Proposal

Training about Emotional

Intelligence

Submitted To: Sir Naveed Anjum

Compiled by: Jawad Arshad
Kahoot
MBA-IV (HRM)
01-120092-020
 Dated: 23-04-
2011

Emotional Intelligence

Introduction:

Decades of research has now confirmed what many people have

suspected all along: it is EQ, not IQ that determines how well
someone will perform on the job. While this does not mean that
technical skills and general intelligence should be ignored, some
studies have indicated that emotional intelligence is twice as
important. When it comes to leadership, EI is incredibly important,
making the difference between effective and mediocre leadership.

To understand this, stop for a moment and think of some of the

traits that have historically been associated with high quality
leadership. Some of the words used to describe these traits
include listening, inspiring, guiding, vision, and motivation.

Let suppose that the morning of a big presentation you have an

argument with your spouse. Not a big argument maybe just one of
those unnerving spats about who forgot to pick up the dry
cleaning so your morning doesn’t get off on the right foot. Then
the train is running late, upping your stress level a bit more. When
you arrive at work, there’s a problem with the elevators, causing
more delay. Arriving at the conference room for your
presentation, you find that the sound system doesn’t work and
the caterer hasn’t shown up with refreshments. Your junior
associate who was supposed to call the caterer bears the brunt of
your anger that has been building since you left the house.

When we’re talking about Emotional Intelligence we’re talking

about how to handle this kind of situation smartly so that no one
is damaged, and working relationships don’t suffer.

Working with People Means Working with Emotions

Obviously, when human beings are brought together to complete
tasks, emotions will play a role theories to the contrary
notwithstanding. “Don’t bring your personal problems to work” is
one variation of the argument that emotions are inappropriate in
the workplace. Business decisions, so the argument goes, should
be based on information, logic and calm cool reason, with
emotions kept to a minimum.

But it is unrealistic to suppose that emotions can be checked at

the door when you arrive at work. Some people may assume, for a
variety of reasons, that emotional neutrality is an ideal, and try to
keep feelings out of sight. Such people work and relate in a
certain way: usually they come across as rigid, detached or
fearful, and fail to participate fully in the life of the workplace. This
is not necessarily bad in some situations, but it is usually not good
for an organization for such people to move into management
roles. The same would be true for people who emote excessively,
who tell you how they feel about everything. Simply being around
them can be exhausting.

Developing emotional intelligence in the workplace means

acknowledging that emotions are always present, and doing
something intelligent with them. People vary enormously in the
skill with which they use their own emotions and react to the
emotions of others and that can make the difference between a
good manager and a bad one. It’s not overly egalitarian to
suggest that most professionals, managers and executives are
fairly smart people (of course there can be glaring exceptions),
but there can be a huge difference in how well they handle
people. That is, the department manager may be a genius in
technical, product or service knowledge and get failing marks in
terms of people skills.

Definition of emotional intelligence:

“Emotional intelligence refers to the capacity for recognizing our

own feelings and those of others for motivation our self and for
managing emotions well in us and in our relationships”.
This definition highlights four aspects of EI, which include an
individual’s capacity to:

1. Recognize their own and others‟ emotions

2. Generate and use emotions in problem solving

3. Understand emotions and how emotions may change and

4. Manage their own and others‟ emotions

Ability-based assessments measure how well an individual

performs tasks using emotion and solves emotional problems.
Self-report assessments of emotional intelligence define the term
as no cognitive (emotional and social) competencies that assist a
person to cope with daily environmental demands. Accordingly,
self-report assessments measure an individual’s subjective
assessment of their own emotional competencies to cope with
envoi mental demands.

Purpose of the Training:

It’s the five days training program in which certain objectives will
be achieved.

The purposes of the emotional intelligence training are that:

1. Nowadays the importance of emotional intelligence is very

vital and become an important tool for the organizational
development and its performance.
2. Emotional intelligence also helps the management to choose
the right person for the right job.
3. It will help the staff to judge the people well.
4. Managers and employees can understand what the
emotional intelligence is.
5. They can easily understand the emotional intelligence
importance.
Where you can use your emotional intelligence best:

1. Workplace:

Teams, departments and individuals can become locked into

conflict very easily in the workplace. Or they can become
disaffected, bored and unmotivated. Teams, department and
individuals all have different needs and aspirations in the
workplace. Each set of needs and problems can be dealt with
through using your EI effectively. Of course, if you develop your
staff's EI too, you will get even better results.

2. Getting promotion:

When you use your EI on an everyday basis you will soon be

noticed by management. They will see you as the person who
keeps the team ticking, who doesn't invite conflict but who can
manage it when it's happening. They will remember the person
who remained optimistic and understanding when the company
went through a downturn. Having your managers and company
executives is aware of you and your worth is the way that you can
get promoted quickly. They will not want to lose such a good team
player.

3. Staff reviews:

Most managers hate doing staff reviews, unless they have good
news to give their team members. With high emotional
intelligence you won't have to worry again about these potentially
sticky interviews. You will be able to conduct them respectfully
and positively no matter what feedback you have to give. Your
staff will appreciate that and will learn how to appraise
themselves effectively too.

4. Recruitment:

Recruitment is one area where emotional intelligence

measurement really is invaluable. Because there is such a high
correlation between EI and successful job performance the more
you test and recruit for this the better your staff pool is going to
become - remember the Metropolitan Life example. There are EI
profiles that show the optimum measurements for many different
kinds of role.

For instance for professionals, executives and a favorite this sales

managers and sales people. By recruiting people who show a
similarity of profile to the 'high performance norm' you get people
on board who will be up and running, generating profits for you,
within a very short time.

5. Peer relationships:

Have you ever thought of how much of your job you get done
through good networking? A lot - if you are aware of this valuable
way to do business. Too often networking is seen as just using
other people, but having high EI means that you have a mutually
beneficial approach to other people. You will help them and they
will be glad to help you. Another great advantage to this use of
your EI is that good networkers are the ones who get the great
jobs before they are even advertised.

Commercial negotiation:

Emotional intelligence really pays off in this area of your life.

Whether you are looking to buy something at an advantageous
price, dealing with a neighboring company, a competitor or a
customer, being able to listen, empathies and be creative about
finding a win-win solution gives you an edge.

About the Programme:

In today's world, to be an effective and inspirational leader you

need to understand the importance of Emotional Intelligence.
Apart from a high degree of I.Q. (Intelligence Quotient), managers
need to understand how their emotions impact on their
performance, and how they need to manage and understand the
emotions of others, in order to get maximum performance levels.
 Chapter No. 1

Training objectives:

• To familiarize them on the implementation process.

• To share experiences of various best practices.
• To clarify their doubts in the execution process.

• To understand the elements of Emotional Intelligence.

• To increase your understanding of different aspects of

human behavior.

• To understand how to manage your own emotional reactions

to achieve desired results.

• To learn how to increase your ability to communicate and

motivate others, based on understanding their emotions.

• To gain awareness of how to increase morale and inspire

high performance.

• To learn to deal with daily work and personal pressures more

productively.

• To be aware of how to demonstrate empathy in most

situations.

• To be able to build strong, open, and honest relationships.

Chapter No.2
Programme Contents:

1. What Is Emotional Intelligence (EI)?

2. Understanding Yourself & Emotional Intelligence
--------Your Feelings & Emotions
--------Emotions Diary
 3. Why Do We Need Emotional Intelligence?
--------Emotional Intelligence In The Workplace
--------Emotional Intelligence & Career Success
--------The Benefits Of Emotional Intelligence
--------Research To Support The Need For EI In The Workplace
4. Dimensions Of Emotional Intelligence
--------Self-Awareness
--------Self Management
--------Motivation
5. Dimensions Of Emotional Intelligence (continued)
-------- Managing Relationships
---------Empathy
---------Emotional Intelligence - Self Evaluation
(Questionnaire)
6. Emotional Intelligence & Leadership

---------- Who Am I As A Manager? (Internal & External

Dimensions)

-----------Goal Setting - Planning & Achieving Personal

Ambitions
-----------Beliefs & Values

7. Future Learning
---------- Building Self Confidence
8. Emotional Intelligence - Assessment & Action Plan
9. Putting Learning Into Practice

Chapter No.3

Training Methodology:

Objective
To inform participants of the method of training available to them
with particular attention given to the lecture/ discussion the skill
lesson and on the job session.

Methods of instruction:

• Lecture with presentation

• Experience sharing
• Interactive discussions
• Games
• Film shows

Aids/ sources:

• Overhead transparencies
• Demonstrations
• Handouts
• Multimedia
• Chairs
• White boards

Time frame:

· One hour lecture/discussion

· One hour of five-minute mini-lectures

Content:
· The lecture
· The lecture/discussion
· The skill lesson
· On-the-job training (the four-step method of instruction)

Chapter No.4

Who should attempt:

 • Any manager, supervisor, team leader, interested in
enhancing their level of self-awareness of how they handle
themselves and interact with others.
• All individuals who want to be able to motivate, inspire, and
understand their team members.
• All individuals who are in a position of leadership.
• All individuals who want to be able to successfully control
and manage their emotions.
• All individuals looking to gain a better understanding of the
deeper undercurrents of human behavior.

What one will Gain:

• Greater control of your emotions, and therefore your

communication style.
• Greater understanding of other's feelings, and therefore the
ability to lead them with success.
• Improved relationships in your personal and professional life,
through higher Emotional Intelligence.
• Lower levels of stress as a result of greater understanding of
your emotions and those of others.
• Ways to develop and apply Emotional Intelligence in your
workplace

Before the course:

Each delegate will be asked to complete a Pre-Course
Briefing Form to determine their individual objectives for
attending the course. These objectives will be used by the
tutor to give on-target training that is focused on the
individual delegates.

At the end of the course:

Each delegate will be asked to complete a Personal
Development Plan that can be used as part of future
appraisals and that will also be an important tool for
management reference.

Chapter no.5
 Trainer Profile:

Name: Jawad Arshad Kahoot

Education: MBA- HRM
Institution: Bahria University Islamabad
Contact no: 0321-5195003
Email: jjawad.kahoot@yahoo.com
Address: H.no 40-b, Lane no. 04, street No. 02 ayub
colony chaklala scheme III, Rawalpindi.
Prime Areas: Motivation, Personal Growth, Sales,
Character Building, Organizational development, Cross
Cultural Communication, Negotiations, Leadership and
Business Expansion areas & HR.

Chapter No.6

Training charges:

1. Program Fees:

• Initial Customization Interviews and Survey $1,000

• Training Fees $1,000/day
(Training fees discounted 20% on volume)

2. Material Fees:

Each participant will receive the following materials, accumulated

one training day at a time:
• Handouts and notes- $10
• One Audio CDs - $5
• Head phone for movie-$ 20
• Access to four web-based trainings - $20.
• Total: $55/person
Location/venue:
• Organization’s Hall

Cancellation / No Show Procedure:

• 1 week notification is required for the training to be
cancelled.
• 48 hour cancellation notification will incur a 25% charge of
full fee.
• 24 hour cancellation notification will incur a 50% charge of
full fee.

Training Tool Is Questionnaire:

Organization’s Name:
-------------------------------------------------------------------------

Name of staff
member:

Designation:

Education: --------------------------------------------------------
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Gender: --------------------------------------------------------
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Question 1: In my group of friends, I am generally aware of how

each person feels about the other people in our social circle.

Strongly Agree
Agree
 Disagree
Strongly Disagree

Question 2: When I am upset, I can usually pinpoint exactly why

I am distressed.

Strongly Agree
Agree
Disagree
Strongly Disagree

Question 3: While there are some things that I would like to

change, I generally like who I am.

Strongly Agree
Agree
Disagree
Strongly Disagree

Question 4: When I make mistakes, I often berate and criticize

myself and my abilities.

Often
Sometimes
Rarely
Almost Never

Question 5: I feel uncomfortable in emotionally charged

situations.

Strongly Agree
Agree
 Disagree
Strongly Disagree

Question 6: I tend to avoid confrontations. When I am involved in

a confrontation, I become extremely anxious.

Strongly Agree
Agree
Disagree
Strongly Disagree

Question 7: I am generally aloof and detached until I really get to

know a person.

Strongly Agree
Agree
Disagree
Strongly Disagree

Question 8: I tend to overreact to minor problems.

Often
Sometimes
Rarely
Almost Never

Question 9: I feel confident about my own skills, talents, and

abilities.

Strongly Agree
Agree
Disagree
Strongly Disagree
Question 10: I would describe myself as a good judge of
character.

Strongly Agree
Agree
Disagree
Strongly Disagree

Question 11: When I am facing an unpleasant task, I tend to:

Make a plan and work on it a little each day

Get it over with as soon as possible
Put it off until the last minute
Don't do it at all

Question 12: During a heated argument, I am more likely to:

Stop the fight and agree to a short break before resuming the
discussion.
Shut down and stop responding to the other person.
Give in and apologize in order to quickly end the argument.
Start insulting the other person.

Question 13: When making an important decision, I tend to:

Follow my instincts
Rely on direction from other people
Go with the easiest option
Guess randomly

Question 14: Which of the following statements best describes

you?
 I have an easy time making friends and getting to know new
people.
I get along well with others, but I have to really get to know
someone before they become a true friend.
I find it difficult to meet people and make friends.
I cannot make friends.

Question 15: You have invested a lot of time and energy into a
project for one of your classes. While you feel confident about
your work, your instructor gives you a C+ on the project. How do
you deal with this situation?

Decide the class is stupid and stop putting forth your best
efforts.
Berate and criticize your own work.
Confront the professor and ask for a better grade.
Think about ways you could improve the project and apply
these ideas to future schoolwork.

Question 16: One of your best friends has suffered a

miscarriage. How do you respond?

Allow your friend to express her feelings and offer your

support.
Spend time with her, but avoid talking about her loss.
Convince her to go out with some friends to get her mind off it.
Give her some time to herself.

Question 17: One of your co-workers has a habit that annoys

you. The problem seems to be getting worse each day. How do
you respond?

Tell your co-worker what is bothering you.

Make a complaint about the behavior to your supervisor.
 Talk about your coworker behind his back.
Suffer in silence.

Question 18: You've been feeling stressed out at work and

haven't finished projects as quickly as you should. When your
boss suddenly assigns you another large project, how to you feel?

Anxious about getting all the work done.

Overwhelmed by the task before you.
Angry that your boss hasn't noticed how overworked you are.
Depressed and sure that you can never finish it all.

Question 19: What do you expect from this Training?

Answer: ------------------------------------------------------------------------------
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Question 20: Does this training will clarify everything about

emotional intelligence?

Answer: ------------------------------------------------------------------------------
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Question 21: Do you agree with the importance of emotional

intelligence?
 Answer: ------------------------------------------------------------------------------
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Question 22: Have you achieved your objective by attending this

training?

Answer: ------------------------------------------------------------------------------
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Training session program:

Time Monday Tuesday Wednesda Thursday Friday
y

09.0 Introduction Dimensions Emotiona Future Putting

0
Of Emotional l Learning Learning
What Is Intelligen Into
Intelligence
Emotional ce & Practice
- Intelligence • Self- Leadershi
Awarenes p
 s
(EI)?
10.1 • Self
5 Managem
ent

• Motivatio
n

10.1 Break
5–

10.3
0

10.3 Introduction Dimensions Emotiona Future Putting

0 about emotional l Learning
Of Emotional Learning
Intelligence
Intelligence Intelligen Into
ce & Practice
– (continued)
Leadershi
1. Managing p
Relationship
11.3 s
0

11.3 Break
0

11.4
5

11.4 Understandi 2.Empath 1. Who Am I Building Putting

5 As A
ng Yourself y Manager? Self Learning
& Emotional (Internal & Confidence Into
External Practice
- Intelligence. Dimensions)

1. Your
Feeling
13.0
0 s &
 Emotio
ns

2. Emotio
ns
Diary
13.0 Lunch
0

14.0
0

14.0 Why Do We Emotional 2. Goal Emotional Putting

0 Intelligenc Learning
Need Intelligence - Setting -
Emotional Self Planning e- Into
Assessmen Practice
- Intelligence? Evaluation &
t & Action
(Questionnai Achieving Plan
1. Emotio
re) Personal
nal
15.3 Ambitions
0 Intellige
nce In
The
Workpl
ace
15.3 Break
0

15.4
5

15.4 2. Emotional Emotional Goal Emotional Putting

5 Intelligence & Intelligenc Learning
Intelligence - Setting -
Career
Self Planning e- Into
Success3. The
Assessmen Practice
- Benefits Of Evaluation &
Emotional t & Action
(Questionnai Achieving Plan
Intelligence
 4.Research To re) Personal
Support The
17.0 Ambitions
Need For EI In
0 The Workplace