EMOTIONAL INTELLIGENCE

EMOTIONAL INTELLIGENCE The simplest expression of what emotional intelligence is comes from Daniel Goleman’s 1996 book Emotional Intelligence – why it...
Author: Imogen Harvey
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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.

THE EMOTIONAL AND SOCIAL COMPETENCY FRAMEWORK

Emotional self control



Adaptability



Achievement orientation



ACTIONS

Emotional self awareness



AWARENESS

THE EMOTIONAL AND SOCIAL COMPETENCY FRAMEWORK

SELF

OTHERS

Self awareness

Social awareness

Self management

Relationship management

Positive Outlook



 

Empathy Organisational awareness



Influence



Inspirational leadership



Coach and mentor



Conflict management



Teamwork

© 2015 Hay Group. All rights reserved

Positive impact on results and performance

SELF AWARENESS

THE HEART OF EMOTIONAL INTELLIGENCE





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



Sense of humour about yourself

© 2015 Hay Group. All rights reserved



3

ACTIONS



AWARENESS

EMOTIONAL SELF AWARENESS SELF

OTHERS

Self awareness

Social awareness

Self management

Relationship management

SELF AWARENESS

(CONTINUED)

THE EFFECT OF SELF AWARENESS ON SELF MANAGEMENT

WITH SELF AWARENESS A PERSON HAS A 50-50 CHANCE OF DEMONSTRATING SELF MANAGEMENT Self management

Self awareness

Yes

No

Yes

49%

51%

No

4%

96%

© 2015 Hay Group. All rights reserved

N = 427, p < .001 (Burckle and Boyatzis, 1999)

WITHOUT SELF AWARENESS A PERSON HAS VIRTUALLY NO CHANCE OF DEMONSTRATING SELF MANAGEMENT

SELF AWARENESS

(CONTINUED)

THE EFFECT OF SELF AWARENESS ON SOCIAL AWARENESS

WITH SELF AWARENESS A PERSON HAS A 38% CHANCE OF DEMONSTRATING SOCIAL AWARENESS Social awareness

Self awareness

Yes

No

Yes

38%

62%

No

17%

83%

© 2015 Hay Group. All rights reserved

N = 427, p < .001 (Burckle and Boyatzis, 1999)

WITHOUT SELF AWARENESS A PERSON HAS AN 83% CHANCE OF LACKING SOCIAL AWARENESS

4

SELF MANAGEMENT

THE ACCELERATOR AND THE BRAKES

MANAGING OURSELVES

Adaptability – flexibility in handling change

MOTIVATING OURSELVES 

Positive outlook – persistence in pursuing goals despite obstacles and setbacks

SELF

OTHERS

Self awareness

Social awareness

Self management

Relationship management

SELF

OTHERS

Self awareness

Social awareness

Self management

Relationship management

© 2015 Hay Group. All rights reserved



Achievement orientation – striving to meet or exceed a standard of excellence

AWARENESS



Emotional self control – keeping disruptive emotions and impulses in check

ACTIONS



SOCIAL AWARENESS

EMPATHY 

Sensing others’ feelings and perspectives



Taking an active interest in their concerns

AWARENESS

TUNING IN

Reading a group’s emotional currents and power relationships

© 2015 Hay Group. All rights reserved



5

ACTIONS

ORGANISATIONAL AWARENESS

RELATIONSHIP MANAGEMENT MAKING A DIFFERENCE

INFLUENCE 

Having positive impact on others

Inspiring and guiding individuals and groups

COACH AND MENTOR 

Taking an active interest in others’ development needs and bolstering their abilities

© 2015 Hay Group. All rights reserved

CONFLICT MANAGEMENT 

Negotiating and resolving conflict

TEAMWORK 

Working with others toward a shared goal

6

ACTIONS



AWARENESS

INSPIRATIONAL LEADERSHIP SELF

OTHERS

Self awareness

Social awareness

Self management

Relationship management