RAF Leadership Centre
Emotional Intelligence
Wg Cdr Dave Winstanley
Respect
Integrity Service Excellence
‘Knowing others and knowing oneself, in one
hundred battles no danger. Not knowing the
other and knowing oneself, one victory for one
loss. Not knowing the other and not knowing
oneself, in every battle certain defeat’
Sun Tzu, The Art of War
Respect
Integrity Service Excellence
‘A leader must know the character, the feelings,
the habits, the peculiar faults and inclinations of
those whom he is to command…These are
matters only to be gained by the exercise of an
accurate judgement in the observation of things
and men’
Karl von Clausewitz
Respect
Integrity Service Excellence
Respect
Integrity Service Excellence
Scope
•
•
•
•
•
•
•
Background
What is EI
Basic Human Inter-action
Covey ‘7 habits’ Model
Hay & McBer ‘Conceptual Model
EI and Mission Comd
Questions
Respect
Integrity Service Excellence
BACKGROUND
Respect
Integrity Service Excellence
Development of EQ
• McCelland (1973) – Competence v Intelligence.
• Howard Gardner (1980s) – Multiple intelligences,
interpersonal and intrapersonal abilities.
• Mayer & Salovey – 5 EI domains of empathy, self –
awareness, relationships, managing emotions and
motivating oneself.
• Daniel Goleman – built on this research but linked his
work with the competencies identified in McCelland.
Respect
Integrity Service Excellence
Focus Group Feedback
Short Term View
Warfighter Mission Command
Risk Aversion Empowerment Empathy Saying no
Communication Credibility Lack of Opportunity
Listening Skills Expansion of Styles Courage Trust
Integrity NCO/JO Relationship Example
Ethos Understanding People Responsibility
Leadership in the Office
Respect
Integrity Service Excellence
Attributes for RAF Leaders
•
•
•
•
•
•
•
Warfighter, Courageous
Emotionally Intelligent
Flexible and Responsive
Willing to Take Risks
Able to Handle Ambiguity
Mentally Agile - Physically Robust
Politically and Globally Astute
– Air Warfare Minded
• Technologically Competent
• Able to Lead Tomorrow’s Recruit
Respect
Integrity Service Excellence
Attributes for RAF Leaders
•
•
•
•
•
•
•
Warfighter, Courageous
Emotionally Intelligent
Flexible and Responsive
Willing to Take Risks
Able to Handle Ambiguity
Mentally Agile - Physically Robust
Politically and Globally Astute
– Air Warfare Minded
• Technologically Competent
• Able to Lead Tomorrow’s Recruit
Respect
Integrity Service Excellence
Most Common Reactions
•
•
•
•
•
Tree hugging – pink and fluffy.
We’ve being do this for years.
No relevance to military operations.
My decisions are driven by logic not emotions.
Its just common sense.
Respect
Integrity Service Excellence
It is nothing new!
“ I am not exaggerating, it is really my belief that
half my work in the little sphere I have been
working in has been to settle disagreements.
Petty friction will always exist. ”
Sir Hugh Trenchard, April 1922
Respect
Integrity Service Excellence
Old Dog New Tricks
Respect
Integrity Service Excellence
WHAT IS EI?
Respect
Integrity Service Excellence
What is EI
The capacity for recognising our own feelings
and those of others, for motivating ourselves,
and for managing emotions effectively in
ourselves and others
Respect
Integrity Service Excellence
What is EI
The capacity for recognising our own feelings
and those of others, for motivating ourselves,
and for managing emotions effectively in
ourselves and others
Respect
Integrity Service Excellence
What is EI
The capacity for recognising our own feelings
and those of others, for motivating ourselves,
and for managing emotions effectively in
ourselves and others
Respect
Integrity Service Excellence
What is EI
The capacity for recognising our own feelings
and those of others, for motivating ourselves,
and for managing emotions effectively in
ourselves and others
Respect
Integrity Service Excellence
BASIC
HUMAN INTER-ACTION
Respect
Integrity Service Excellence
Communication model
FILTERS
DELETE
DISTORT
GENERALISE
7 +/- 2 bits
Time/Space
INTERNAL
REP
Matter/Energy
EXTERNAL
EVENT
Language
Memories
STATE
2 Billion bits per sec
Decisions
Meta Programs
PHYSIOLOGY
Values & Beliefs
Attitudes
BEHAVIOUR
Respect
RESULTS
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Not Known
to Self
Known to
Others
OPEN
BLIND
Not Known
to Others
HIDDEN
UNKNOWN
Respect
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Not Known
to Self
Known to
Others
OPEN
BLIND
Not Known
to Others
HIDDEN
UNKNOWN
Respect
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Not Known
to Self
Known to
Others
OPEN
BLIND
Not Known
to Others
HIDDEN
UNKNOWN
Respect
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Not Known
to Self
Known to
Others
OPEN
BLIND
Not Known
to Others
HIDDEN
UNKNOWN
Respect
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Not Known
to Self
Known to
Others
OPEN
BLIND
Not Known
to Others
HIDDEN
UNKNOWN
Respect
Integrity Service Excellence
WHAT DOES YOUR WINDOW
LOOK LIKE?
Known to
Self
Known to
Others
OPEN
Not Known
to Others
Respect
H
I
D
D
E
N
Not Known
to Self
BLIND
UNKNOWN
Integrity Service Excellence
JOHARI WINDOW
Known to
Self
Known to
Others
Not Known
to Others
Respect
OPEN
HIDDEN
Not Known
to Self
B
L
I
N
D
UNKNOWN
Integrity Service Excellence
The Amygdala Hijack
The primary ‘derailer’ of top executives is lack
Of ‘impulse control’
Daniel Goleman
Respect
Integrity Service Excellence
The Amygdala Hijack
• A trigger: a catalyst that stimulates because it generates
an impulse.
• An instant, impulsive, irrational or uncontrolled reaction
that is inappropriate in terms of focus, timing etc.
The reaction need not be overt
• A strong emotion (anger, desire, frustration etc.) to the
Situation.
• A subsequent feeling of regret or remorse (or embarrassment!)
after the strong emotions pass.
Respect
Integrity Service Excellence
Aristotle’s Challenge
Anyone can become angry…that is easy. But to be
angry with the right person, to the right degree, at
the right time, for the right purpose, and in the right
way…this is not easy
Aristotle, The Nicomachean Ethics
Respect
Integrity Service Excellence
COVEY
THE 7 HABITS PARADIGM
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
The ‘Covey’ Model
Interdependence
Understand then
Synergize
Understood
PUBLIC
5
6
VICTORY
Think
Win/Win
Sharpen
The Saw
7
4
Independence
3
Put First
Things First
PRIVATE
1
2
VICTORY
Be
Begin with
Proactive
The end in Mind
Sharpen
The Saw
7
Dependence
Respect
Integrity Service Excellence
HAY/McBER
CONCEPTUAL MODEL
Respect
Integrity Service Excellence
The Conceptual Model
Awareness
Others
Self
Awareness
Social
Awareness
Action
Self
Self
Management
Social
Skills
Hay/McBer
Respect
Integrity Service Excellence
The Conceptual Model
 Emotional Self – Awareness
 Accurate Self Assessment
 Self-Confidence
Self
Awareness
Social
Awareness
Self
Management
Social
Skills
Hay/McBer
Respect
Integrity Service Excellence
The Conceptual Model
Self
Awareness
Social
Awareness
Self
Management
Social
Skills
 Emotional Self Control
 Transparency
 Adaptability
 Achievement
 Initiative
 Optimism
Hay/McBer
Respect
Integrity Service Excellence
The Conceptual Model
 Empathy
Self
Awareness
Social
Awareness
Self
Management
Social
Skills
 Organisational Awareness
 Service Orientation
Hay/McBer
Respect
Integrity Service Excellence
The Conceptual Model
Self
Awareness
Social
Awareness
 Developing Others
 Inspirational Leadership
Self
Management
Social
Skills
 Change Catalyst
 Influence
 Conflict Management
 Teamwork and Collaboration
Hay/McBer
Respect
Integrity Service Excellence
The Impact
Awareness
Others
Self
Awareness
Social
Awareness
Action
Self
Self
Management
Social
Skills
Positive
Impact on
others
Hay/McBer
Respect
Integrity Service Excellence
Emotional Intelligence
learnable skills that will help you to:
• enhance your performance at work
• inspire yourself and those around you
• create deeply productive professional
relationships.
Respect
Integrity Service Excellence
Being Real – EQ Competent
• When you remove posturing, pretension and
false communication, people are free to
feel, to be themselves and to connect on an
emotional level with each other and with
their organisation’s core purpose.
• Not just turn up for work,but be involved in
the culture change.
Respect
Integrity Service Excellence
EI
and
Mission Cmd
Respect
Integrity Service Excellence
Empowering Leadership
• Decentralise authority for those best placed without
shirking responsibility – freedom of action
• Structures instructions to be easily understood, clear
intent, clear about own role and the reason behind it
• Explains task, but does not prescribe method
• Allocates resources, including training, with discretion
to ask for more
• Minimum number of control measures lest these
unnecessarily restrict the freedom of action – must not
constrain initiative
• Trust (mutual, deep and enduring)
PRINCIPLES OF MISSION COMMAND
Respect Integrity Service Excellence
TRUST
•
•
•
•
Hard to earn but easily lost
Deep, mutual and enduring
The bedrock of effective personal relationships
Fundamental to effective Mission Command
Respect
Integrity Service Excellence
Any Questions
Respect
Integrity Service Excellence