EQPracticalApplication11-07-07

8/4/2019 EQPracticalApplication11-07-07

1/26

The Practical Applicationhe Practical ApplicationoffEmotional Intelligencemotional Intelligence

Building Leadership Skills,uilding Leadership Skills,Developing More Effective Relationshipseveloping More Effective Relationshipsand Earning Trust and Respect Through EQ!nd Earning Trust and Respect Through EQ!

Arturo L. Jaramillo 2007Arturo L. Jaramillo 2007


2/26


3/26

SECTION ONESECTION ONE

What isWhat is

Emotional IntelligenceEmotional Intelligenceandand

Why Does it Matter?Why Does it Matter?


4/26

Emotional IntelligenceEmotional Intelligence [EQ][EQ] An OverviewAn Overview

EQ is the Ability to Recognize and UnderstandEQ is the Ability to Recognize and UnderstandEmotionsEmotions [Yours and Those of the People you[Yours and Those of the People youInteract with] and theInteract with] and the SkillSkill to Use that Awarenessto Use that Awarenessto Effectively Manage Yourself and Yourto Effectively Manage Yourself and YourRelationships with Others!Relationships with Others!

EQ is a Major Indicator of Achievement. ItEQ is a Major Indicator of Achievement. ItExplains Why Individuals With SimilarExplains Why Individuals With SimilarIntelligence Can Reach Vastly Different Levels ofIntelligence Can Reach Vastly Different Levels ofSuccess in their Professional and Personal Lives.Success in their Professional and Personal Lives.

While Strong Intellect [IQ] and Experience MayWhile Strong Intellect [IQ] and Experience Mayget Individuals into Professional Positionsget Individuals into Professional PositionsEQEQSpells the Difference Between Those Who ExcelSpells the Difference Between Those Who Exceland Those Who Underand Those Who Under--Achieve!Achieve!


5/26

Socrates:Socrates: Know ThyselfKnow Thyself

11.. SelfSelf--AwarenessAwarenessThe Ability to Perceive and Understand OurThe Ability to Perceive and Understand Our

Own Emotions and the Behavior that Flows PredictablyOwn Emotions and the Behavior that Flows Predictably

therefromtherefrom;;

2.2. Social AwarenessSocial Awareness

The Ability to Read and Understand theThe Ability to Read and Understand the

Emotional CuesEmotional Cues

and Responses/Reactions of Other People;and Responses/Reactions of Other People;

33.. SelfSelf--ManagementManagement

The Ability to Apply this New AwarenessThe Ability to Apply this New Awareness

to More Effectively Direct & Manage Ourselves; andto More Effectively Direct & Manage Ourselves; and4.4. Relationship ManagementRelationship Management

The Ability to Build MoreThe Ability to Build More

Effective and Productive Relationships With Others and toEffective and Productive Relationships With Others and to

Build on our own Achievement & Success.Build on our own Achievement & Success.

((BradberryBradberry, T, & Greaves, J., The Emotional Intelligence, T, & Greaves, J., The Emotional IntelligenceQuickbookQuickbook, Talent Smart 2003), Talent Smart 2003)

Emotional Intelligence [EQ] ConsistsEmotional Intelligence [EQ] Consists

of Fourof Four LearnedLearned

Competencies:Competencies:


6/26

Emotional Intelligence ChartEmotional Intelligence Chart

What I ObserveWhat I Observe What I DoWhat I Do

PersonalPersonalCompetenceCompetence

SelfSelf

AwarenessAwareness

SelfSelfManagementManagement

SocialSocialCompetenceCompetence

SocialSocial

AwarenessAwareness

RelationshipRelationship

ManagementManagement


7/26

The Most Widely Recognized Writer on EQ.The Most Widely Recognized Writer on EQ.

GolemanGolemanss Original book,Original book, Emotional IntelligenceEmotional Intelligence(Bantam Books, 1995) Argues that(Bantam Books, 1995) Argues that Human CompetenciesHuman Competencieslike Selflike Self--Awareness, SelfAwareness, Self--Discipline, Persistence andDiscipline, Persistence andEmpathy are of Much Greater Consequence than IQ inEmpathy are of Much Greater Consequence than IQ in

much of life.much of life.

GolemanGoleman Concludes that Companies Increasingly OptConcludes that Companies Increasingly Optfor EQ Training when they Realize that it Raises Jobfor EQ Training when they Realize that it Raises JobProductivity and Customer SatisfactionProductivity and Customer Satisfaction NotwithstandingNotwithstanding

Differences in the IQDifferences in the IQs of Managers & Staff.s of Managers & Staff. GolemanGoleman Describes anDescribes an Emotional CompetenceEmotional Competence as aas a

Learned Capability, based on EQ, that Focuses onLearned Capability, based on EQ, that Focuses on

Qualities such as Initiative, Empathy, Adaptability &Qualities such as Initiative, Empathy, Adaptability &

Persuasiveness and Results in Outstanding Performance atPersuasiveness and Results in Outstanding Performance atWork.Work. Working with EQWorking with EQ,, GolemanGoleman, (Bantam Books, 1998), (Bantam Books, 1998)

THE LEARNED COMPETENCIES OFTHE LEARNED COMPETENCIES OF

EMOTIONAL INTELLIGENCEEMOTIONAL INTELLIGENCE

DANIEL GOLEMAN (1995)DANIEL GOLEMAN (1995)


8/26

THE COMPETENCIES THAT DRIVETHE COMPETENCIES THAT DRIVE

WORKPLACE PERFORMANCE?WORKPLACE PERFORMANCE?Dave McClelland (1998)Dave McClelland (1998)

a Harvard Psychologist, Reviewed Dataa Harvard Psychologist, Reviewed Data

from more than 30 Diverse Organizations and Professions,from more than 30 Diverse Organizations and Professions,from Banking and Management to Sales and Healthfrom Banking and Management to Sales and Health--Care. HeCare. He

Concluded:Concluded: A Wide Range ofA Wide Range ofEmotional Intelligence CompetenciesEmotional Intelligence Competencies

Consistently Distinguished Top Performers from AverageConsistently Distinguished Top Performers from AverageOnesOnes

The EQ Competencies that Distinguished MostThe EQ Competencies that Distinguished Most

Powerfully:Powerfully: Achievement Drive [Optimism, Striving to ImproveAchievement Drive [Optimism, Striving to Improve

Performance];Performance];

The Ability to Develop Others [Sense Needs/Bolster]The Ability to Develop Others [Sense Needs/Bolster]

Adaptability [Managing Change/Open to New Ideas]Adaptability [Managing Change/Open to New Ideas] Influence [Sense Emotions in Others/Persuasion]Influence [Sense Emotions in Others/Persuasion]

SelfSelf--Confidence [Self Aware Strengths/Weaknesses]Confidence [Self Aware Strengths/Weaknesses]

Leadership [Inspire Others to Shared Vision]Leadership [Inspire Others to Shared Vision]

The OnlyThe Only IntellectualIntellectual or Cognitive Competency [IQ] thator Cognitive Competency [IQ] thatDistinguished Top Performers as Strongly as any of theseDistinguished Top Performers as Strongly as any of thesewaswas Analytical Thinking!Analytical Thinking!


9/26

According toAccording to GolemanGoleman, People who rise to the top, People who rise to the top

of their field arenof their field aren

t just good at their jobs, theyt just good at their jobs, they

rere

affable, resilient, confident, optimistic, etc.affable, resilient, confident, optimistic, etc.

In this sense EQ is explained as the ability toIn this sense EQ is explained as the ability torestrain negative feelings, such as anger and selfrestrain negative feelings, such as anger and self--

doubt, and focus on positive ones, like confidencedoubt, and focus on positive ones, like confidenceand congeniality.and congeniality.

ToTo GolemanGoleman, Cognitive Skills [IQ] may get you in, Cognitive Skills [IQ] may get you in

the door of a company, but [EQ] helps you thrivethe door of a company, but [EQ] helps you thriveonce youonce youre in.re in.

For example, success in sales requires theFor example, success in sales requires theempathic ability to gauge a customerempathic ability to gauge a customers mood and thes mood and the

interpersonal skills to decide when and how to pitchinterpersonal skills to decide when and how to pitcha product and when to keep quiet.a product and when to keep quiet.

GolemanGoleman::

Why EQ Is Essential in the WorkplaceWhy EQ Is Essential in the Workplace


10/26

The Value of EQ in the WorkplaceThe Value of EQ in the Workplace

The Studies & StatisticsThe Studies & StatisticsInInGolemanGolemanss::Working with EQWorking with EQ

When IQ Test Scores are Correlated with how wellWhen IQ Test Scores are Correlated with how wellpeople actuallypeople actuallyPerformPerformin their Careers, thein their Careers, theHighestHighestEstimate of how much Difference IQ Accounts for isEstimate of how much Difference IQ Accounts for isonly about 25%!only about 25%!

According to R. Sternberg,According to R. Sternberg, Successful IntelligenceSuccessful Intelligence(1996), a More Careful Analysis Suggests the Figure(1996), a More Careful Analysis Suggests the FigureMay be no Greater than 10%, and in Some StudiesMay be no Greater than 10%, and in Some StudiesOnly 4%.Only 4%.

This Means that IQ, at best, Leaves 75% of JobThis Means that IQ, at best, Leaves 75% of JobSuccess Unexplained, and at Worst 96%!Success Unexplained, and at Worst 96%! According toAccording toGolemanGoleman, EQ Carries Substantially, EQ Carries Substantially

Greater Weight than IQ in Explaining who Excels inGreater Weight than IQ in Explaining who Excels in

Job Performance!Job Performance!


11/26

What EQ Can Mean for Staff Members &What EQ Can Mean for Staff Members &

Managers: Success & EfficacyManagers: Success & EfficacyGolemanGoleman,, Working with EQWorking with EQ( Bantam 1998)( Bantam 1998)

A study of Harvard graduates in the fields of law, medicine,A study of Harvard graduates in the fields of law, medicine,teaching, and business found that scores on entrance exams (ateaching, and business found that scores on entrance exams (asurrogate for IQ ) had zero or negative correlation with theirsurrogate for IQ ) had zero or negative correlation with theireventual career success.eventual career success.

Paradoxically,Paradoxically, IQ has the least power in predicting successIQ has the least power in predicting successamong that pool of people smart enough to handle the mostamong that pool of people smart enough to handle the mostcognitively demanding fieldscognitively demanding fields, and the value of emotional, and the value of emotionalintelligence for success grows more powerful the higher theintelligence for success grows more powerful the higher the

intelligence barriers for entry into a field.intelligence barriers for entry into a field.In careers like law, medicine, teaching and business whereIn careers like law, medicine, teaching and business where

professional selection focuses almost exclusively on intellectuaprofessional selection focuses almost exclusively on intellectuallabilities,abilities, emotional intelligence carries much more weight than IQ inemotional intelligence carries much more weight than IQ in

determining who emerges as a leader.determining who emerges as a leader.


12/26

The Emotional IntelligenceThe Emotional Intelligence

ProgressionProgression1.1.

Virtually all our professional activities, goals, achievements,Virtually all our professional activities, goals, achievements,failures, etc., are emotionally driven or influenced!failures, etc., are emotionally driven or influenced!

2.2.

Emotions can be Constructive and Inspiring or Nullifying andEmotions can be Constructive and Inspiring or Nullifying andDisruptive!Disruptive!

3.3.

Despite Their Volatility, Emotions are Closely AssociatedDespite Their Volatility, Emotions are Closely Associatedwith Propensities to Act, React or Respond within awith Propensities to Act, React or Respond within aPredictable Range of Human Behavior!Predictable Range of Human Behavior!

4.4.

Increasing SelfIncreasing Self--Awareness allows us to better Anticipate andAwareness allows us to better Anticipate andUnderstand our Responses to Particular Situations and,Understand our Responses to Particular Situations and,therefore, to better Manage and Direct our Communicationstherefore, to better Manage and Direct our Communicationsand Behavior to Maximize the Short or Long Term Goals,and Behavior to Maximize the Short or Long Term Goals,Purposes or Effects we Desire to Achieve.Purposes or Effects we Desire to Achieve.

5.5. Increasing Social Awareness, the Ability to Recognize, ReadIncreasing Social Awareness, the Ability to Recognize, Readand Understand the Emotional Responses of Others, Likewiseand Understand the Emotional Responses of Others, LikewiseIncreases our Ability to Anticipate the Responses/ReactionsIncreases our Ability to Anticipate the Responses/Reactionsof Others and thereby Positively Influence a Desiredof Others and thereby Positively Influence a DesiredOutcome.Outcome.

6.6.

Recognizing Emotions in Others also Enables Us to DevelopRecognizing Emotions in Others also Enables Us to DevelopSpecific EQ Competencies, such as Influence, Empathy andSpecific EQ Competencies, such as Influence, Empathy andLeadershipLeadership


13/26

APPLYING THE 4 EQ SKILLSAPPLYING THE 4 EQ SKILLS

FOCUS,FOCUS,

LISTEN AND PRACTICELISTEN AND PRACTICE

1.1.

Increasing Self Awareness:Increasing Self Awareness:

Learn toLearn toStepStep

Outside Yourself!Outside Yourself! Watch and Listen toWatch and Listen toYour Emotions and Responses CarefullyYour Emotions and Responses Carefullyand Consistently; Learn to Understandand Consistently; Learn to Understand

Your Proclivities. Track Tendencies inYour Proclivities. Track Tendencies inEmotionally Charged Situations and LearnEmotionally Charged Situations and Learnhow Your Emotions are Affected byhow Your Emotions are Affected byDifferent People and Situations.Different People and Situations.

Understand What it is About the Person orUnderstand What it is About the Person orSituation that Elicits YourSituation that Elicits YourReaction/Response.Reaction/Response.

[Focused Observation[Focused Observation

and Situational Dynamics].and Situational Dynamics].


14/26

Maximizing Self AwarenessMaximizing Self Awareness Stepping Outside Yourself!Stepping Outside Yourself! A Perspective You Will Always Respect!A Perspective You Will Always Respect!


15/26

SELF MANAGEMENTSELF MANAGEMENT2.2.

Self Management:Self Management: PausePauseTake Time toTake Time to

Analyze andAnalyze and

Problem SolveProblem Solve

beforebeforeResponding to Significant Challenges!Responding to Significant Challenges!

Learn toLearn toCatchCatch your Emotions beforeyour Emotions beforethey Initiate! Plan & Prepare forthey Initiate! Plan & Prepare forDifficult Situations from what youDifficult Situations from what youveveLearned from Self Awareness.Learned from Self Awareness.Discipline Yourself! Learn to ReshapeDiscipline Yourself! Learn to Reshape

& Direct your Reactions!& Direct your Reactions! [Strategic[StrategicNonNon--Reactive Thinking]Reactive Thinking]


16/26

APPLYING THE 4 EQ SKILLSAPPLYING THE 4 EQ SKILLS

3.3. Social Awareness:Social Awareness: Empathize!Empathize!TuneTune--InIn

Focus and Maximize YourFocus and Maximize Your

Powers of Observation on thePowers of Observation on theEmotions, Actions and Reactions ofEmotions, Actions and Reactions ofOthers. Ask, Listen and Learn whatOthers. Ask, Listen and Learn what

Other People are Feeling. Look intoOther People are Feeling. Look intoand Understand their Perspectivesand Understand their Perspectivesand Sensibilities. Determine theand Sensibilities. Determine theFactors that Influence themFactors that Influence them

Positively & NegativelyPositively & Negatively [Focused[FocusedObservation and SituationalObservation and SituationalDynamics]Dynamics]


17/26

APPLYING THE 4 EQ SKILLSAPPLYING THE 4 EQ SKILLS4.4.

Relationship Management:Relationship Management:

Understand thatUnderstand that

Emotions Play a Role in Every InteractionEmotions Play a Role in Every Interactionbetween 2 or more People. Bybetween 2 or more People. ByTuningTuning--InIn

toto

Emotions, you will Understand the ImpactEmotions, you will Understand the Impactthey Leave on Otherwise Benign Events.they Leave on Otherwise Benign Events.

Use Your Emotions as aUse Your Emotions as aChange CatalystChange Catalyst

to Positively Impact Interactions withto Positively Impact Interactions withOthers.Others.

Determine What you have aDetermine What you have aKnack ForKnack For

that Helps you Maximize Yourthat Helps you Maximize YourRelationships with Others.Relationships with Others.

Use all these Skills in Forming SolidUse all these Skills in Forming SolidRelationships [Tactical Communications]Relationships [Tactical Communications]


18/26

EQ Does Not Exist or Apply in a Vacuum!EQ Does Not Exist or Apply in a Vacuum!

The Benefits of EQ areThe Benefits of EQ areRealizedRealized in each Casein each CaseThrough the Achievement of a Specific Purpose, anThrough the Achievement of a Specific Purpose, anEffectEffect

or a Desired Change. The Keys:or a Desired Change. The Keys:

1.1.

Accurately AssessingAccurately AssessingSituational Dynamics;Situational Dynamics;

2.2.

Designing an AppropriateDesigning an AppropriateCourse of Action;Course of Action;

3. Managing Emotions and Behavior, and Influencing3. Managing Emotions and Behavior, and Influencing

the Emotions and Behavior of Others in athe Emotions and Behavior of Others in aPositivePositive

Manner; and therebyManner; and thereby4. Achieving a Desired Purpose, Effect or Change!4. Achieving a Desired Purpose, Effect or Change!

A Platform for EQ:A Platform for EQ:

A Desired Purpose,A Desired Purpose,

Effect or ChangeEffect or Change


19/26

The Emotional IntelligenceThe Emotional Intelligence

Assessment ToolAssessment ToolConsider Each of the 14 Emotional IntelligenceConsider Each of the 14 Emotional IntelligenceCompetencies Listed on the Assessment ToolCompetencies Listed on the Assessment Tool

In theIn theSelfSelfColumn: SelfColumn: Self--Assess Your CurrentAssess Your CurrentLevel for Each Competency on a Scale of 1 to 10,Level for Each Competency on a Scale of 1 to 10,Using the Descriptors as your GuideUsing the Descriptors as your Guide

In theIn theOthersOthersColumnColumnEnter a Value for each EQEnter a Value for each EQCompetency at the Level you Believe you areCompetency at the Level you Believe you arePerceived by OthersPerceived by Others

On the Reverse Side, List the Reasons Why Others MayOn the Reverse Side, List the Reasons Why Others May

Perceive Your Levels Differently.Perceive Your Levels Differently.Understanding Why Such Variances Exist isUnderstanding Why Such Variances Exist is

Essential in Managing and Directing Your EQ.Essential in Managing and Directing Your EQ.

EQ has as Much to do with Know when and how toEQ has as Much to do with Know when and how to

ExpressExpress

Emotion as it does with Controlling it!Emotion as it does with Controlling it!


20/26

GolemanGolemanssFramework of EmotionalFramework of EmotionalCompetenciesCompetencies

http://http://www.eiconsortium.org/research/ei_theory_performance.htmwww.eiconsortium.org/research/ei_theory_performance.htmPERSONAL COMPETENCEPERSONAL COMPETENCE

SOCIAL COMPETENCESOCIAL COMPETENCE

SELFSELF--AWARENESSAWARENESSEmotional SelfEmotional Self--

AwarenessAwarenessAccurate SelfAccurate Self--AssessmentAssessmentSelfSelf--ConfidenceConfidence

RECOGNITIONRECOGNITION

SOCIAL AWARENESSSOCIAL AWARENESSEmpathyEmpathy

Service OrientationService OrientationOrganizational AwarenessOrganizational Awareness

REGULATIONREGULATION

SELFSELF--MANAGEMENTMANAGEMENT

SelfSelf--ControlControlTrustworthinessTrustworthinessConscientiousnessConscientiousness

AdaptabilityAdaptabilityAchievement DriveAchievement Drive

InitiativeInitiative

RELATIONSHIPRELATIONSHIPMANAGEMENTMANAGEMENT

Developing OthersDeveloping Others

InfluenceInfluenceCommunicationCommunicationConflict ManagementConflict Management

LeadershipLeadershipChange CatalystChange Catalyst

Building BondsBuilding BondsTeamwork & CollaborationTeamwork & Collaboration


21/26

EQ LIVE!

TO RELATEOR

NOT TO RELATE

THAT IS THE QUESTION!


22/26

EQ QUIZ

This quiz was developed by Anthony Mersino, author of the

book, Emotional Intelligence for Project Managers: ThePeople Skills You Need to Achieve Outstanding Results:

_Answer YES ___ or NO__

1.

Do you use sarcasm in your communications withteam members or other project stakeholders?

2.

Do you frequently say yes

to action items in

meetings or agree to take on work and then regret itlater?

3.

Do you feel the need to crack a joke or change thesubject during tough conversations?

4.

Do you find it easier to set the record straight or ventyour frustration in an e-mail rather than in person?


23/26

EQ QUIZ (Page 2)

5.

Are your relationships with project teammembers or sponsors superficial and

limited to the task at hand?6.

Do you get upset or take it personallywhen your boss or a project sponsor is

angry?7.

Do you ever find yourself dwelling onconflict with project team members or

fantasizing about ways to get even?

8.

Do you wish you were more charismatic orhad more presence as a project manager?


24/26

EMOTIONAL INTELLIGENCEEMOTIONAL INTELLIGENCEEQEQPERSONALPERSONALCOMPETENCY CHARTCOMPETENCY CHART

EEQQ

CCOO

MMPPEETT

EENNCCYY

LEADERSHIP SKILLSLEADERSHIP SKILLS00

1010

1010

EMOTIONAL AWARENESSEMOTIONAL AWARENESSACCURATE SELF ASSESSMENTACCURATE SELF ASSESSMENT

SELF CONFIDENCESELF CONFIDENCE

SELF CONTROLSELF CONTROL

CONSCIENTIOUSNESSCONSCIENTIOUSNESSADAPTABILITYADAPTABILITY

SELF REGULATIONSELF REGULATION

MOTIVATIONMOTIVATIONINNOVATIONINNOVATION

EEFF

FFEECCTT

IIVVEENN

EESSSS

TRUSTWORTHINESSTRUSTWORTHINESS

SELF AWARENESSSELF AWARENESS

NE/QNE/Q

ACHIEVEMENT DRIVEACHIEVEMENT DRIVECOMMITMENTCOMMITMENT

INITIATIVEINITIATIVEOPTIMISMOPTIMISM


25/26

EMOTIONAL INTELLIGENCEEMOTIONAL INTELLIGENCEEQEQSOCIALSOCIALCOMPETENCYCOMPETENCYCHARTCHART

EEQQ

CCOO

MMPPEETT

EENNCCYY

LEADERSHIP SKILLSLEADERSHIP SKILLS00

1010

1010

UNDERSTANDING OTHERSUNDERSTANDING OTHERS

DEVELOPING OTHERSDEVELOPING OTHERS

SERVICE ORIENTATIONSERVICE ORIENTATION

POLITICAL AWARENESSPOLITICAL AWARENESS

INFLUENCEINFLUENCECOMMUNICATIONCOMMUNICATION

LEVERAGING DIVERSITYLEVERAGING DIVERSITY

LEADERSHIPLEADERSHIP

CONFLICT MANAGEMENTCONFLICT MANAGEMENT

EEFF

FFEECCTT

IIVVEENN

EESSSS

SOCIAL SKILLSSOCIAL SKILLS

EMPATHYEMPATHY

NE/QNE/Q

CHANGE CATALYSTCHANGE CATALYSTBUILDING BONDSBUILDING BONDS

COLLABORATION/COOPERATIONCOLLABORATION/COOPERATION

TEAM CAPABILITIESTEAM CAPABILITIES


26/26

Concluding Thoughts!Concluding Thoughts!

Individuals with High EQIndividuals with High EQhave the Ability tohave the Ability toFlourish Where OthersFlourish Where OthersFlounder!Flounder!

EQ consists of FlexibleEQ consists of FlexibleSkills that can be ReadilySkills that can be ReadilyLearned!Learned!Any Step Taken inAny Step Taken inImproving EQ is a LeapImproving EQ is a Leap

Towards Realizing GoalsTowards Realizing Goalsand Increasing Personaland Increasing PersonalEfficacy and SatisfactionEfficacy and SatisfactionImproving EQ Happens inImproving EQ Happens ina Moment! Learning toa Moment! Learning toPause, to ThinkPause, to ThinkDifferently in Response toDifferently in Response toan Experience is all thatan Experience is all thatis Needed to Makeis Needed to MakeSignificant Changes!Significant Changes!

Documents

EQPracticalApplication11-07-07