Transcript Document 7143862

CREATING AND DEVELOPING
A HEALTH AND WELLBEING CULTURE
The emotionally intelligent workforce
Wednesday 1st May 2013
Presented by:
Dr Michelle Tytherleigh
University of Chester
[email protected]
Penny Moon & David Boyd
A Quiet Place Ltd, Liverpool
[email protected]
Unpredictable behaviour
in the workplace
• Have you ever experienced something
like this?
• Alternatively ..
Aims of session
• Emotional intelligence in the workplace
• Models and Measures.
• Why EI is important in the workplace.
• How to create an emotionally intelligent
workforce.
Emotional Intelligence (EI/EQ)
• Distinguishes the ‘best’ from the ‘rest’.
• Addresses the emotional, personal, social
and survival dimension of intelligence.
• Is concerned with understanding oneself
and others, relating to people, and
adapting to and coping with the immediate
surroundings
• More than just a personality trait and IQ.
How often does this apply to you?
• Mindfulness:
– “the self-regulation of attention (awareness) so that it is
maintained on immediate experience, thereby allowing for
increased recognition of mental events in the present
moment” (Bishop et al., 2004)
– “awareness is the skill of perceiving and understanding
one’s own and others’ feelings” (foundation for EI)
• Mindfulness and EI are both ways of looking at how we work
and lead us to greater fulfilment, new ways of managing our
communications, compassion, awareness, focused attention,
none-judgement, acceptance, equanimity, how to enjoy
relationships and creative ways of working.
Mindfulness, EI and Resilience
• A REMI workforce is more:
– positive; productive; creative; happier; loyal;
satisfied with their work and career; greater sense
of wellbeing; happier work/life balance; able to
focus concentration and for longer; selfconfident; assertive; and empathic
• Training for both also reduces:
– absenteeism; staff sickness; stress, anxiety and
depression; staff turnover; communication
problems; and unhealthy temper tantrums and
impatience
Penny Moon
(PGDHP, FNHPC, BRCP (H) UKCP
(Registered Hypno-Psychotherapist)
• CEO – A Quiet Place Ltd, Liverpool
• From Well-Being in the Work Place to
Every Child Matters
• Wellbeing at work for South Liverpool
Housing, endorsed by Robertson
Cooper Ltd (see:
www.aquietplace.co.uk/Robertson%20Cooper%20Report%20-%20S...)
EI vs IQ
• Intelligence (IQ; Weschler):
– “global capacity of the individual to act
purposefully, to think rationally, and to deal
effectively with his environment”
• 2 key components:
– Ability to learn from experience
– Ability to adapt to the surrounding environment
• Essentially a cognitive competency
– reasoning, memory, comprehension
What do we know about IQ?
• Predicts school grades relatively well but it doesn’t
predict success in life
• Only predicts 6% of job success
• Peaks in late teens
• Culture-bound, Gender Bias, SES
– racial controversies
• Gets you in the door
– Professional schools (medicine, dentistry, law)
– Can help you get hired (Harvard MBA)
• Static
However …
• Individuals with identical IQ's may differ very
markedly in regard to their effective ability to
cope with their environment
• IQ only explains approximately 50%-70% of
variance, leaving 30-50% of variance
unaccounted for.
• It is suggested that this residual variance is
largely contributed by such factors as drive,
energy, impulsiveness, etc.
Background
• EI is a set of abilities to do with
emotions and the processing of
emotional information (Salovey &
Mayer, 1990).
• Goleman’s (1995) book -“Emotional
Intelligence: why it can matter more
than IQ”
Three main theoretical
approaches/models
• Ability models - EI as a set of conceptually related set of
mental abilities to do with emotions and the processing of
emotional information (e.g., Mayer & Salovey, 1993; 1997);
• Trait models - EI as an array of socio-emotional traits such as
assertiveness (e.g., Bar-On, 1997);
• Competency models – EI as a set of emotional competencies
defined as learned capabilities based on EI (e.g., Goleman,
2001).
• Problem
– “…the proposed division may have the unintended effect of
obscuring important connections between aspects of emotional
intelligence” (Goleman, 2005, p. 1).
But …
• Various models tend to be complimentary rather than
contradictory
– Competency and ability approaches to EI appear to be
related as do some facets of traits models
• They share some common elements
– Specifically, abilities or competencies concerned with the
capacity to recognise and regulate emotions in oneself
and others.
• For more information, see Palmer, Gignac, Ekermans and
Stough (2007) – a comprehensive framework for EI
(http://static.genosinternational.com/pdf/palmer_gignac_eke
rmans_stough_2007.pdf)
Taxonomy of EI
• “the skill with which one perceives, expresses, reasons
with and manages their own and others emotions”
1.
Emotional Self-Awareness & Expression
2.
Emotional Awareness of Others
3.
Emotional Reasoning
4.
Emotional Self-Management
5.
Emotional Management of Others
6.
Emotional Self-Control
5 competencies of EI
• Self-Awareness – ability to recognise and
understand your moods, emotions and drives,
as well as their effect on others
• Self-Regulation – ability to control impulses
and moods
• Motivation – passion to pursue goals with
energy
• Empathy – Awareness of others’ feelings
• Social Skills– proficiency in managing
relationships
How to measure EI
• Much debate
• Measures of EI can also be categorised into three
main approaches.
– Performance based measures (like IQ tests)
– Self-report trait measures (like personality tests)
– Behavioural measures
• Big business and many versions
– See Palmer (2007) for characteristics of a ‘good’
EI measure
Ideal EI Inventory
(Palmer, Stough, Harmer & Gignac, in press)
• Based on focus groups with HR professionals and
business leaders involved in employee
development
– Based on a simple rather than complex model
– Able to be completed in 15 mins
– Has high ‘workplace face validity’
– Generated scores that were meaningfully
related to organisational and role specific
outcomes
• Genos EI Inventory (http://www.genosinternational.com/emotionalintelligence)
EI in the workplace
• EI is the key to success in the business world
• It provides
– the ability to bring people together and motivate them
– the trust required to build productive relationships
– the resilience to perform under pressure
– the courage to make decisions
– the strength to persevere through adversity
• See http://www.eiconsortium.org/ for further information,
including a business case for EI.
What we know
• Predicts higher work performance three times
better than IQ
• Leadership is largely an emotional intelligence
• All interaction can be gauged along a
continuum from emotionally toxic to
nourishing
• Approx 66.6% of workers say communication
problems are the leading cause preventing
them from doing their best work
Also, high levels of EI have been
shown to relate to:
• High leadership effectiveness (Gardner & Stough,
2002);
• Increased employee retention (McClelland, 1999);
• Reduced occupational stress (Gardner & Stough,
2003);
• Increased job satisfaction (Thomas, Tram & O’Hara,
2006);
• Better sales performance (Hay & McBer, 1997); and
• Effective teamwork (Jordan & Askkanasy, 2006).
But, can EI be learned?
• Research indicates that EI can be improved
through learning (Cherniss & Goleman, 1998,
Goleman, 1995; Boyatzis, Stubbs & Taylor, 2002).
• Tucker et al. (2000) describes how development
takes place across 4 important stages:
– Building awareness
– Training
– transfer and maintenance, and
– Evaluating change
How self-aware are you?
Emotional Self-Awareness Scale
Item
7. It's fairly easy for me to express feelings.
9. I'm in touch with my emotions.
23. It's hard for me to share my deep feelings with others
35. It's hard for me to understand the way I feel.
52. It's hard to express my intimate feelings.
63. I'm aware of the way I feel.
88. Even when upset, I’m aware of what's happening to me.
116. It's hard for me to describe my feelings.
Step 1 –
Emotional Self-awareness
Requires:
• Tuning into your senses
– EI helps identify ‘hot buttons’ which can
evoke fight or flight response.
• Gauging your mood
– What do you see, hear
• Getting in touch with your feelings
– E.g. using a daily mood diary
Step 2 –
Emotion Management
• EI helps you recognise, control and
manage the outcome between your
interpretation of an event and your
response to it
• Includes
– Cognitive restructuring
– Biofeedback
Step 3 –
Self-Motivation
• Being self-motivated calls on 4
essential actions:
– Adopt positive self-talk
– Build an effective support network
– Visualise an inspirational Mentor (real or
fictitious)
– Create an EI environment
Step 4 –
Relationship Management
• “The way that people treat us are
reflections of the ways we treat
ourselves” (The Self-Esteem Handbook by Linda Field)
• Includes empathy – understanding
yourself is a first step.
• If you keep on doing what you have
always done, you will keep on getting
what you have always got.
Step 5 –
Emotional Coaching
• Manager as an EI coach
• Requires helping others to:
– Develop their emotional competencies
– Resolve differences
– Solve problems
– Communicate effectively
– Become motivated
http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_a
nd_Bottom_Line.pdf
So, how can all this be used at
work?
• What do you think?
• To identify talent (e.g., in leaders and sales
personnel) in recruitment (external or
internal hires) and internal talent
benchmarking.
• To develop talent (e.g., by increasing skills in
self-awareness, understanding others,
personal resilience and the ability to
influence others).
Case Study: IBM
Leader’s EI and employee engagement
• There is a wealth of literature showing
that high levels of employee
engagement and a greater experience
of positive emotions among employees
define high-performing workplaces (e.g.,
Boedker et al., 2011).
• Genos looked at relationship between
leadership EI (N=200) and employee
engagement (N=-438).
Areas of employee’s
engagement
Case Study (1): IBM
Leader’s EI and employee engagement
Should use EI to predict
performance
• Rosete and Ciarrochi (2005)
recommend evaluating the ability of EI
to predict future performance in
managers by measuring EI before
newly hired executives start a job.
• See:
http://www.genosinternational.com/e
motional-intelligence for examples,
including case studies.
Case Study (2): L’Oreal
applying EI in recruitment and development
• Research studies exploring the value of applying EI in
recruitment and development initiatives are also emerging.
• L’Oreal is reported to have achieved net revenue increases
over $2.5 million dollars following the selection of a cohort of
sales professionals based on EI.
• L’Oreal was also reported to have found a 63% reduction in
the turnover of these employees during their first year
(Cherniss, 2004).
• See: The Business Case for Emotional Intelligence (1999),
available from www.eiconsortium.org.
Case Study (3) - Amex
• Why more clients who needed life insurance
weren’t buying it.
• Financial advisors’ emotional reactions to the
process identified as a major barrier
• Introduced Emotional Competence training
program
• Also had a leadership version for managers
• See:
http://www.eiconsortium.org/model_program
s/emotional_competence_training.html.
Caveat of caution
• Job dependent
– Need to determine the intelligence and
emotional aspects an employee should
have.
• Hiring managers should consider the
employee attributes for each specific job
and alter their hiring methods for the
accordingly.
Summary
• A business case for EI
• In 2011, CareerBuilder found that 34%
of hiring managers are putting more
and more emphasis on EI
– 71% even said they valued emotional
intelligence more than IQ.
More useful resources
•
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Learning through mindfulness - See: http://positiivinenpsykologia.wordpress.com/canemotional-intelligence-be-learnt-and-improved-by-mindfulness/)
Some examples of how you can be ‘unwittingly’ hurtful produced by Green (2011) See:
http://www.rachelgreen.com/examples-emotional-intelligence.html. Accessed 5/3/13
The Emotional Intelligence Pocketbook by Margaret Chapman – available as a free pdf
from: http://www.pocketbook.co.uk/pdf/9781870471954.pdf. Accessed 8/3/13
The Business Case for Emotional Intelligence (1999), available from www.eiconsortium.org.
Palmer, B.J. (2007). Models and Measures of Emotional Intelligence. Organisations &
People, 14 (2), 3-10. Available from:
http://static.genosinternational.com/pdf/Palmer_OP_special_issue.pdf. Accessed
30/4/13.
Palmer et al. (2007). A comprehensive framework for emotional intelligence . Available
from:
http://static.genosinternational.com/pdf/palmer_gignac_ekermans_stough_2007.pdf.
Accessed 30/4/13.
Applying EI in the workplace – see:
http://www.eiconsortium.org/pdf/Bharwaney_BarOn_MacKinlay_EQ_and_Bottom_Line.p
df. Accessed 30/4/13.
–
Also see: http://www.eiconsortium.org/applying_emotional_intelligence.html
• People may forget what you said and
forget what you did, but may never
forget how you made them feel.
• Feeling gratitude and not expressing it
is like wrapping a present and not
giving it