Sustaining the Leadership Challenge with the
Emotional Intelligence Skills Assessment
Rosalie Clough, Senior Strategist
Doug Brown, Senior Strategist
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.
Short Title?
Exemplary
Leadership
EISA Factors
Perceiving
Managing
Deciding
Achieving
Influencing
TLC Practices
Model
Inspire
Challenge
Enable
Encourage
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.
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.
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
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
Why We Are Here
Feelings are much like waves, we can't stop them
from coming but we can choose which one to surf.”
Jonatan Mårtensson
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
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
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.
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
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
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.
The Five Factors of EISA
Perceiving
Managing
Decision Making
Achieving
Influencing
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
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
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
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
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
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
Sustaining TLC with EISA
Applying, Learning and
Growing TLC Practices
Applying, Learning and
Growing EISA Factors
 Administer an LPI
 Administer 360
 Compare to the 360
 Compare to the LPI
 Coach to the LPI
 Coach to the 360
 Feedback
 Feedback
 Administer a second LPI
 Administer a second 360
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
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
Combing the LPI with the EISA 360
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
EISA Factors
#8 I 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
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
Sustaining the Leadership Challenge with the
Emotional Intelligence Skills Assesment
Rosalie Clough, Senior Strategist
Doug Brown, Senior Strategist