EMOTIONAL INTELLIGENCE The simplest expression of what emotional intelligence is comes from Daniel Goleman’s 1996 book Emotional Intelligence – why it...
EMOTIONAL INTELLIGENCE The simplest expression of what emotional intelligence is comes from Daniel Goleman’s 1996 book Emotional Intelligence – why it can matter more than IQ: “Recognising our own feelings and those of others, motivating ourselves, managing emotions well in ourselves and in our relationships.” Emotional intelligence (EI) is the ability to recognise our own emotions and their causes, to manage them well in ourselves, to recognise and understand emotion in others so that we can make better choices about how to work effectively with them. The more self aware we are of all the elements that make up our ‘iceberg’ the more consciously we can manage our emotions and behaviours. From this comes an understanding that others’ icebergs will be different to ours (social awareness) and thus we will be in a better position to manage the relationships we have with others.
1
WHEN EMOTION TAKES OVER
HIGH
“
Reaction
We’ve talked about this every month this year and we are making no progress. This is a complete waste of my time.
I’m leaving for the station! I’m frustrated
”
Emotional intensity
I have to catch my train Where is the coffee? I must get my wife her birthday present! Who proof-read this report?
Regret
Who are all these people? There’s no agenda I’m late LOW
HIGH
Time
Stress triggers
PAYING ATTENTION TO YOUR FEELINGS HIGH
Emotional intensity
I’ll ask the chair if I can leave early I’m frustrated I have to get to the train station I’ll ask for a coffee break Where is the coffee? I must get my wife her birthday present! Who proof-read this report? I’m getting irritated
Who are all these people? There’s no agenda
No regret
I’m late LOW
Time Stress triggers
2
HIGH
The EI model we are working with on this programme is based on the 1973 landmark article ‘Testing for competence rather than intelligence’ by Professor David McClelland. This work was continually refined over time by David McClelland and others, culminating in Daniel Goleman’s book in 1996.
Recognising how your emotions affect your performance Knowing your own inner resources, abilities, and limits Honesty in your positive and negative biases, and your own strengths and weaknesses Open to feedback