Emotional Intelligence: Survive and Thrive Through Change - AIM Open House presentation

Emotional Intelligence Survive and Thrive through Change

Clare Edwards AIMM

Realistic Learning Outcomes

A high level (or further) understanding of:-

The criticality of self-awareness and self-regulation

The role that the brain plays in navigating change

The 5 social needs that drive our behaviour

How to support yourself and others through change

The M.A.G.I.C. of resilience

NNLP

LP NLP

Neuroscience

of Leadership

NLP

Emotional

Intelligence

Positive

Psychology

30 years’

Experience

How Emotionally Intelligent am I?

Candidate A

Associates with crooked politicians and consults with

astrologists. He's had two Mistresses. He chain smokes and drinks 8 to 10 martinis a day. Candidate B

He was kicked out of office twice, sleeps until noon,

used opium in college and drinks a quarter bottle of whisky every evening.

Candidate C

He is a decorated war hero. Passionate about his

cause. He's a vegetarian, doesn't smoke, drinks an

occasional beer and never cheated on his wife.

Franklin D. Roosevelt

Winston Churchill

Adolf Hitler

75% of careers are derailed for reasons related to emotional competencies (lack of)

(The Centre for Creative Leadership)

Cost presenteeism 2009/2010 Australian economy $34.1bn

(Medibank Private)

The soft stuff is really the hard stuff – PROVEN

“Emotional intelligence is not the triumph of heart over head, it is the unique intersection of both.”

David Caruso

Emotional Intelligence Framework

Emotional Self-Awareness

Accurate Self-Assessment

Self-Confidence

Empathy

Organisational Awareness

Service Orientation

Self-Control

Trust (Self & Others)

Self Motivation

Adaptability

Optimism

Resilience

Influence

Leading/Developing

Building Bonds/Teamwork

Collaboration

Conflict Management

Change Catalyst

Self Regulation

Social Skills

Social Awareness

Self Awareness

Self Awareness – Emotional Audit

1. What am I thinking right now?

2. What am I feeling right now?

3. What do I want in this situation?

4. How am I getting in my way?

5. Now I have this data, what do I need to

do differently?

© Relly Nadler of True North Leadership – used with permission

“Know Thyself”

Navigating Change

Change is….

Messy

chaotic UNSETTLING

EVERYTHING THE BRAIN HATES!

DISRUPTIVE

INCONSISTENT

PAINFUL

The Negativity Bias

Going Limbic!

Freeze, fight, flight

Diverts resources away

from pre frontal cortex

(executive function)

Limits rational thinking

Surges of adrenaline &

cortisol = STRESS

Amygdala

a.k.a. ‘The Crazy Nut!’

“By the way, really important meeting tomorrow 8.30am – don’t be late. Have a

great evening!”

THREAT THREAT THREAT THREAT THREAT

REWARD

Minimise threat and maximise reward

QUICK RECAP

S.C.A.R.F.

Status – relative importance to others

Certainty – ability to predict the future

Autonomy – Perception of exerting control over

events

Relatedness (Belonging) – being ‘in’ or

‘out’/safety with others

Fairness – perception of fair exchange ©David Rock

S.C.A.R.F. – Minimising Threat &

Maximising Reward

Status – coach not tell, public

acknowledgement, self feedback

Certainty – hyper-communicate, even the

non-news

Autonomy – delegate and empower, offer choice

Relatedness – focus on social connection,

facilitate new connection

Fairness – explain rationale for decisions,

transparency

* Clear communication plan – NO ambiguity * Purpose of the change – macro and micro environment, drivers for change * Vision, direction and intended outcomes * Consequences of not changing * WHY, WHAT, WHO, WHEN, HOW of change * WHAT IF – anticipating employee questions

* The more critical the change, the greater the need for face to face * Utilise technology, particularly for dispersed groups * Ensure communication is two way * Use voice over the written word (then back up for clarity) * Have a social media plan and policy

Agreement on all levels – same message * What can and can’t be shared *

Champion/sponsor remains that – don’t delegate dirt * Planned communication takes place – keep

commitments * Consistency for all stakeholders *

Put equal effort into communication plan for all stakeholders *

Identify stakeholder impact * Agree timing to stakeholders * Establish media relationships *

Establish who else will be affected in the wider community *

Connection

The 5 C’s of Communicating Change

©Clare Edwards and Anne Paterson 2013

A M.A.G.I.C. Formula for Resilience

Meaning – find and help find, reframe

Attention - mindfulness

Gratitude – 3 good things

Intention – goal setting

Connection – social support

©Clare Edwards 2013

From

Survive To

Thrive

Primitive reactionary

Victim mentality

Self-protection

Avoid change

Defeatist (Learned helplessness)

Evolved responsive

Accountable

Collaborative

Embrace change

Resilient & Optimistic

©Clare Edwards 2013

EI Resources

The Six Seconds Emotional Intelligence Assessment (SEI™)

Neuroleadership Resources