Emotional Intelligence Leveraging Emotional Intelligence for Effective Leadership

1. Emotional IntelligenceLeveraging Emotional Intelligence for Effective Leadership

2. Housekeeping Roster routed at end of workshop Break/restrooms Cell phones, pagers, text messaging Evaluation sent to e-mail address Workshop counts toward new Managing at UF—The Supervisory Challenge certification Do not need to do anything to get credit; it will be given automatically based on roster in the training room

3. Our Agenda • To define “Emotional Intelligence” (EI) as a leadership and management competency • Model for Emotional and Social Competence • To discuss behaviors and leadership styles linked to EI • To identify next steps for you

4. Objectives • At the end of this session, you will: • Be able to identify how emotional intelligence affects leadership • Have generated ideas and “next steps” to leverage your emotional intelligence in the workplace for heightened leadership success

6. Defined …

7. Trust is typically seen as the central issue in human relationships—both personally and professionally. “Without trust, you cannot lead. Without trust, you cannot get extraordinary things done. Individuals who are unable to trust others fail to become leaders, precisely because they can’t bear to be dependent on the words and works of others. So they either end up doing all the work themselves or they supervise work so closely that they become over controlling. Their obvious lack of trust in others results in others’ lack of trust in them.” The Leadership Challenge, Kouzes and Posner Why is Emotional Intelligence important for building trust?

8. Good Boss/Bad Boss

9. Studies Suggest … • Compared to intellect and competence, EI matters twice as much • Assessment of required competencies in all categories of jobs, in all kinds of organizations • Hay/McBer analysis • EI becomes more important the higher the person is in the organization • Close to 90 percent of success is attributed to EI • Spencer and Spencer, Competence at Work

10. Consider This … • The higher the leaders, the more likely they are to rate themselves higher than others would evaluate them on EI-related behaviors • Poorer performers tend to exaggerate their abilities the most

11. Why the Discrepancy? • Most leaders get only partial feedback about what’s occurring around them • Even less feedback is provided about their own behavior • Leaders stop listening • Others want to be nice/respectful • Workplace culture punishes messenger or supports a standard of silence

12. Why the Discrepancy? • Unfortunately, the leader’s self-awareness is impacted by the absence of feedback • Self-awareness is at the heart of EI

13. Emotional (self) Social (others) Awareness Actions The Conceptual Model Social Awareness Self- Awareness Self- Management RelationshipManagement Positive impacton others

14. Self-Awareness When demonstrated, you: • Are aware of your own feelings • Know why they occur • Understand the implications of your emotions • Are aware of your strengths, limits • Are open to feedback Self- Awareness

15. Self-Awareness People who struggle: • Get easily irritated with others • Treat people in an abrasive way without realizing their impact • Feel an imbalance with work life, health, and family concerns • Rarely seek feedback and find it hard to accept—both positive and negative Self- Awareness

16. Working By Yourself … • Developing emotional self-awareness increases your ability to know: • What you are feeling • When you are feeling it • What causes those feelings in you as well as their degree of intensity • Let’s spend some time thinking about “moving toward or moving away”

17. Self-Management When demonstrated, you: • Are flexible and can work with changing situations and different people • Keep impulsive feelings and emotions under control • See the world as a glass “half-full” • Have an achievement orientation Self- Awareness Self- Management The Fire and the Brakes

18. Self-Management People who struggle: • React impulsively to stressful situations • Get involved in inappropriate situations because they can’t resist the temptation • Are likely to become angry, depressed, agitated when faced with conflicts/stress at work • May regret behavior afterwards— “I couldn’t help myself—I just lost it” Self- Awareness Self- Management The Fire and the Brakes

19. The Amygdala Hijack • The brain’s emotional control • Saved our ancestors from danger by flooding the body with hormones • Flee, fight, freeze • Reacts faster than the parts of the brain where we make rational, informed choices • The amygdala can still hijack us before we have worked out whether our reaction is appropriate or reasonable

20. Self-Management Working with a partner: • Think about time when you saw someone really lose his or her self-control at work. What happened? • What impact did it have on you? • On others? • What impact did it have on the outcome of the situation?

21. Managing Your Emotions—Anger • Practice postponing your anger response for small increments of time • Becomes easier and easier over time, which allows you to choose your response • Find the triggers • Situations, circumstances that trigger your anger • Mix pleasantness with anger • To manage anger, do something that makes you feel good • Reframe your anger • What is actually beneath my anger? Fear, worry, guilt, hurt? • Choose your battles carefully • There are things in life worth spending your anger energy on—but your amygdala doesn’t always judge well

22. Managing Your Emotions—Anxiety • Ask inventory questions • What is going on here? • What’s the worst thing that could happen? How likely is it? • Is it in or out of my control? • Is there anything I can do? • Resist using worry to manipulate others • Worry can be a way to get other people to do what you want them to do • Recognize the irrationality of worry • It has been estimated that only 10 percent of what we spend our energy worrying about is actually within our control • Focus your worry energy on the things you can control that are important

23. Social Awareness When demonstrated, you: • Read people’s moods or non-verbal cues accurately • Understand reasons for another’s actions • Understand values and culture of group or organization • Read key power relationships accurately • Understand political forces at work Social Awareness Empathy Self- Awareness Self- Management

24. Social Awareness People who struggle: • Believe everyone thinks like they do • Spend time planning their responses rather than listening • Are frequently surprised by what someone has said or done • Have little idea who does what within the org • Find it hard to identify or approach decision- makers Social Awareness Empathy Self- Awareness Self- Management

25. Do as the Empathetic Do • Read the case study points • Then discuss: • Have you experienced or observed a similar situation? • Does the case study solution seem do-able? Does it seem as if it is something that could be implemented? • Do you think something that simple could make a difference? If so, how? If not, why not?

26. Empathy and Performance—What’s the Connection? Center for Creative Leadership analyzed data from 6,731 managers from 38 countries • Correlated employees’ answers about their manager’s empathy: • Is sensitive to signs of overwork in others • Shows interest in the needs, hopes, and dreams of other people • Is willing to help an employee with personal problems • Conveys compassion toward them when other people disclose a personal loss • To how the managers’ bosses rated them on three performance measures: • How would you rate this person’s performance in his/her present job? • Where would you place this person as a leader compared to other leaders inside and outside your organization? • What is the likelihood that this person will derail (i.e., plateau, be demoted, or fired) in the next five years as a result of his/her actions or behaviors as a manager?

27. The Findings • Empathy is positively related to job performance—that is: • Managers who show more empathy toward direct reports were viewed as better performers in their job by their bosses • The findings were consistent across the sample: • Empathic emotion as rated from the leader’s subordinates positively predicts job performance ratings from the leader’s boss

28. The Findings "Leaders with empathy do more than sympathize with people around them: they use their knowledge to improve their companies in subtle, but important ways." This doesn't mean that they agree with everyone's view or try to please everybody. Rather, they "thoughtfully consider employees' feelings – along with other factors – in the process of making intelligent decisions.“ Dr. Daniel Goleman

29. How Could You Improve? • Of the following 12 tips for improving empathy, which would be most helpful for you?

30. How Important Is it? • Listen – truly listen to people • Don't interrupt • Tune in to non-verbal communication • Spend time understanding how you come across • Use people's names • Be fully present • Smile • Encourage people when they speak up • Give genuine recognition and praise • Take a personal interest in people • Imagine what it is like to be doing the job of the other person • Ask clarifying questions

31. Relationship Management When demonstrated, you: • De-escalate conflicts • Offer feedback to improve performance • Encourage others and care about their development • Build consensus/support for ideas, suggestions • Lead by bringing out the best in others and through inspiration • Maintain cooperative working relationships Social Awareness Self- Awareness Self- Management RelationshipManagement

32. Relationship Management People who struggle: • Rely on their authority • Find it hard to communicate a common vision that involves others • Tell others what to do, without explaining how or why • Care only that the job gets done • Ignore team potential • Handle conflict poorly Social Awareness Self- Awareness Self- Management RelationshipManagement

33. Leadership Styles

34. Leadership Styles

35. Leadership Styles

37. EI in Action Scenarios to Consider and Discuss Taken from Primal Leadership, Goldman, Boyatziz, McKee

38. Next Steps

39. Research Shows • People who improve their EI tend to have some things in common • They: • Don’t bite off more than they can chew • Are really clear about the payoff – for themselves and others – if they change • Focus on their strengths and make the most of them before looking at their weaknesses • Are feedback junkies – tenacious about asking those around them how they’re doing

40. Emotional Competence • Self Awareness and Self Management can be cultivated by: • Taking time to think about your emotions – pay attention • “Leaning into your discomfort” • Focus on patterns of response • Use self talk to take control of next move • Talk to others

41. Social Competence • Social Awareness and Relationship Management can be cultivated by: • Listening • Focusing on what the other person is feeling and trying to understand how those feelings are influencing his or her behavior • Offering help, support, encouragement, interest

42. Identify (at least) One “Experiment” To help improve your emotional/social competence and your EI

43. Today, We: • Defined “Emotional Intelligence” (EI) and explored a model for emotional and social competence • Discussed EI-related behaviors and leadership styles • Identified next steps

44. For Continuing Development Visit our UF Leadership Development Toolkit: • Podcasts • Job Aids • Reading Recommendations These tools are designed to provide ongoing support for your leadership development when and where you really need them! http://www.hr.ufl.edu/training/leadership/default.asp