING: Resiliency
•
Manage flow of communication/information
•
Willingness to jump in and get things started
WORKING WITH OTHERS: Employee Development (Coach & Motivate)
•
Seek opportunities for performance improvement and
development
•
Motivating employees to high performance
•
•
Coaching for development and improved performance
Build off of others ideas for the benefit of the decision
•
•
Maintain appropriate, empowered attitude
Manage with appreciation/respect for diversity of individual values and
needs
•
Persistence in managing and overcoming adversity
•
•
Act proactively in seeking new opportunities
Delegate tasks as needed and with awareness of employee development
opportunities
•
Prioritization, time management
•
Select appropriate staff to fulfill specific project needs and responsibilities
•
Taking accountability for personal and leadership actions
WORKING WITH OTHERS: Interpersonal & Relationship Skills
ALIGNMENT: Customer Orientation
•
Understand and appreciate diversity of perspective and style
•
Understand and apply customer needs and expectations
•
Participate and contribute fully as a team member
•
Gather customer requirements and input
•
Demonstrate empathy and understanding
•
•
Partner with customer in gathering requirements, maintaining
communication flow and managing work
Build trust and demonstrate trustworthiness
•
Set and monitor performance standards
The 10 Leadership Competencies
ALIGNMENT: Strategic Business Acumen
WORKING WITH OTHERS: Creating and Actualizing Vision
•
Demonstrate ability to ethically build support for a perspective
you feel strongly about
•
Create a clear and inspirational vision of the desired outcome
•
Align the vision with broader organizational strategies
•
Holistic view - think in terms of the entire system and the
effects and consequences of actions and decisions
•
Translate the vision into manageable action steps
•
Operate with an awareness of marketplace competition and
general landscape of related business arenas
•
Communicate vision to enroll/enlist staff, sponsors and customers
•
Influence and Evangelize (sales, negotiation)
•
General business acumen - functions of strategic planning,
finance, marketing, manufacturing, R&D, etc.
•
Gather appropriate input
•
Understand individual motivators and decision-making styles and utilize to
enroll others
•
Facilitate win/win solutions
ALIGNMENT: Project Leadership
•
Set, communicate and monitor milestones and objectives
•
Gain and maintain buy in from sponsors and customers
•
Prioritize and allocate resources
•
ALIGNMENT: Create, Support and Manage Change
•
Manage multiple, potentially conflicting priorities across
various/diverse disciplines
Improvement Initiatives (three levels: managing your own transition /
transformation, managing a corporate (external) change initiative, coaching
others through transition)
•
Identify and implement appropriate change initiatives/efforts
•
Maintain an effective, interactive and productive team culture
•
Promote and build support for change initiatives
•
Manage budget and project progress
•
Understand cost/benefit and ROI of change initiatives
•
Manage risk versus reward and ROI equations
•
Manage transition with employees - guiding and supporting the change
process
•
Balance established standards with need for exceptions in
decision-making
•
Support staff in navigating transitional process/challenges through
organizational change
•
Make timely decisions in alignment with customer and business
pace
•
Demonstrate and build resilience in the face of change
Self-awareness
“If you understand your own feelings
you get a really great handle
on how you’re going to interact
and perform with others…
So one of the first starting
points is, ‘what’s going on
inside of me?’”
Chuck Wolfe
President,
C. J. Wolfe Associates, LLC
Extraversion
Sensing
Thinking
Judging
ENERGY SOURCE
PERCEIVING FUNCTION
JUDGING FUNCTION
LIFE STYLE ORIENTATION
Introversion
iNtuition
Feeling
Perceiving
Your four-letter type represents a preference from each of the above
four dichotomies. Here are the sixteen possible combinations:
ISTJ
ISFJ
INFJ
INTJ
ISTP
ISFP
INFP
INTP
ESTP
ESFP
ENFP
ENTP
ESTJ
ESFJ
ENFJ
ENTJ
© Otto Kroeger Associates 1999
The Temperaments: A Summary
David Keirsey’s 2 letter Temperament combinations (NF, NT, SJ, SP)
give the widest behavioral prediction with the highest accuracy.
4 TYPES
TEMPERAMENT
QUEST
STYLE
ACHILLES HEEL
ENFJ
INFJ
ENFP
INFP
NF
Identity
Catalyst
Guilt
ENTJ
INTJ
ENTP
INTP
NT
Competency
Visionary
Incompetence
SJ
Belonging to
Stabilizer or
Meaningful
Traditionalist
Institutions
SP
Trouble
Shooter
or Negotiator
ESTJ
ISTJ
ESFJ
ISFJ
ESTP
ISTP
ESFP
ISFP
© Otto Kroeger Associates 1999
Action
Disarray or
Disorganization
Routine or
Inactivity
Descriptors
“D”
Demanding
“I”
“S”
“C”
Phlegmatic
Evasive
Relaxed
Resistant to Change
Nondemonstrative
Worrisome
Careful
Dependent
Cautious
Conventional
Exacting
Neat
Egocentric
Effusive
Convincing
Superficial
Driving
Ambitious
Pioneering
Strong-Willed
Forceful
Determined
Aggressive
Competitive
Decisive
Venturesome
Magnetic
Political
Enthusiastic
Demonstrative
Persuasive
Warm
Convincing
Polished
Poised
Optimistic
Inquisitive
Responsible
Trusting
Sociable
Predictable
Consistent
Deliberate
Steady
Stable
Conservative
Reflective
Mobile
Firm
Calculating
Cooperative
Hesitant
Low-Key
Unsure
Undemanding
Cautious
Factual
Calculating
Skeptical
Active
Restless
Alert
Variety-Oriented
Demonstrative
Independent
Self-Willed
Stubborn
Pessimistic
Moody
Impatient
Pressure-Oriented
Eager
Flexible
Impulsive
Impetuous
Opinionated
Unsystematic
Self-Righteous
Uninhibited
Arbitrary
Unbending
Critical
Hypertense
Careless with Details
Passive
Patient
Possessive
Systematic
Diplomatic
Accurate
Tactful
Open-Minded
Balanced Judgment
ENERGY LINE
Mild
Agreeable
Modest
Peaceful
Unobtrusive
Logical
Undemonstrative
Suspicious
Matter-of-Fact
Incisive
Obstinate
YOU
ARE
ALL!
Adapted Style
HOW
YOU
ADAPT
D I SC
D I SC
100
100
90
90
80
80
70
70
60
60
50
50
40
40
30
30
20
20
10
10
0
0
Adapted
YOUR
“PERFECT
PLACE”
Natural
Practicing Self-Awareness:
• Awareness of our own emotional states is the
foundation of all the E.I. skills.
• Learn to “tune-in” to your emotions – they can give
you valid information about your responses to stressful
situations.
• Recognize the importance of emotions even in
“technical” fields.
Covey’s Paradigm
Covey’s Paradigm
Self-regulation
“If we are in a heightened state
of agitation or anger we cannot
make good decisions,
we cannot reason well.”
Christine Casper
Communication, Motivation
& Management Inc.
Sometimes when you are angry with someone, it
helps to sit down and think about the problem.
Practicing Self-Regulation:
• Accept responsibility for choosing your own emotional
responses.
• Learn to “reframe” stressful situations into ones that
are challenging.
• Be aware of, and learn to manage, your own emotional
“triggers.”
Self-motivation
“High performers are those who are
able to see with some clarity
to what degree they are
responsible for a setback and
to what degree it may be
circumstance or other people,
and as a result they are
able to be more persistent.”
Dr. J.P. Pawliw-Fry
Co-Director,
Inst. For Health & Human Potential
Practicing Self-Motivation:
• Recognize that emotions affect your performance.
• Identify your “explanatory style.” When a setback
strikes, resist asking “what’s wrong with me?” Instead,
ask “what can I fix?”
• Work to achieve your “flow state,” being in the moment
with work tasks.
Creating Your Own Reality
Winners EXPECT to Win!
THE LAW OF
EXPECTATIONS
Your Personal Paradigm Lets
You Create Your Own
Reality!
“In Every Adversity Lies the
Seed of an Opportunity”
Empathy
Fortune 500 CEO’s
“If people will stop for a moment and put
themselves in another person’s shoes…
it will help them modify their
own behavior. It will help
them develop relationships
with those people.”
Darryl Grigg, Ed.D.
Co-Developer,
American Express Emotional Competence Program
Practicing Empathy:
• Empathy means recognizing, and responding
appropriately to, the emotions of others.
• By expressing empathy, you also create empathy in others.
• Realize that emotions impact such measurable goals as
productivity and safety.
Effective Relationships
"And so there's a real pay-off.
The people who will become
the leaders, the people who
will become the star
performers, are the ones who
have the strengths in the key
emotional intelligence
abilities."
Daniel Goleman, Ph.D.
Founder,
Emotional Intelligence Services
Creating Effective Relationships:
Employ all your emotional competencies – awareness,
regulation, motivation, and empathy – to:
• Influence and persuade others.
• Build consensus and support for team goals.
• Motivate and inspire yourself and others to achieve
those goals.
Build trust and demonstrate
trustworthiness
Trustworthiness
Trustworthiness
Personal and Organizational
Stephen Covey
Character
Competence
•Integrity
•Maturity
•Abundance
Mentality
•Technical
•Conceptual
•Interdependency
Trustworthiness
Character
Competence
•Integrity
•Maturity
•Abundance
Mentality
•Technical
•Conceptual
•Interdependency
Stephen Covey
Judgment
•Wisdom
(Emotional Bank Account)
DEPOSITS
Seek First to Understand
Keeping Promises
Honesty, Openness
Kindnesses, Courtesies
Win-Win or No Deal
Thinking
Clarifying Expectations
Loyalty to the Absent
Apologies
Receiving Feedback and
Giving “I” Messages
WITHDRAWALS
Seek First To Be Understood
Breaking Promises
Smooth Manipulation
Unkindnesses, Discourtesies
Win-Lose or Lose-Win
Thinking
Violating Expectations
Disloyalty, Duplicity
Pride, Conceit, Arrogance
Not Receiving Feedback and
Giving “You” Messages
SO?
SO!
If you’re a high level professional, you
probably needed an IQ of 120 or so simply
to get educated and get your job. But now it
is more important to be able to persist in the
face of difficulty and to get along well with
colleagues and subordinates (Emotional
Intelligence) than it is to have an extra 10 or
15 points of IQ. This holds true in most
professional occupations.