Emotional Intelligence

• 1- What is the Emotional Intelligence?

• 2- Why is Emotional Intelligence Important?
• 3- Domains To Develop.
• 4-Promoting Emotional Intelligence in the Workplace.
• 5- Practical Steps To Practice.
• 6- Summary.
 Emotional Intelligence
•Introduction:
“If your emotional abilities aren’t in hand, if you don’t have self-awareness, if you are not able to
manage your distressing emotions if you can’t have empathy and have effective relationships, then
no matter how smart you are, you are not going to get very far”-Daniel Goleman

•IQ has been used to assess talents and sometimes underpin recruitment.
•Some people are academically brilliant yet socially interpersonally inept.
•Success does not automatically follow those who possess a high IQ rating.
 What is Emotional Intelligence

•Definition
•Emotional intelligence describes:
1-The ability
2-Capacity
3-Skill
4-Self-perceived ability

• To identify, assess, and manage the emotions of oneself, of others, and of groups.
People who possess a high degree of emotional intelligence know themselves very well and are
also able to sense the emotions of others.
• They are sharp, resilient, and optimistic.
 Why is Emotional Intelligence Important
•Enable how successful we are clear, determination, and vision help.
•EQ is mostly relevant to important work-related outcomes such as individual performance,
organizational productivity, and developing people.
•Provide a new way to understand and assess people’s behaviors, management styles, attitudes,
interpersonal skills, and potential.
•Important considerations in human resource planning, job profiling, recruitment interviewing and
selection, learning and development, client relations, and customer service.

• Emotions have taught mankind to reason.

—Marquis de Vauvenargues
 Why is Emotional Intelligence Important
By developing their emotional intelligence individuals can become:

1. More productive and successful at what they do.

2. The process and outcomes of emotional intelligence development also contain many elements
known to reduce stress—for individuals and therefore organizations—by moderating conflict;
promoting understanding and relationships; and fostering stability, continuity, and harmony.
 Domains Of Emotional Intelligence
•Individuals have different personalities, wants, needs, and ways of showing their emotions.

•Navigating through this requires skills and smartness—especially if one hopes to succeed in life.

• Five domains of emotional intelligence cover together personal (self-awareness, self-regulation,

and self-motivation) and social (social awareness and social skills) competencies.
• In brief, the five domains relate to:
knowing your emotions; managing your emotions; motivating yourself; recognizing and
understanding other people’s emotions; and managing relationships, i.e., managing the emotions
of others.
 Self-
awareness

Social Self-
skills regulation

Social Self-
awareness motivation
 Self-Awareness

1. Emotional awareness: Recognizing one’s emotions and their effects.

2. Accurate self-assessment: Knowing one’s strengths and limits.
3. Self-confidence: Sureness about one’s self-worth and capabilities
 Self-Regulation
1. Self-control: Managing disruptive emotions.
2. Trustworthiness: Maintaining standards of integrity.
3. Honesty: Taking responsibility for personal performance.
4. Adaptability: Flexibility in handling change.
5. innovativeness: Being comfortable with and open to new ideas and information.
 Self-Motivation

1. Achievement drive: Striving to improve or meet a standard of excellence.

2. Commitment: Aligning with the goals of the group or organization.
3. Initiative: Readiness to act on opportunities.
4. Optimism: Persistence in pursuing goals despite obstacles and setbacks.
 Social Awareness

1. Empathy: Sensing others’ feelings and perspectives and taking an active interest in their
concerns.
2. Service orientation: anticipating, recognizing, and meeting customers’ needs.
3. Developing others: Sensing what others need to develop and bolstering their abilities.
4. Got benefited from diversity: Cultivating opportunities through diverse people.
 Social Skills

1. Influence: Using effective tactics for persuasion.

2. Communication: Sending clear and convincing messages.
3. Leadership: Inspiring and guiding groups and people.
4. Change catalyst: Initiating or managing change.
5. Conflict management: Negotiating and resolving disagreements.
6. Building bonds: Nurturing instrumental relationships.
7. Collaboration and cooperation: Working with others toward shared goals.
 Practical Steps To Practice
• Can Emotional Intelligence Be Learned?
• Nothing great was ever achieved without enthusiasm.
• —Ralph Waldo Emerson
•A common question relates to whether people are born with high EQ or whether it can be
learned.
•The truth is that some will be more naturally gifted than others, but the good news is that
emotional intelligence skills can be learned.
•People must be personally motivated, practice extensively what they learn, receive feedback,
and reinforce their new skills.
 Promoting Emotional Intelligence in the Workplace
• Comfort in expressing your emotions will allow you to share the best of yourself with others, but not
being able to control your emotions will reveal your worst.—Bryant H. McGill

•There are now fewer levels of management and management styles are less autocratic.

•There has also been a decided move toward knowledge and team-based, client-oriented jobs so
that individuals generally have more autonomy, even at the lower levels of organizations.

•Since modern organizations always look to improve performance, they recognize that objective,
measurable benefits can be derived from higher emotional intelligence.

•These include increased sales, better recruitment and retention, and more effective leadership.
 Promoting Emotional Intelligence in the Workplace

•Naturally, the criteria for success at work are changing.

•Staff is now judged by new yardsticks: not just by how smart they are, or by their training and
expertise, but also by how well they handle themselves and one another, and that is strongly
influenced by personal qualities such as perseverance, self-control, and skill in getting along with
others.

•Increasingly, these new yardsticks are being applied to choose who will be hired and who will
not, who will be let go and who will be retained, and who will be passed over or promoted.
 The Five Steps Of Improvement

1. Turn self-deception into self-awareness.

2. Turn self-focus into other-focus.
3. Be more rewarding to deal with.
4. Control your temper tantrums.
5. Display humility.
 Turn Self-Deception Into Self-Awareness
• Personality, and thereby EQ, is composed of two parts: identity (how we see ourselves) and
reputation (how others see us).
• For most people, there is a disparity between identity and reputation that can cause them to
ignore feedback and derail.
• Real self-awareness is about achieving a realistic view of one’s strengths and weaknesses and how
those strengths and weaknesses need to be improved.
• For instance, most people rate their own EQ highly, yet only a minority of those individuals will be
rated as emotionally intelligent by others.
• Turning self-deception into self-awareness will not happen without accurate feedback but people
are generally too polite to give us negative feedback.
 Turn Self-Focus Into Other-Focus
• Paying due attention to others is equivalent to career success but for those with lower levels of
EQ, it’s difficult to see things from others’ perspectives, especially when there is no clear right or
wrong way forward.
• Developing an other-centric approach starts with a basic appreciation and acknowledgment of
team members’ strengths, weaknesses, and beliefs.
• Brief but frequent discussions with team members will lead to a more thorough understanding of
how to motivate and influence others.
• Such conversations should inspire ways to create opportunities for collaboration, teamwork, and
external networking.
 Be More Rewarding To Deal With
• Rewarding people tend to be cooperative, friendly, trusting, and unselfish.
• Unrewarding individuals tend to be more guarded and critical; they are willing to speak their
minds and disagree openly but can develop a reputation for being argumentative, pessimistic,
and confrontational.
• Although this reputation helps enforce high standards, it’s only a matter of time before it erodes
relationships and the support for initiatives that accompany them.
• These individuals must ensure an appropriate level of interpersonal contact before tasking
someone or asking them for help.
• Proactively and frequently sharing knowledge and resources without an expectation for
reciprocity will go a long way.
 Control Your Temper Tantrums
• Passion and intense enthusiasm can easily cross the line to become moodiness and outright
excitability when the pressures are on.
• If you’re one of many people who suffer from too much emotional transparency, reflect on which
situations tend to trigger feelings of anger or frustration and monitor your tendency to overreact
in the face of setbacks. (Ex: crybaby in the business world)
• For example, if you wake up to a bunch of annoying emails, don’t respond immediately — wait
until you have time to calm down or someone makes an irritating comment during a meeting,
control your reaction, and keep calm.
• Start working on tactics that help you become aware of your emotions in real-time, not only in
terms of how you experience them but, more importantly, in terms of how they are being
experienced by others.
 Display Humility
• If you’re the type of person who often thinks, “I’m surrounded by idiots,” then it’s likely that your
self-assured behaviors are seen as being arrogant, forceful, and incapable of admitting mistakes.
• Climbing the organizational ladder requires an extraordinary degree of self-belief, which up to a
certain point, is seen as inspirational.
• The most effective leaders are the ones who don’t seem to believe their hype, for they come
across as humble.
• A healthy balance between assertiveness and modesty, demonstrating receptiveness to
feedback, and the ability to admit one’s mistakes, is one of the most difficult tasks to master.
• When things go wrong, team members seek confident leadership, but they also hope to be
supported and taught with humility as they work to improve the situation.
• They are looking for opportunities to recognize others, even if you feel you are right, and others
are wrong.
 Summary

While the above recommendations may be hard to follow all the time, you will still benefit if you
can adopt them some of the time.
Much as with other coaching interventions, the goal here is not to change your personality but to
replace counterproductive behaviors with more adaptive actions — to build new habits that replace
toxic tendencies and improve how others perceive you.