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Introduction to Emotional Intelligence for Leadership PMINEO Chapter Meeting – 9/18/13 Theresa R Introduction to Emotional Intelligence for Leadership PMINEO Chapter Meeting – 9/18/13 Theresa R. Cassino, PhD, PMP Outline • Analyzing leadership characteristics • Definition of Emotional Intelligence (EI) • Why is EI important in the workplace? • EI & Project Management • How the brain works • 5 areas of EI • 6 Leadership styles Leadership • What distinguishes a truly outstanding leader from one who merely occupies the role? Analyzing Leaders Characteristics Great Leader Lousy Leader • Being flexible • Willingness to listen • Lack of energy and • Lack of focus ambition • Able to communicate • Experience • Lack of courage • Lack of vision • Courage • Integrity • Arrogant • Tenacity • Ability to motivate • Poor judgment • Patience • Don’t collaborate • Ambition • Don’t communicate • Humility • Resist new ideas • Being responsible • Lack of character or integrity • Humor • • Vision Know it all • Accountability • Not fully committed • Gratitude • Not accountable “Emotion can lead to our worst decisions or our best ones: The difference is emotional intelligence.” -Joshua Freedman “No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” -Jack Welsh Emotional Intelligence “The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth.” -Peter Salovey and John D. Mayer “Being smart with feelings.” - Joshua Freedman Technical or Clinical Skills Interpersonal Skills (Emotional Intelligence) I.Q. E.Q. Source: Larry Miller Technical or Clinical Skills Interpersonal Skills (Emotional Intelligence) I.Q. E.Q. Source: Larry Miller Why is EI important in the workplace? Gerald Mount The role of emotional intelligence in developing international business capability: EI provides traction. EI and Project Management “The starting point for applying emotional intelligence is when we acknowledge that project management is getting work done through others.” -Anthony C. Mersino Interpersonal skills – a PMBOK Area of Expertise for PMs • Interpersonal skills include: • Effective communication • Influencing the organization • Leadership • Motivation • Negotiation and conflict management • Problem solving EI can help PMs to: • Develop stakeholder relationships • Anticipate and avoid emotional breakdowns • Deal with difficult team members and manage conflict • Leverage emotional information • Communicate more effectively • Create a positive work environment • Cast a vision for project objectives that will attract, inspire and motivate the project team From: Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results by Anthony C. Mersino Impact of emotional intelligence skills in PMs • Project managers with higher EI (particularly emotional awareness and understand emotions) were linked to improved teamwork & more effective handling of conflict Clarke, N. (2010) Emotional intelligence and its relationship to transformational leadership and key project management competencies. Project Management Journal 41(2) 5-20 How the brain works Emotional Intelligence Theory: The 4 Elements http://www.educational-business-articles.com/emotional-intelligence-theory.html Self Awareness • Definition • The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others • Hallmarks • Self-confidence • Realistic self-assessment • Ability to speak accurately and openly • Know and are comfortable talking about their limitations and strengths • Self-depreciating sense of humor From “What makes a leader?” by Daniel Goleman Understanding your strengths and weaknesses • Personality Assessments • Myers-Briggs Type Indicator • Hartman Personality Profiler • Strengths Finder • http://www.strengthsfinder.com/home.aspx • DISC Assessment • Dominance = How you respond to problems or challenges • Influence = How you influence others to your point of view • Steadiness = How you respond to the pace of the environment • Compliance = How you respond to rules and procedures • http://www.tonyrobbins.com/ue/disc-profile.php http://www.clientwise.com/DISC/ Self Management/Self Control • Definition • The ability to control or redirect disruptive impulses and moods • The propensity to suspend judgment – to think before acting • The component of EI that frees us from being a prisoner of our feelings • Hallmarks • Trustworthiness and integrity • Comfort with ambiguity • Openness to change From “What makes a leader?” by Daniel Goleman Filling the Self-Esteem Tank Low Tank Full Tank Low Self-Esteem Cheap Fuel Good Fuel (Emotional Hijackers) (Lowers Productivity) (Raises Productivity) • Fear • Sarcasm • Self-acceptance/forgiveness • Anger • Condensation • Treat yourself better • Frustration • Manipulation • “Helpers High” behaviors • Revenge • Hate/Revenge • Positive humor to cope/teach • Guilt • Ignoring • Catch others doing right Positive Productivity Contiuum (Mentally Present at Work) Past Today Future Guilt Logical Fear Regret Creative Anxiety Depression Motivated Helplessness Blaming Accountable Avoidance Higher Productivity Outcomes Include: • Higher quality of work 10% 75% 15% • Higher Quantity of Work • Higher Profits, budgets and reduced cutbacks Learning >>>>>>>>>>>> <<<<<<<<<<<<<<< Planning • Less Stress = Less time in the past/future making positive change easier 4 Levels of Resistance to Change in People • Motivative – look forward to change • Adaptive – Don’t like to go first but will adapt • Resistive – Resist everything at first, the grudgingly go along, you’ll get most but not all • Primitive – Never change, create their own reality Continuous Quality Improvement New behavior adoption sequence WIIFM Adoption of New Behavior Existing Behavior 1. Viewed as suspicious at first by others Gain and not reinforced 2. Your credibility is questioned and Most people quit here confidence challenged Productivity 3. Others acceptance of the new behavior rises in direct proportion to consistency Time and commitment to new behavior 4. Effectiveness levels out at a higher norm 5. Positive outcomes create motivation to WIIFM – Rewards for Change continue improving 1. Self Esteem 5. Transfer 2. Productivity 6. Ability to Help Others 3. Image Change 7. Acceptance 4. Promotion 8. Positive Workplace Building Your Emotional Strength • Build a self esteem file • Include thank you cards, high performance reviews, verbal thank you’s written down, certificates, transcripts, courses take, etc. • Read this often • Have a strong value system or philosophy • Allows you to measure your behavior against a standard • Have one or more special relationships • People in your life who accept you as you are and offer support without criticism • Have special interests • Can provide you evidence of worth when things are not going well • Have a pet • Unconditional love • Volunteer • Be happier! “The most common form of improving performance is to concentrate on mistakes and fixing them. You get a better return on your investment when you concentrate on your victories and replicate them.” -Dr. Peter Drucker Motivation • Definition • A passion for work for reasons that go beyond money or status • A propensity to pursue goals with energy and persistence • Desire to achieve for the sake of achievement • Hallmarks • Strong drive to achieve • Pasion for the work • Energy to do things better • Optimism, even in the face of failure • Organizational commitment From “What makes a leader?” by Daniel Goleman Ways to Build Self-Esteem and Enhance Motivation in Your Team • Ask questions about their • Say hello sincerely personal life • Support their good decisions and • Use their name mistakes • Learn names of their family • Critique in private • Give a special assignment • Praise in public • Praise a specific outcome/task • Admit when you are wrong • Write down their ideas • Ask them for help in solving • Take their ideas seriously problems • Share information with them • Document their successes • Say Thank you Social Awareness/Empathy • Definition • The ability to understand the emotional makeup of other people • Thoughtfully considering others’ feelings in the process of making intelligent decisions • Skill in treating people according to their emotional reactions • Hallmarks • Expertise in building and retaining talent • Cross-cultural sensitivity • Attuned to body language • Service to clients and customers From “What makes a leader?” by Daniel Goleman Social Skills • Definition • Proficiency in managing relationships and building networks • An ability to find common ground and build rapport • Friendliness with a purpose • Hallmarks • Effectiveness in leading change • Persuasiveness • Expertise in building and leading teams • Wide circle of acquaintances From “What makes a leader?” by Daniel Goleman Elements of Personal Communication Spoken Word 7% Voice, Tone Body Language 38% 55% 4 Levels of Listening • Level One: • Level Three: • Have stopped talking but do not hear • Senses alert, focusing on other person’s what the other person is saying statements • Preoccupied with own thoughts • Restatement occurs based on what • Already figuring out what to say next other person says preceded by a qualifying phrase “so if I understand • Level Two: you correctly…” • Give appearance of listening • Sincere attempt to understand • Hear sounds and words but aren’t really • Does not
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