Attitude and
Emotional Intelligence
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Attitude
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An attitude is a point of view, either
negative or positive, about an idea,
situation or person.
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We develop favorable attitudes about those
ideas, situations, or people that are
associated with positive rewards and benefits
and unfavorable attitudes toward those that
are associated with penalties or dislikes.
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Attitude
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An attitude has three components:
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How you think
How you act
How you feel
You can change an attitude by changing any one
of the three – but changing how you feel is
hardest.
Acting and thinking positively helps you begin to
change the feelings part of your attitude.
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Attitude
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Think positively: “If you can dream it,
you can do it.”
Actions and performance precede
attitude.
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If we’re good at something, we like it.
Performance is about 50% attitude, 50%
ability.
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Attitudes
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Honest
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Positive/optimistic
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Committed
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“In the middle of difficulty is opportunity.”
Bacon and eggs: “The chicken is involved,
the pig is committed.”
Confident
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Practice, practice, practice (10,000 hours to
be an expert)
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Courageous
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Competitive
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Strong desire to win
“Restless self-renewal”
Kaizen (always getting a little better every day)
Coachable
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Open, non-defensive
Self-motivated
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Intrinsic motivation – love doing the task itself.
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Assertive
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Flexible
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Cooperative
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Nurturing
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Attitude
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Can I change my attitude?
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YES!
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Positive framing
Visualization and mental rehearsal
Do the right thing
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Attitude
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High achievers:
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Set goals and objectives
Enjoy solving problems
Take calculated risks (courage)
Like immediate feedback
Take personal responsibility for achieving
goals and objectives (results)
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Objectives
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Criteria for MADCUD objectives:
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Measurable
Attainable (accepted)
Demanding
Consistent with organization goals
Under the control of the individual
Deadlined
MADCUD objectives must be flexible
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Goals/Objectives
Peak Motivation
Motivation
Very Easy
Very Hard
Goal/Objective Difficulty
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Goals/Objectives
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The purpose of goals (long term) and objectives
(short term) is to make people feel like winners.
Should be bottom-up, not top-down.
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Budgets and quotas are not motivational for
some people, so find links between other
goals and revenue targets.
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Motivation for some: Relationships
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“Help me on this.”
Motivation for some: Valued team member
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“Don’t let the team down.”
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Emotional
Intelligence
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Emotional Intelligence Is The Key
To Success
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“’Emotional Intelligence’ refers to the capacity for recognizing
our own feelings and those of others, for motivating ourselves
and for managing emotions well in ourselves and in our
relationships.” *
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Self-awareness
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Self management
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Social awareness
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Relationship management
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* Working With Emotional Intelligence, Daniel Goleman, Bantam Books, 1998
The Emotional Competence
Framework
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Personal Competence: These competencies determine how
we manage ourselves. *
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SELF-AWARENESS
 Emotional self-awareness: Reading one’s own
emotions and recognizing their impact; using “gut
sense” to guide decisions
 Accurate self-assessment: Knowing one’s strengths
and limits
 Self-confidence: A sound sense of one’s self-worth
and capabilities
* Primal Leadership, Daniel Goleman, Harvard Business School Press, 2002
P
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The Emotional Competence
Framework
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Personal Competence: *
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SELF-MANAGEMENT
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Emotional self-control: Keeping disruptive emotions
and impulses under control
Transparency: Displaying honest and integrity;
trustworthiness
Adaptability: Flexibility in adapting to changing
situations or overcoming obstacles
Achievement: The drive to improve performance to
meet inner standards of excellence
*Primal Leadership, Harvard Business School Press, 2002
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SELF-MANAGEMENT
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Initiative: Readiness to act and seize opportunities
Optimism: Seeing the upside in events
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The Emotional Competence
Framework
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Social Competence: These capabilities determine
how we manage relationships: *
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SOCIAL AWARENESS
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Empathy: Sensing others’ emotions,
understanding their perspective and taking an
active interest in their concerns
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Organizational awareness: Reading the
currents, decision networks and politics at the
organizational level
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Service: Recognizing and meeting…client or
customer needs
* Primal Leadership, Harvard Business School Press, 2002
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The Emotional Competence
Framework
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Social Competence:*
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RELATIONSHIP MANAGEMENT
 Inspirational leadership: Guiding and motivating
with a compelling vision (for media salespeople this
would translate into creating value with an inspiring
vision for your medium and your media outlet)
 Influence: Wielding a range of tactics of persuasion
 Developing others: Bolstering others’ ability through
feedback and guidance
* Primal Leadership, Harvard Business School Press, 2002
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RELATIONSHIP MANAGEMENT
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Change catalyst: Initiating, managing, and leading
in a new direction *
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Conflict management: Resolving disagreements
Teamwork and collaboration: Cooperation and team
building
* Primal Leadership, Harvard Business School Press, 2002
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Focus
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Understanding your and your prospects’ primary
focus is essential in framing your offers.
Two focuses:
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Promotion
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Prevention
PROMOTION-focused people play to win,
respond best to optimism and praise, are more
likely to take chances and seize opportunities,
and excel at creativity and innovation. Non-gains
are bad.
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PREVENTION-focused people don’t play to win—
they play not to lose. Their goals are to meet
their responsibilities and to stay safe –they think
about what bad might happen if they don’t work
hard enough.
Everyone is concerned with both promotion and
prevention, but most people have a dominant
focus.
Focus is situation specific – lottery tickets and flu
shots.
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