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Sustaining the Leadership Challenge with the Emotional Intelligence Skills Assessment

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  1. Sustaining the Leadership Challenge with the Emotional Intelligence Skills Assessment Rosalie Clough, Senior Strategist Doug Brown, Senior Strategist

  2. We are an organizational success strategy company. Successful companies achieve organizational success through intentional processes and established cultural behavior expectations. Our team of Success Strategists is ready to help your organization achieve increased awareness, articulation and coordination of organizational processes and behaviors. This will result in greater agility, cultural alignment and increased results.

  3. Short Title?

  4. When You Return to Your Office, We Hope You Will Be Able to Say… No workplace is perfect, but this is the perfect place to work.

  5. Qualities We Admire in Leaders & Mentors • Think of a leader or mentor who made a significant impact on your life. • Think of 3 - 5 qualities or characteristics which made them impactful. • Write each characteristic on a Post-It Note.

  6. Why Sustain TLC with EISA? What is the factor that distinguishes the highest-performing managers from the lowest-performing? According to the Center for Creative Leadership, the single factor that differentiated the top from the bottom is the higher score on affection – both expressed and wanted. The highest performing managers show more warmth and fondness toward others than do the bottom 25 percent. They get closer to people, and significantly more open in sharing thoughts and feelings than their lower-performing counterparts. This study adds to the growing body of evidence that emotional intelligence can be more important than IQ in predicting success in organizations. Encouraging the Heart, Kouzes and Posner

  7. Why Sustain TLC with EISA? I've learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel. Maya Angelou

  8. Why We Are Here Feelings are much like waves, we can't stop them from coming but we can choose which one to surf.”  JonatanMårtensson

  9. Why We Are Here Leadership happens in conversations. Carol and Jack Weber Emotionally intelligent leaders create great workplace cultures where people collaborate by having open and honest deep conversations about what matters. Susan Scott

  10. Are Emotions at Work at Work? • How a management team feels has a direct impact on a company’s earnings. (Barsade, Ward, Turner and Sonnenfeld) • Teams with a higher EQ perform at higher level more quickly than teams with a low EQ. (Jordan, Ashkanasy, Hartel and Hooper) • How we feel does seem to influence our performance. (Totterdell, Kellet, Teuchmann and Briner) • The spread of emotions from person to person (emotional contagion) has a powerful effect on groups. (Barsade) Caruso and Salovey

  11. How Does EISA Help Sustain TLC? Combining the EISA Factors with the TLC Practices helps Leaders to … Act React Interact … in response to their emotions and those around them.

  12. What is Leadership? • The Leadership Challenge is about how leaders mobilize others to want to get extraordinary things done in organizations. • It’s about the practices leaders use to transform values into actions, visions into realities, obstacles into innovations, separateness into solidarity, and risks into rewards. • It’s about leadership that creates the climate in which people turn challenging opportunities into remarkable successes. Kouznes & Posner

  13. What is Emotional Intelligence? • Emotional Intelligence is: • The ability to identify emotional information in oneself and others • The ability to manage emotional information in oneself and others • The ability to focus emotional information on required behaviors

  14. What is EISA? • The Emotional Intelligence Skills Assessment (EISA) is a comprehensive system designed to measure and improve Emotional Intelligence (EI) levels in individuals, teams and organizations. • EISA identifies areas of strength and potential growth and provides a framework for understanding and improving individual emotional and social functioning. • Stemming from the previous work of BarOn, Goldman and Mayer, Salovey and Caruso, the EISA measures the interconnected components of emotional intelligence directly tied to emotional and social functioning.

  15. The Five Factors of EISA • Perceiving • Managing • Decision Making • Achieving • Influencing

  16. Perceiving • Perceiving is the ability to accurately recognize, attend to, and understand emotions. • Recognize different emotions & intensity • Identify and describe emotions • Perceive and respond appropriately • Behave authentically and predictably • Recognize emotional triggers

  17. Managing • Managing is the ability to effectively manage, control and express emotions. • Accurately interpret emotions • Motivate, cope with stress, decisive • Emotional cues guide actions • Manage emotions and expressions • Project image of sympathy & steadiness

  18. Decision Making • Decision making is the appropriate application of emotion to manage change and solve problems. • Emotions compatible with task demands • Manage change & solve personal and interpersonal problems based on their emotional state • Astute awareness of the “problem” and the appropriate emotional response

  19. Achieving • Achieving is the ability to generate the necessary emotions to self-motivate in the pursuit of realistic and meaningful objectives. • Experience more pleasure in success • Take personal responsibility for own actions • Prefer immediate feedback about efforts • Enjoy moderate levels of risk • Fewer physical reactions • Make tasks personally relevant & meaningful

  20. Influencing • Influencing is the ability to recognize, manage and evoke emotion within oneself and others to promote change. • Understand own strengths • Take opportunities to influence others • Assertive • Use positive emotions to influence others • Positive and confident disposition

  21. Sustaining TLC with EISA • Emotional Intelligence in Action • Project managers must: • Act, • React and • Interact with a wide variety of emotions • Project managers must: • Hear and observe emotions, • Foster collaboration and • Develop “our” solution, not “my” solution

  22. Sustaining TLC with EISA • Applying, Learning and Growing TLC Practices • Administer an LPI • Compare to the 360 • Coach to the LPI • Feedback • Administer a second LPI • Applying, Learning and Growing EISA Factors • Administer 360 • Compare to the LPI • Coach to the 360 • Feedback • Administer a second 360

  23. Sustaining TLC with EISA • The Universal Emotions in the workplace: • They enter the workplace from outside the workplace • They originate from within the workplace and go back outside the workplace • They effect our lives inside the workplace • They effect our lives outside the workplace

  24. Teaching and Training EI • Key learning points about Emotional Intelligence (Kornacki & Caruso) • Recognize that emotions exist and pay attention to emotion cues • Emotions contain data • Emotions can be managed • Emotions can be used to influence yourself and others (intra and interpersonal) • When leveraged, emotion and rational data produce optimum decision making

  25. Combing the LPI with the EISA 360 • EISA Factors • #8I feel sure of myself in most situations • #13 I am easily distracted by things going on around me • #3. I am attuned to others’reactions to me • Coaching Confidence building Active listening skills Build trust • LPI Behaviors #1. Sets personal example of what is expected #9. Actively listens to diverse points of view #14. Treats others with dignity and respect

  26. The TLC EISA Bowl • Divide into teams • Each team chooses a “ringer” • First team to ring and correctly answer toss-up question gets to answer the bonus questions • Winning team answers bonus questions • Non-winning (as opposed to losing) teams critique the winning team’s answer

  27. Sustaining the Leadership Challenge with the Emotional Intelligence Skills Assesment Rosalie Clough, Senior Strategist Doug Brown, Senior Strategist