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Practical emotional intelligence workshop
Sydney CBD: 15 September 2016Parramatta: 28 September 2016
Meet your presenter
Christopher Golis MBA MA FAICD FAIMAuthor, Coach & Workshop Leader
Graduate of Cambridge, LBS, SIAStarted working in 1967IT (general manager)
Financial Services (VC)Director of some 30 companiesNeverfail, Scitec/VeCommerce Nanyang Founder in 1994, raised $140mFellow of AICD and FAIMAuthor of 3 books & 8 e-books
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Conventional, self-controlled, formal Entrepreneurial, shrewd, hard-headed, materialistic
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PSAQ instructions:1. For each pair quickly select one group or the other best describes your personal style.
Personal Style Assessment Questionnaire
2. Count the number of ‘1’s, ‘2’s, etc and thenplot the graph. (Total should = 21)
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Humm Profile Toby
0
1
2
3
4
5
6
7
1 2 3 4 5 6 7
Component
Leve
l
Two peaks
Two troughs
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Agenda
Define EQ The Humm-Wadsworth technology Empathy using TOPDOG Video: A visit to 7 Managers Social Skills Video: Productive Counselling Nicola Starr and Greg Flinders
What is Emotional Intelligence?
The ability to perceive, control, and evaluate emotions
1990 Peter Salovey and John D. Mayer proposed EQ is like IQ
Inborn talent vs learned skill?
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Goleman publishes EQ in 1996
1. Self Awareness2. Self Management3. Social Awareness or
Empathy4. Social Skills or
Relationship managementNo model of core emotions!?
People drive performance, emotions drive people, temperament drives emotions
Luck & memory very important Kings College, London study of
11,117 twins 58% of exam success due to genes 29% due to teachers & schools Nature 2x nurture Temperament = genetic emotional
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EQ is achieving self- and social mastery by being smart with core emotions.
Self-Mastery = Awareness + Management
Social Mastery = Empathy + Social Skills
Temperament > Transient emotions
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The 7 core emotions 1920 Rosanoff: What drives our core
emotions? “We are all slightly mad” There are only 4 mental illnesses
1935 Humm & Wadsworth 7 components
1993 Empathy Selling The new names
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What is Emotional Intelligence?
Self Understandi
ngΨ test
Self InfluencingMindfulness
OthersUnderstandi
ngEmpathy
Others InfluencingSocial Skills
Self
Others
Understanding Influencing
Social Awareness or Empathy
Cognitive empathy (conscious) Emotional empathy
(unconscious) Empathic concern
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Social Awareness - TOPDOG
Talk Organisation Position Dress Office (or Home or
Car) Gambit
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Mover Desire to communicate Extrovert Active and dynamic Cheerful and
enthusiastic Either black or white Fluctuations in mood Multi-taskers
M = introverted, self-sufficient & independent
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Mover
• Talk - Friendly, jokey• Organisation - Retailers• Position - Front counter• Dress - Casual, bright colours• Office - Messy• Gambit - late but friendly
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Doublechecker Desire for security Agreeable Cautious, double checkers Apprehensive and nervous Compassionate and
sympathetic Pessimistic and critical Low energy output but can
show D drive
D = High resilience, calm, composed, impulsive
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Doublechecker
• Talk - hypochondriacs• Organisation - Public service• Position - Administrator• Dress - Conservative, brown
cardigans• Office - Magpies, photos of
family or company
• Gambit - Punctual and friendly
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Artists Desire to create Sensitive & inquisitive Inarticulate, aloof and reserved Stubborn and single-minded Good visual imaginations Individualistic: beat to a
different drum
A = down-to-earth, reliable, frank & outspoken
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Artists• Talk - Inarticulate• Organisation - Creative• Position - Design• Dress - Oddball• Office - Tasteful• Gambit - Punctual but formal
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Politicians Desire to win Drivers & strivers Competitive and
assertive Defend fixed ideas
skillfully Suspicious
P = likable, relaxed, balanced
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Politician
• Talk - I-I-I• Organisation - Big• Position - Manager• Dress - Power• Office - Big, degrees on wall• Gambit - Late but formal
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Engineer
Desire to complete projects Conscientious Painstaking planners, read
everything Practical and objective Dedicated enthusiasm Hands-on operators
E = Jump in, erratic, slipshod
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Engineer
• Talk - Monotonic• Organisation - Builders and
developers• Position - Consultants• Dress - Pens in pocket • Office - Whiteboard, full
bookshelves• Gambit - Punctual (?) and
friendly
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Hustler Desire for material success Empathetic & Charming Astute, good financial acumen Love of gambling and
excitement Winners and losers Opportunistic Self-interest: WIIFM Egocentric
H naive, gullible, suckers, victim, martyr
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Hustler
• Talk - Money, name dropper• Organisation - Wholesalers• Position - Brokers and agents• Dress - Flashy• Office – Showy and glitszy• Gambit - Punctual and friendly
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Normal Desire for order Non-neurotic &
Unemotional (cold fish?) Co-operative and law
abiding Mature and self-controlled Consistent and rational
(boring?) Self reliant and confidentN = Adaptable, rule breaker, carpe diem,
over-emotional, neurotic
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Normal
Talk - Logical, rational Organisation - Professional
Position - Accountant/CoSec Dress - Conservative
pinstripes Office - Neat and tidy Gambit - Punctual and
formal
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Normal
Normal is comparable to Freud’s superego:conscience, rules & standards
As your age increases, your Normal increases
The Normal is soluble; In vino veritas
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Humm Distribution:Not all factors are created =
N H M D A P E0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
40%
14%
56%52%
44%39%
57%
Dominant Humm Component DistributionSample size = 65,508 people
Component
% o
f pop
ulat
ion
havi
ng d
omin
ant c
ompo
nent
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Caveat 2:67% of individuals cluster around the average
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Caveat 3: The 7 components are like a web with several strong and several weak strands
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The Big 5
O = Openness to creativity C = Conscientiousness E = Extraversion A = Agreeableness N = Neuroticism (lack self-control)
Where is the dark triad? Corporate psychopath
Where is the Type ‘A’? Corporate bully
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The Big 5 & The Humm
O = Artist C = Engineer E = Mover A = Doublechecker N = NormalCorporate psychopath = Hustler & NCorporate bully = Politician & N
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Caveat 4: You can’t change your personality but you can change your behaviour
Source: Me, Myself, and Us: The Science of Personality and the Art of Well-Being by Brian R. Little
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The 4 steps of EQ Self Awareness Self Management Social Awareness Social Skills
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Social Skills
People will forget what you said, people will forget what you did, but people will never forget how you made them feel. (Maya Angelou)
We like those who are like ourselves.
Social SkillsFundamental attribution errorFailures/triumphs of someone due to
fundamental personal trait instead of looking at situation and context.
You forget something you are lazyWe forget something ∵ we are
overworkedEvery person on a project will say he did
50% of the [email protected] 0418-222219 38
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Social Skills for an N
• Who else is doing this?• Reference sales• Observe formalities• Agendas & action plans
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Social Skills for an H
How much is my discount?
Talk, dress and act like a winner
Name drop, lunches
Negotiate special terms
Signature on binding contract
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Social Skills for an M
Will the team like it?
Energy & enthusiasm
Meet other team members
Minimize the detail Keep in constant
contact
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Social Skills for an D
What are the risks? Keep it simple Zero choices Make up their mind Meet on Monday
morning
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Social Skills for an A
What if...? Lots of visuals Visual words: look,
see Imagine .... Sincerity &
sensitivity
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Social Skills for a P
What do you think? Use flattery Minor point closes Auditory words: listen,
hear, sound
When two Ps meet, it's an I for an I
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Social Skills for an E
Where’s the manual? Idealistic project Present new ideas in
detail Touch words: hot, cold,
feel Let them work with a
prototype
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Video Productive Counselling:Two case studies
What are the dominant components in the employee?
What are the dominant components in the supervisor?
Will the proposed strategies work?
Nicola Starr
1. What significant components make up Nicola Starr's temperament?
2. How will you handle her performance appraisal?
3. Are there likely to be any problems arising during the interview?
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Nicola Starr ME N Staff most dislike inconsistency Sleep on decision Does this conflict with previous
decisions Bring tissues to performance
appraisal
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Greg Flinders
1. What significant components make up Greg's temperament?
2. Is Greg tempermentally suited to be a Team Leader?
3. The heads of markeing and sales departments have complained to you that Greg is not sufficiently customer centric. What steps will you take?
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DPE A Good Operations ManagerNot IntrospectiveNew project = develop himself as a better manager
What makes a successful manager?People skills – use calendar of dates-ve or +ve criticism?Will need frequent encouragement
Greg Flinders
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Why I ♥ the Humm Easy to remember We have all 7 components Hot buttons Self control habits Improved empathy via TOPDOG We like those who are like ourselves Learn which components are anti-
you
Q&A Forum Any ? Read the Humm Handbook Download white papers from
www.emotionalintelligencecourse.com
Sign up for my monthly newsletter
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