Transcript Emotional Intelligence - WRIPMA-HR

Practicing Emotional
Intelligence in the Public
Sector
IPMA-HR
Western Region Conference
May 3, 2006
“Emotional intelligence is twice as
important as cognitive abilities in
predicting employee performance
and accounts for more than 85%
of star performance in top leaders
Daniel Goleman, Harvard Business Review
Self-Awareness
The ability to recognize and
understand your moods,
emotions, and drivers, as well
as their effects on others.
Hallmarks of Self-Awareness
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Self-confidence
Realistic self-assessment
Self-deprecating sense of humor
Energy Follows Focus
“In all my years of analyzing organization
the greatest benefits seem to come from
making small improvements in those
activities we do most often, rather than
one time breakthroughs in peripheral
areas of the organization.”
Henry B. Eyring, Ph.D. Professor of Business
Management, Stanford University
Self-Management/Regulation
The ability to control or redirect
disruptive impulses and moods.
The propensity to suspend
judgment - to think before
acting
Hallmarks of Self-Management
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Trustworthiness and integrity
Comfort with ambiguity
Openness to change
“We need to learn how to point to
problems without having to solve them.
It is a misuse of our power to take
responsibility for solving problems that
belong to other. Our task is to keep a
constant dialogue going about the
problems and ask people to diagnose
and solve them. The key issue is to tell
the truth about difficult issues.”
Peter Block, “Stewardship”
Motivation
A passion to work for reasons that
go beyond money and status
A propensity to pursue goals with
energy and persistence
Hallmarks of Motivation
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Strong drive to achieve
Optimism, even in the face of failure
Organizational commitment
The Real Role of Leadership
“There is a possibility
underemphasized in leadership
research - that the only thing of
real importance that leaders do
is create and manage culture.”
Edgar Schein
Empathy
The ability to understand the
emotional make up of other people
Skill in treating people according to
their emotional reactions
Hallmarks of Empathy
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Expertise in building and retaining talent
Cross-cultural sensitivity
Service to clients and customers
Social Skill
Proficiency in managing relationship
and building networks
An ability to find common ground
and build rapport
Hallmarks of Social Skills
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Effectiveness in leading change
Persuasiveness
Expertise in building and leading teams
Can Emotional Intelligence be
learned?
The nature vs. nurture debate
It is a matter of the brain…
“Emotional Intelligence is born
largely in the neurotransmitters
of the brain’s limbic system,
which governs feelings,
impulses and drives”
Daniel Goleman,”Can emotional intelligence be learned”
“First, the ineffective behavior must
be brought into awareness. Next,
a new or more effective behavior
must be identified and finally the
new behavior must be consciously
rehearsed over and over until it is
mastered and becomes
unconscious”
Daniel Goleman,”Can emotional intelligence be learned”
3 Keys to Learning Emotional
Intelligence
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Motivation
Extended practice
Feedback
What should leaders do?
Get Results!!
Understanding Climate
“Climate” refers to six key factors
that influence an organizations
working environment
Flexibility
Responsibility
Standards
Rewards
Clarity
Commitment
The Five Components of EI
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Self-Awareness
Self-Management/Regulation
Motivation
Empathy
Social Skills
How Climate Feels
“it’s flexibility-that is how free employees feel to
innovate unencumbered by red tape;
their sense of responsibility to the organization;
the level of standards that people set;
the sense of accuracy about performance
feedback and aptness of rewards;
the clarity people have about mission, vision and
values;
and finally the level of commitment to a common
purpose
Six Basic Leadership Styles
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The coercive style - “Do what I tell you”
The authoritative style - “Come with me”
The affiliative style - “People come first”
The democratic style - “What do you think?”
The pacesetter style - “Do as I do now”
The coaching style - “Try this”
Flexibility is Power
Think of the leadership styles as the
clubs in a golf bag. In the hands of
a professional each is used in the
right place and circumstance, often
with unconscious competence.