Emotional
Intelligence
An Opportunity for EA Professionals as
Organizational Consultants
By
Reidar Hansen, LCSW
South Carolina EAPA Conference
3/6-3/7/2014
Objectives
O To define the five components of E.I. and to give participants
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a basic understanding of these components.
To provide five reasons why E.I. is needed in organizations.
To understand the neuroscience of emotional intelligence
To identify five qualities of an emotionally intelligent leader
and why those qualities are important in today’s workplace.
To help participants access their own levels of E.I. and how
to improve E.I. competencies.
To identify five organizational areas where EA professionals
can use E.I. skills
To present five steps EA professionals can take to become E.I
resources within their client companies
Connectivity
O “The chaordic system is one---an unbroken
and unbreakable unity; an active pattern of
RELATIONSHIPS in which no one thing can
exist or occur independently since; a
wholeness of elements, the meaning of each
is derived solely and exclusively from its
connection to the whole.”
O
From: The Chaordic System Principles Chart
“Givens”
O “If you think businesses don’t run on
emotions, think again.”
O “Traditional incentives are simply not
enough to get the best performance of
followers.” Dan Goleman
O There is an emotional subset in every human
interaction.”
What is Emotional
Intelligence?
“I think, therefore I am.”
Rene’ Descartes
“I emote, therefore I am.”
Types of Intelligence
O I.Q. Intelligence Quotient- logical reasoning and
technical intelligence
O E.I.- Emotional intelligence- Being aware of your
own feelings and those of others, regulating
those feelings in yourself and others, using
emotions appropriately, self-motivation, and
building relationships.
O M.O. Moral Intelligence- integrity, responsibility,
sympathy, and forgiveness.
O B.O.- -Body Intelligence- What you know about
your body, how you feel about it, and how you
take care of it.
O
Daniel Kahneman, PH.D
Emotional Intelligence
O The term Emotional Intelligence was coined by Jack
Mayer and Peter Salovey in 1987.
O It refers to the constellation of abilities which help us
deal with our emotions and those of others.
O Is a factor in determining one’s ability to succeed in life.
O Relates to potential for performance.
O Components resemble personality
change and can be altered.
factors, but can
The Five Pillars of Emotional
Intelligence (H.O.)
Dan Goleman
Self Awareness
Self Regulation (self-management of
emotions)
Empathy/social awareness/social
competencies
Social/people skills/relationship management
(balance feelings and thinking)
EQ + IQ = Success
O IQ looks at cognitive intelligence
O EQ looks at emotional intelligence
“Heart smart” vs. “book smart”
The ability to cope with daily situations and get along in
the world includes both your EQ and IQ.
It is very important to understand that
emotional intelligence is not the opposite of
intelligence, it is not the triumph of heart
over head … it is the unique intersection of
both.”
David Caruso
From: ”Emotional What?”
Keys to Workplace Success
O Cognitive Intelligence ( I.Q.) =
1-20%
O Emotional Intelligence (E.Q) = 27-45%
O Other ( technical skills, etc,)
O Source: Multi-Health Systems
=
72%
Social Intelligence
“The ability to function
successfully in interpersonal
or social situations.”
Edward Thorndike, 1920
Collaborative Intelligence
A composite skill which emerges
from the masterful use of your
Emotional and Social Intelligence
(ESI) to produce its work
effectively.
The Emotionally Intelligent Team, Hughes and
Terrell, 2007
Self Assessments Online
O Facial Expressions
O E.Q. Quiz
See Handout
Brain Science in Emotional
Intelligence
Brain Science and Intelligence
New brain research and emotions
O Brain centers of thinking and emotion
O Effects of emotional brain on behavior
O Brain hijacking
O Battle of emotional brain and thinking brain
Cerebral Functions - Thinking and
Feeling
Differences In Cerebral
Functions
•Cognitive Abilities
Neocortex – Thinking Brain
•Emotional Competencies
Amygdala
Cerebral Functions-Thinking and
feeling
O Differences in cerebral functions
O Cognitive Abilities
Neo-cortex-thinking brain
O Emotional Competencies
Amygdala
What happens when the
amygdala overrides?
O Perceptions that sometimes hurt you.
O Intense emotional reactions and over reactions
O Past hurts that resurface
O Extreme dislikes
Effects of an Amygdala Attack
O Stops cognitive thinking
O Impulsive feelings override rationality
O Experience worry, anxiety, frustration, anger
O Triggers knee-jerk reactions
O Fly “off the handle”
O Fear response
“Fragile’ is a neural state in which
emotional surges hamper the
working of the executive center of
the brain.”
Dan Goleman, 2006
The Work Environment
“The American workplace has
become profoundly destructive
to the human spirit.”
Discuss. Is this true? Why? If not, why?
From: “Why companies are (finally) falling all over each
other to become best places to work.” by Mark C.
Crowley
Gallup’s State of the American
Workplace
“The workplace climate is a driving force in
how employees engage in their daily activities.
When factors such as trust and teamwork are
present, the research shows that the company
generates better results. . . if we want better
business success, we need to equip leaders
with the skills to make an environment where
employees can work effectively.”
M. Ghini, 4/8/13
“To Fix this, companies need to find deeply
caring leaders “capable of seeing, supporting,
and adjusting to the differences in people. The
truly differentiated manager will be someone
who understands that the more they nurture
and support employees, the more success they
will produce.”
From: “State of the American Workplace” by James
Harter, Chief Gallup Scientist on lack of worker
engagement
“The rules for work are changing. We’re
being judged by a different yardstick, not
just how smart you are, but by how we
handle ourselves and each other.”
Daniel Goleman
10 Reason Why Emotions Are Ignored in
Business
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Businesses haven’t had to worry about it in the past.
Emotions are perceived as hard to define and difficult to measure.
Emotions are soft, fluffy, and difficult to quantify ($ outcomes).
Business is all about numbers.
As a result of items 1-4, business like logical/analytical people.
Businesses have traditionally been run by men.
Women seem to be better at understanding emotions than men.
Most senior people in organizations are 50-60 years old men. Many
are left brained focused.
O Many of those revered in business are the tough, take charge types.
O People may agree that they should focus on emotions but they
don’t know how to do it.
Colin Shaw, 8/13
What are the big concerns of
Managers today?
O Employee Retention
O Employee engagement
O Productivity
O Cohesive teams
O Profit
O Marker share.
O Safety
O Others?
Employers Seeking Top Gradates
Who also have E.I. Strengths
O Working well with a team
O Clear , effective communication
O Adapt well to change (flexibility)
O Good listening skills
O Smooth interactions with a variety of people
O Think clearly and ability to solve problems
under pressure.
Dan Goleman: “The E.I. Skills Employers Want Now”
Why employers value E.I. over
I.Q.
E.I. employees:
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Are more likely to stay calm under pressure
Know how to resolve conflict effectively
Are empathetic to their team members and react accordingly
Lead by example
Tend to make more thoughtful business decisions
Admit and learn from mistakes
Keep their emotions in check and have thoughtful discussions
on tough issues
 Listen as much or more than they talk
 Take criticism well
 Show grace under pressure
Toni Bowers in Career Management, 8/24/11
Oh! The Naysayers!
O It’s just a fad, flavor of the month.
O One size leader doesn’t fit all organizations.
O It is easy to game the system, especially if
you are a sociopath.
O Management style is just one facet of
building a competitive team.
O E.I. is not predictive of business success.(look
at B. Gates, S. Jobs, L. Page, M. Zuckerberg).
O Where’s the measurement?
Lack of E.I. in the News
O Corporations simultaneously reporting record profits and
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firing/laying off loyal employees
Executive compensation ratio to workers in 2005-411 to
1
Miami dolphins football team locker room involving
Richie incognito and Jonathan Martin, two 300-pound
linemen
The Devil Wears Prada
MacDonald’s online plan for employees to survive on a
MacDonald’s wage
WAMU
Congress cutting social programs during holidays
Chevron/pizza offer
Here was Daryl's response:
Results of Perceived Inequity
85 % of respondents said “they
could work harder on the job.”
More than half claimed they could
double their effectiveness if they
wanted to.”
Huseman and Hatfield, Managing the Equity
Factor, 1989.
The top ten reasons people
hate their jobs
10)
9)
The grass is greener somewhere else
Their values don’t align with the company’s
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They don’t feel valued-More than 70%
Forbes,12/12)
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Job insecurity
No room for advancement
Unhappy with pay
Too much red tape
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They are not being challenged
The passion’s gone
Their boss sucks!
2)
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Ilya Pozin, LinkedIn, 7/9/13
Ten Reasons Your Top Talent
Will Leave You
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5.
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10.
You failed to unleash their passions
You failed to challenge their intellect
You failed to engage their creativity
You failed to develop their skills
You failed to give them a voice
You failed to care
You failed to lead
You failed to recognize their contributions
You failed to increase their responsibilities
You failed to keep your commitments
Mike Myatt in Forbes
“The biggest reason that people
give for leaving an organization
is the relationship with those
above them.”
unknown
“Most people don’t quit
their jobs, they quit their
managers.”
Wendy Duarte, VP at Mondo
“Unmet emotional needs cause
the majority of problems at
work.”
EQI.org
“They may forget what you
said, but they will never
forget how you made them
feel.”
Carl C. Buechner
What Happens when Good
Employees leave?
 Productivity sinks
 Morale suffers
 Colleagues struggle with increased workload
 Cost of replacement/recruitment
 Training and on-boarding costs
 Impact on customers
 Other costs?
Engaged Workers
O Feel their opinion counts
O Have a mentor that encourages their
development
O Get routine regular recognition
O Their jobs are aligned with their natural
aptitudes and values
“Highly engaged workers tend to have
better emotional health than those who
are disengaged.”
Dan Witter, Gallop Survey, 2011-12
Employee Retention
O People are an “appreciating asset.” The
longer they stay, with an organization, the
more productive they get.
O Some companies expect and plan for 30-40%
turnover.
O Tenured employees have more value than
those “cycling through.”
O Employees move from Costs to Investments,
Josh Bersin, 8/16/13
Who benefits from E.I. in the
workplace?
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Executives
High Potential personnel
Managers and supervisors
Team leaders and project managers
Sales people
Team members
CSRs
Technical professionals
Administrative staff
Customers
Leadership and Emotional
Intelligence
“What you need now is
emotional intelligence.”
China’s new President speaking to graduates at
a top tech school.
“75 % of careers are derailed for reasons
related to emotional competencies,
including inability to handle interpersonal
problems; unsatisfactory team leadership
during times of difficulty or conflict; or
inability to change or elicit trust.”
Center for Creative Leadership, 1994
“Of the leaders that demonstrated more
competencies in EI and SI, 92% created a
positive climate. Of the leaders who showed
few EI and SI competencies, 78% created a
demotivating climate.”
D. Goleman
Managing by Fear, Uncertainty,
and Doubt (FUD)
O Comes from marketing world
O Usually done unwittingly by managers who are
overwhelmed with the deliverables of the
product they manage as well as trying to manage
staff. In survival mode.
O Employee experiences absence of positive
feedback and recognition, limited
communication, frequent criticism, critical
attention to details, non-verbal communication
of frustration and overwhelmed on the part of
the manager.
Jeff Harris, 1/20/11
“Critter State”- Fear may push
people into action, but this
approach is not sustainable and
will ultimately lead to either
burnout or extreme apathy.”
Christine Comaford, Smart Tribes, 2013
5 signs that Employees are in
Survival Mode
O Relationship building amongst peers is fading
O Meetings are frequently cancelled or
rescheduled
O People don’t trust one another
O Turnover is high and loyalty is low
O Self-promotion is out of control
“Fear is a question:
What are you afraid of, and why?
Just as the seed of health is in
illness, because illness contains
information, your fears are a
treasure house of self-knowledge if
you explore them.”
Marilyn Ferguson, Brain/Mind Bulletin
“What would you do if you
were not afraid?
George McCown
Role of the Leader
Reduce the “critter state” by
increasing safety, belonging,
and mattering.
Christine Comaford, Smart Tribes, 2013
Emotional Intelligence
E.I.is about consciously using all of the
skills and talents each of us has available
to:
a) Manage ourselves
b) Manage those we supervise
c) Achieve workplace goals
The Successful Supervisor, July 2008
“Climate predicts 57.7 % of
overall performance.”
J. Freedman, p.57
Best Boss-Worst Boss
O List the characteristics of your
best boss ever.
O List the characteristics of your
worst boss ever.
Worst Boss
O Has his own agenda, keeps information to
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himself
Volatile, unpredictable
Critical, any feedback is negative
Doesn’t listen well
Takes all credit, doesn’t acknowledge team
contributions
Goals or vision tend to be around numbers
versus a meaningful purpose
Best Boss
O Takes an active interest in me, listens to my
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perspectives and concerns
Is self aware and open to feedback
Sense of humor
Genuine
Inspires me
Empowers me
Provides feedback and support
Positive outlook and even tempered-even under
stress
The Non-E.I. Leader
O Sees emotions as
weaknesses and
frowns on them
O Makes bold decisive
decisions
O Leads from the front
rather than from
behind (quietly leading
and developing others)
O Makes decisions
without caring for
feelings of others
O Criticizes mistakes
O Forgets to praise
O Focuses on the bad
O Wants credit
O Wants positional
power
Harvey Deutschendorf,
7/27/13
Handling a “bad” bossmanaging upward
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Think of them as a difficult client
Know their why: what motivates them
Support their success: work around their weaknesses
Take the high road: Your “personal Brand” is riding on
it
Know their preferences: adapt to them
Don’t be intimidated by a bully: stand tall, never
cower
Speak up: give your boss a chance to respond
Be proactive: do your research before jumping ship
Margie Warrell, 1/20/2014
Characteristics of an
Emotionally Intelligent Leader
O Non-defensive and open
O Aware of their own
emotions
O Adept at picking up on the
emotional state of others
O Available for those reporting
to them
O Able to check their own ego
and allow others to shine
Harvey Deutsschendorf, “Five Ways to Spot
an Emotionally Intelligent Leader”
O Thoughtful decisions
O Emphasizes the good
O Credits their team
O Leads from behind
(quietly leading and
developing others)
O Asks questions
O Rewards smallest
improvement
Seven Skills of ESI Leadership
(these apply to ESI teams)
O Positive mood
O Emotional awareness
O Team Identity
O Motivation
O Stress Tolerance
O Communication
O Conflict resolution
O Add courage and transparency
“Managers who are challenged in these
skill areas (E.I.) can become the “bosses
from hell” not because they’re bad
managers, but because they have no
idea how they may impact employees
who may be experiencing, or at risk of,
mental health issues.”
Susan Jackobson, 2012
“If we want to reignite innovation
and passion, we have to rehumanize work. When shame
becomes a management style,
engagement dies. When failure is
not an option, we can forget about
learning, innovation, and
creativity.”
Brene Brown, Daring Greatly
High levels of E.I. are associated with
better performance in the following
areas:
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Participative management
Putting people at ease
Self awareness
Balance between personal and work life
Straight forwardness and composure
Building and maintaining relationships
Doing whatever it takes
Decisiveness
Confronting problem employees
Change management
Center for Creative Leadership, 2003
Do you as a manager? (H.O.)
See handout
What are your strengths and limits
in Emotional Intelligence? (H.O.)
See handout
MHS Assessments
O E.Q.-i 2.0-individual report
O E.Q. 360-feedback to supervisor
O E.Q. Leadership Report-compares to other
leaders
O E.Q. Group Report- must have taken either
the E.Q.-i 2.0 or Leadership Report
What do I need to do to
successfully develop my E.I.?
O Have a readiness to change
O Evaluate your Emotional Intelligence levels
O Set E.I. goals
O Seek support from management
O Seek coaching
O Practice new skills
O Commitment to process
To increase your E.I. build on
these five skills
1. Recognizing and reducing stress
2. Recognize and manage your emotions
3. Connecting with others through non-verbal
communication
4. Use play and/or humor to handle
challenges
5. Resolving conflict confidently-pick your
battles
Frontline Worker, 2013
EAP and Emotional
Intelligence
How Can an E.A. Professional Use
Emotional Intelligence in Your
Organization?
“We’re in a new situation-we
need new tools.”
Freedman, At the Heart of Leadership,
2007, p.43/
Executive Coaching
“The higher people move up in the
company, the more crucial
emotional intelligence becomes”
D. Goleman
Center for Association Leadership, 2001
“If we want business success, we need to
equip leaders with the skills to make an
environment where employees can work
effectively.”
Massimiliiano Ghini, Alma Graduate School in Italy quoted
in “Emotional Leadership is Key to Good Leadership” by Ned
Smith, Business News Daily, 04/2013
Team Building
Impact of Leader’s Emotions
O The emotions people feel at work reflect most
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directly the true quality of work life.
A leader’s attitude rubs off on his team, either
enhancing or impeding the group’s overall
performance.
Emotions are contagious. They flow from the most
powerful person in the group outward, setting the
emotional state for the rest of the group.
Much communication is non-verbal.
Supervisors need to get there first.
Dan Goleman 10/25/12
“ I have never fired an engineer for bad
engineering, but I have fired an
engineer for lack of teamwork.”
Executive to McKinsey consultant
5 Dysfunctions of a Team
O Absence of trust
O Fear of conflict
O Lack of commitment
O Avoidance of accountability
O Inattention to results
P. Lencioni
“Managing emotions is how you build a
team, an organization. It is the ability to
get team members inspired. It’s about
dealing with emotions, building high
emotions, and creating an inspired
team.”
George Kohlreiser in “Bonding Creates High
Performing Teams”
Benefits of an E.I. Team
O Members are happier, more satisfied, more
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creative and more productive.
They enjoy working together.
They persevere when tackling challenges.
They have improved emotional well-being,
better work/life balance
They impact others positively.
They have higher retention, more
engagement.
“A community (team) is like
a ship; everyone ought to be
prepared to take the helm.”
Henrik Ibsen
Team Intelligence Report (TESI)
From Collaborative Growth
O Competencies:
O Team Identity
O Motivation
O Emotional Awareness
O Communication
O Stress Tolerance
O Conflict resolution
O Positive Mood
O Sub Reports:
O Gender
O Age
O Role
O Years with team
O Department
Anger Management
How Employees Respond to
Anger and Negativity
O 53% lost work time worrying about the event
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or future interactions.
37% believed commitment to the
organization declined.
28% lost work time avoiding the instigator.
22% put less effort into work.
10% spent less time at work.
12% changed jobs to avoid the instigator.
Gibson and Tulgen,2002
“To think critically, people have
to get their emotions out of the
way.”
Susan Annuncio, Contagious Success,
2005
Couples Counseling
Communication Skills
“One of the key things-if you’re really
listening to employees- is to find out if they
are getting the resources to add to and
change their roles, to take on more and
different responsibilities, to spearhead new
projects, to experiment. “
Wendy Duarte, VP at Mondo
“Executives spend 45% of each
day listening, but 95% of them
have never taken a skill course
on listening.”
Peter deLisser
Supervisory training
“The best mechanic in a
factory may fail as a foremen
for lack of social
intelligence.”
Ed Thorndike, Harper’s Monthly, 1920
Performance Reviews
Performance Reviews and E.I.
O Balance virtual communication with face-to-face contact.
O Communicate sensitive information in person when
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possible.
Annual reviews create stress and lower productivity when
done wrong.
A good review given poorly can be a neural downer.
Performance review on what’s wrong puts downer brain
in overdrive.
Bosses’ tone of voice can trigger one or another brain
areas.
Dan Goleman
Performance Review and E.I.
O Good feedback + negative delivery = down
feeling employee
O Negative feedback + positive tone = upbeat and
energized employee.
O Managers need to avoid emotional hijacks
when giving feedback.
O Substitute a performance preview for the review
which outlines how an employee can do better.
O Positive news should come with a positive tone.
Conflict Management
Workplace Conflict
O A study of practicing managers showed that
42% of their time was spent reaching
agreement with others when conflict
occurred (Watson and Hoffman,1996).
O Estimated that over 65% of performance
problems result from strained relationships
between employees.
O Exit interviews reveal that chronic
unresolved conflict is a decisive factor in at
least 50% of all employee departures and in
90% of involuntary departures.
Substance Abuse
In EQ-I tests…
“Substance abusers’ key deficits turned
out to be problem solving, social
responsibility, and stress tolerance.
Spousal abusers primarily lacked
empathy and had poor impulse control
and had an inflated self-regard.”
U.S. Air Force
Workplace Stress
O 40% of workers reported their job was very or
extremely stressful. (NIOSH report)
O Job stress is more strongly associated with
health complaints than financial or family
problems (NIOSH report)
O 80% of workers feel stress on the job, nearly
half say they need help in learning how to
manage stress and 42% say their coworkers
need such help. (Attitudes in Am. Workplace
VII)
“Stress is an ignorant state. It
believes everything is an
emergency.”
Natalie Goldberg
Workplace Depression
Workplace Depression
O 10.8 % of full-time workers and 16.6 of part-time
workers have received a diagnosis of depression.
O 13 million depressed workers missed an average of
8.7 days per year, 4.3 more than those who were not
depressed.
O Cost to employers-$23 billion.
O Highly engaged workers tend to have better
emotional health than those who are disengaged.
Gallop-Healthways Well Being Index, 2012
Workplace Depression
O Not dislike of jobs
O Not heavy workloads
O Bosses behavior is the main cause
O Reasons: workplace injustice, refusal to
consider ee viewpoints, display of personal
bias, inconsiderate treatment of ee,
inconsistent decision making, lack of
transparency and cooperation.
Stephen M. Pfeiffer, Ph.D,
Results of inaction
O Risk workers’ compensation claims
O High health care costs
O Loss of productivity
O absenteeism
Bullying
Bullying
O 70-90 % of workplace bullies are
supervisor and managers.”
O Anti-bullying Advocacy: An Unrealized EA
Opportunity” by Gary and Ruth Namie in
Journal of Employee Assistance, 3rd Q. 2003.
Workplace Violence
Where are you now?
O Are you coaching supervisors/managers? Does
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this include E.I skills?
Are you currently using an emotional intelligence
assessment tool?
Do you frequently see employees who indicate
that their manager could use E.I. skills?
Has HR come to you with issues involving
managers with poor E.I. skills?
Do you see managers who lack E.I. skills and are
being derailed in their careers?
Do you have management’s “ear?”
Steps for EA Practitioners to
become E.I. “Content Experts”
O Read up on E.I.
O Evaluate your own E.I.
O Get personal coaching to improve your own E.I.
O Get training and certification
O Promote your expertise within your
organizations
O Will the culture permit E.I. ?
O Determine what is being done in your company
and who is doing it
O Meet with key stake holders (HR, T&D, etc.)
W.I.F.M.?
O Opportunity to add a new skill to your repertoire.
O Makes you a better professional, team member,
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and leader.
Opportunity to add value to your EA service
Marketing tool.
Improves relationships with managers.
More visibility.
Expand view of EAP beyond counseling
commodity
Fill an organizational void
“The greatest discovery of my
generation is that human beings
can alter their lives by altering their
attitudes of mind.”
William James
“You may never know what
results come of your action,
but if you do nothing, there
will be no results.”
M. Ghandi
Emotions are assets. Why?
What have we learned?
Handouts
Extra Slides
Lack of E.I. in the News
O Corporations simultaneously reporting record profits and
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firing/laying off loyal employees
Executive compensation ratio to workers in 2005-411 to
1
Miami dolphins football team locker room involving
Richie incognito and Jonathan Martin, two 300-pound
linemen
The Devil Wears Prada
MacDonald’s online plan for employees to survive on a
MacDonald’s wage
WAMU
Congress cutting social programs during holidays
Gorsuch Kirgis-Denver law firm