Idea Transcript
Emotional Intelligence
Self Awareness
Personal Leadership
The 11 Core Competencies of Emotional Intelligence
D D
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SELF-AWARENESS
EMOTIONAL MANAGEMENT
EMOTIONAL CONNECTION
SELF-ASSESSMENT
IMPULSE CONTROL
EMPATHY
Can accept feedback Has difficulty admitting to weaknesses Is aware of their strengths
Acts impulsively Stays calm under pressure Maintains a sense of humor in trying circumstances D Keeps promises D Can overcome difficult emotions in pursuit of a goal
0
D D
EMOTIONAL SELF-AWARENESS
Recognizes how their behavior affects others 0 Is aware of their emotions D Balances intuition with reason D Knows how their emotions impact behavior D
D D D D
ADAPTABLE/FLEXIBLE
Is open to change Is comfortable with uncertainty D Is unwilling to ask for help D Successfully handles multiple demands D D
COMMUNICATION D
0 0 0
0
SELF REGARD
Becomes defensive when 0 Makes decisions consistent criticized with values D Is decisive D Discloses information in an D Speaks confidently appropriate way D Has a strong belief in their ability 0 Has difficulty admitting when 0 Is willing to stand up for an idea wrong D Is honest and open when presenting themselves to others 0 Builds trust based on their actions OPTIMISM D D CJ
Handles setbacks effectively Is positive Believes they can influence an outcome
PERSONAL DRIVE D D 0 D
0 0
Has a strong presence Is energetic Enjoys challenges Is passionate Has a strong sense of purpose in life Is goal oriented
Gives less than adequate instruction Expresses feedback in a timely way Airs grievances skillfully Expresses feelings in an appropriate way Does not personalize disagreements COACHING OTHERS
AUTHENTICITY
D
Is non-judgmental Is aware of others' moods Is a good listener Sees from another's perspective
Is a good mentor Gives clear feedback D Inspires people to excel D Rewards people for their performance D Treats others with respect 0
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EMOTIONAL INTELLIGENCE COMPETENCY DEFINITIONS COMPETENCY
DEFINITION The ability to alter our feelings, thoughts and actions under ambiguous or changing situations. • The ability to remain flexible enough to see the "othern possibilities for solving problems. • To find ways to efficiently generate and implement effective action . m To show we have power to control or influence our experience. • The ability to show ourselves as we truly are . • The ability to act and express thoughts, feelings and beliefs openlyeven if it is emotionally difficult to do. • The ability to build trust based on. our actions . The ability to forge and maintain relationships that are mutually beneficial and characterized by giving and receiving. • The ability to help others grow in their self-knowledge and performance. a The ability to clearly express your thoughts and feelings. D The ability to stand your ground and defend a position. • The capacity for non-defensive listening . D The ability to know and understand ourselves • To be aware of our thoughts and feelings and know why we are experiencing them. a To know how our feelings and thoughts are impacting our behavior. D To be aware of the impact of our behavior on others, • The ability to use the knowledge of thoughts, feelings and body sensations in decision-making. a The ability to recognize and understand others' thoughts and feelings. • The ability to see and appreciate from their frame of reference . • The ability to resist or delay an impulse. • The ability to withstand adverse events and stressful situations . • The ability to suppress our urge to act and react when angered . • The ability to persist in the face of adversity. • The ability to maintain a positive attitude and outlook. D The ability to have a measure of hope in your approach to life. a The ability to have plentiful energy and be self-reliant to plan, act and function independently. • The ability to work powerfully toward a stated goal. a The ability to use emotions to propel you toward your goals. • The ability to assess our strengths and weaknesses . To objectively see what actually exists rather than what we wish or fear . a The ability to look for new information that confirms, justifies, and supports feelings, thoughts and perceptions. a The ability to act in a decisive yet humble way. " The ability to feel good about oneself in order to be in relationship with others. a
Adaptable/ Flexible
Authenticity
. Coaching Others
Communication
Emotional SelfAwareness
Empathy Impulse Control
Optimism
Personal Drive
Self-Assessment
Self-Regard
.
Emotional Intelligence Exercise 23 Every action you take or don't take sends a message. Recall the last 10 memos, e-mails, phone calls, or verbal instructions that you sent to any of your employees. In the left hand column jot down the intent of each message. Using your imagination, what messages could someone have gotten that would be different from your intention. Be wild and creative. Think out of the box. Think about how the messages might have made someone feel. Write your answers in the second column. Ex. Sent memo to remind John about safety meeting.
I don't trust him to remember. He doesn't have to be responsible for his own calendar. Safety is important. I think he is in the early stages of Alzheimer's disease. I'm being helpful and trying to ease his burden.
Value Cards
What are you currently doing to show that you value/appreciate your staff?
What specifically did your "EXCEPTIONALLY GREAT LEADERS" do that made you feel valued?
What can you do differently to show genuine appreciation for your people to increase their sense of value?
,I
Self-Awareness Worksheet lm
Default Behavior?
When am I at risk?
Emotional Need?
3. 2.
3. 2.
1. 3. 2.
1.
When am I at risk?
I Trigger?
I Default Behavior?
lim
3. 2.
1. 3. 2.
1.
Emotional Needs To Be: Accepted Liked Praised Given Context Needed Treated Fairly
0 0 0 0 0 0
Respected Understood Appreciated In control Valued Able to achieve
0 0 0 0 0 0
Paid Attention to Worthwhile Peaceful Seen to make a difference
0 0 0 0
Safe Included Belong Recognized Connected Heard
0 0 0 0 0 0
Your Body is your Early Warning System
What is the objective of an early warning system?
When should you take action?
My Symptoms:
Dealing with an Emotional Hijack: • •
What can you do when your early warning system goes off? What are some strategies that will inhibit the Amygdala from hijacking your thinking mind?
Personal Action Plan Relationship I Situation: Intention: Desired lm Action Steps
Target Dates
Relationship I Situation: Intention: Desired lm Action Steps
Target Dates
Relationship I Situation: Intention: Desired lm Action Steps
Target Dates
TITLE Working with Emotional Intelligence Primal Leadership: Realizing The Power Of Emotional Intelligence
Daniel Goleman, Annie McKee & Richard Boyatzis
The Emotionally Intelligent Workplace
Cary Cherniss Daniel Goleman
The Emotionally Intelligent Team: Understanding and developing the Behaviors of Success
Marcia Hughes James Bradford Terrell
Training and Coaching Activities for Leaders and Managers
Marcia Hughes James Bradford Terrell and L. Bonita Patterson Jeanne Segal Ph.D.
Raising Your Emotional Intelligence: A hands on Program for harnessing the Power of Your Instincts and Emotions A Coach's Guide to Emotional Intelligence: Strategies to Developing Successful Leaders
AUTHOR Daniel Goleman
SUMMARY Known as the father of "emotional intelligence" Goleman explores the impact of emotional intelligence in the work place. Daniel Goleman's international bestseller Emotional Intelligence forever changed our concept of "being smart," showing how emotional intelligence (EI)-how we handle ourselves and our relationships-can determine life success more than IQ. Then, Working with Emotional Intelligence revealed how stellar career performance also depends on El. A collaborative effort from contributors from the "Consortium for research on Emotional Intelligence in Organizations" Great human resource application as it reveals how HR can increase El through hiring practices, training and development and performance management This book helps draw the direct correlation between emotional and social intelligence to organizational success. The authors reveal how individuals, team members and leaders can take the steps to become more emotionally intelligent team members drawing upon the competencies of team identity, motivation, emotional awareness, communication, stress tolerance, conflict resolution, positivity. Forty six exercises offering experiential learning scenarios that can be used to build effective emotional skills and create real change.
Using a program of simple awareness assessments and techniques developed through years of research, this book assists individuals gain understanding of their most complex and confusing emotions within themselves.
Marcia Hughes James Bradford Terrell
Written primarily for coaches, facilitators and consultants to assist in creating transformational change for clients as they create strategies to navigate this increasingly complex world. Just released
Leadership And Self Deception: Getting Out Of The Box (A parable) Encouraging The Heart: A Leader's Guide To Rewarding And Recognizing Others Awakening The Leader Within: A Story Of Transformation (A parable) Power Of Full Engagement: Managing Energy, Not Time, Is The Key To High Performance And Personal Renewal The One Minute Apology
Arbinger Institute
Introduces readers to a new idea in organizational thinking. Shows how the problems that typically prevent superior performance in organizations are the result of a known problem called self-deception.
James Kouzes & Barry Posner
Provides practical ideas for helping others believe in themselves, celebrate their uniqueness, & discover their own value. Shows leaders how they can find their voice & their hearts, through caring & courage.
Kevin Cashman & Jack Forem
An inspiring story takes the reader on a personal journey to awaken a new way of leading and living. Based on the premise that one needs to grow as a person to grow as a leader.
Jim Loehr & Tony Schwartz
This book will give you real tools to manage effectively your energy. With simple explanations and stories that every reader can relate to. You'll be amazed at all the unproductive thinking habits you have developed.
Ken Blanchard Margret McBride
"At the core of most problems is the truth you are not wanting to face" This parable offers a cogent and clear-headed way of approaching one of life's most perplexing dilemmas; how to accept that they have made a wrorig decision and how to correct it by makinQ a meaningful apology.
Harvard Business Journal January Special Edition on Emotional Intelligence
Various authors
The entire edition focuses on Emotional Intelligence and the most poignant articles written in the journal about El over the last decade.
This not a comprehensive list.. ...