EMOTIONAL INTELLIGENCE

CONTENT: What Is Emotions? Types Of Emotions What Is Emotional Intelligence? Need For Emotional Intelligence For Managers Four Clusters Of Emotional Intelligence Importance Of Emotional Intelligence Becoming Emotionally Intelligent How Does EI Help Us At Work? Case Study

EMOTIONS: A feeling and its distinctive thoughts, psychological and biological states and range of propensities to act . Emotions are human beings earning system that alerts them to what is really going on around them. There are a complex state of human mind, involving physiological changes in one hand and psychological changes on the other. Emotion is a moving of the mind or soul, excitement of the feelings, pleasing or painful, disturbance or agitation of mind caused by a specific exciting cause and manifested by some sensible effect on the body. Emotions1. Primary Emotions- Person feeling at first 2. Secondary Emotions- What a primary emotion leads to e.g. Anger Secondary emotion Before the anger- Feeling of being insulted, assaulted, forced Example of emotions are: Anger, Sadness, Enjoyment, Fear, Love, Surprise, Disgust, Shame. Let me manage my EMOTIONS and not let my EMOTIONS manage ME!!!!!!!

TYPES OF EMOTIONS: HAPPY fulfilled Contented Glad complete satisfied optimistic EXCITED ecstatic energetic Aroused Bouncy Nervous perky TENDER Intimated Lovely Warmhearted Sympathetic Touched kind SAD Down Blue Depressed Grieved Dejected Heart broken ANGRY Irritated resentful Upset Mad Furious raging SACRED Tense Nervous Anxious Frightened terrified jittery

EMOTIONAL INTELLIGENCE: Emotional intelligence (EI) is the capacity for understanding our own feelings and the feelings of others, for motivating ourselves, and for managing our emotions effectively in our relationships. Emotional intelligence is sometimes referred to as people smarts. It is not generally included in the type of intelligence evaluation included in the traditional concept of IQ, which mainly focuses conceptual abilities, but it is a very important personal attribute. Emotional Intelligence is a type of social intelligence that involves the ability to monitor ones own intelligence related to emotions and also respect other peoples emotions and use this information to guide ones thinking and action. Emotional Intelligence is a combination of INTER PERSONAL and INTRA PERSONAL INTELLIGENCE. Emotional intelligence involves the abilities to perceive, appraise, and express emotion; to access and/or generate feelings when they facilitate thought; to understand emotion and emotional knowledge; and to regulate emotions to promote emotional and intellectual growth- Mayer & Salovey (1997). In Working with Emotional Intelligence, author Daniel Goleman defines EI in the workplace as the ability of employees to recognise: Their own feelings,The feelings of others,What motivates them,How to manage their emotions, both in themselves and in relationships with others

NEEDS OF EI: When Managers Fail, It is usually Due To Poor Emotional Intelligence -by Freda Turner. Bosses and leaders, in particular, need high EQ because they represent the organization to the public, they interact with the highest number of people within and outside the organization and they set the tone for employee morale- says Goleman Emotional Intelligence is very important for managers as it is one of the important deciding factor for relationship management resulting in motivation, retention , self management & managing others. Helps managers handle adversity & setback It teaches managers to cope up when change & uncertainty hits organization or their personal lives. Help them to manage effective relationship. Help them being focused and stay on track by remembering purpose & vision. Help us to maintain a warm relationship or a distant contact. This draws others to us or repels them. Enable us to work in coordination with others or to create a disputed situation. Enables to win the heart of people or to win the situation by argument.

FOUR CLUSTERS OF EI: Self-Awareness Self-Management Social Awareness Social Skills

SELF AWARNESS: Self-Awareness is the ability to accurately sense and identify personal feelings, along with the ability to understand and evaluate them. To be fully aware of your feelings you must first identify them, and then you must acknowledge and accept them. Self-awareness is concerned with knowing about your own internal states, preferences, resources, and perceptions. Self-awareness is very important to achieving success at work. Not being in touch with your own feelings in sufficient degree can handicap your overall effectiveness. Individuals who have high self-awareness are able to conduct accurate self-appraisals, are self-confident, are authentic, welcome feedback, perceive situations accurately, and are willing to take risks for what they believe to be right. High self-awareness refers to having an accurate understanding of how you behave, how other people perceive you, recognizing how you respond to others, being sensitive to your attitudes, feelings, emotions, intents and general communication style at any given moment and being able to accurately disclose this awareness to others.

SELF-MANAGEMENT: Self-Management is the ability to understand your emotions and then use that understanding to turn situations to your benefit. Self-management is also the ability to use your feelings to reason well and act intentionally. Know your values Do you have a clear idea of where you absolutely will not compromise? Do you know what values are most important to you? Spend some time examining your "code of ethics." If you know what's most important to you, then you probably won't have to think twice when you face a moral or ethical decision you'll make the right choice. Hold yourself accountable If you tend to blame others when something goes wrong, stop. Make a commitment to admit to your mistakes and face the consequences, whatever they are. You'll probably sleep better at night, and you'll quickly earn the respect of those around you. Practice being calm The next time you're in a challenging situation, be very aware of how you act. Do you relieve your stress by shouting at someone else? Practice deep-breathing exercises to calm yourself. Also, try to write down all of the negative things you want to say, and then rip it up and throw it away. Expressing these emotions on paper (and not showing them to anyone!) is better than speaking them aloud to your team. What's more, this helps you challenge your reactions to make sure that they're fair!

SOCIAL AWARENESS: Social awareness refers to how people handle relationships and awareness of others feelings, needs, and concerns. It is the ability to recognize and appropriately respond to the emotions and feelings of others. According to Daniel Goleman the competencies associated with being socially aware are: Empathy: understanding the other persons emotions, needs and concerns. Organisational Awareness: the ability to understand the politics within an organization and how these affect the people working in them. Service: the ability to understand and meet the needs of clients and customers. Essentially awareness of social situations is about carefully considering what people want, and planning to communicate with them in a way that is intended to meet that need. How to build social awareness: Improve your listening skills. Take a short course in effective communication skills. Pay close attention to interactions with other people. Be aware of what they say, how they say it and what they do. Identify other peoples emotional states. Listen carefully to what they're saying and notice how they respond to external events, such as someone greeting them or asking them to do something. Think about your feelings. How does the other persons emotion make you feel? Think before you answer and give clear answers.

SOCIAL SKILLS: Social Skills refers to a proficiency at suggesting desirable responses in others. People with good social skills are good business leaders, leaders in society, and effective parents who understand that personal success and group or family success are inseparable. They lead by example, encouraging others in positive ways, validating them and creating trust within them. Leaders who do well in this element of emotional intelligence are great communicators. They're just as open to hearing bad news as good news, and they're experts at getting their team to support them and be excited about a new mission or project. Leaders who have good social skills are also good at managing change and resolving conflicts diplomatically. They're rarely satisfied with leaving things as they are, but they're also not willing to make everyone else do the work. They set the example with their own behavior. Learn conflict resolution Leaders must know how to resolve conflicts between their team members, customers, or vendors. Learning conflict resolution skills is vital if you want to succeed. Improve your communication skills How well do you communicate? Our communication quiz will help you answer this question, and it will give useful feedback on what you can do to improve. Learn how to praise others As a leader, you can inspire the loyalty of your team simply by giving praise when it's earned. Learning how to effectively praise others is a fine art, but well worth the effort.

IMPACT OF EMOTIONAL INTELLIGENCE: Researchers have found that our emotional awareness and ability to handle feelings, rather than our IQ, will determine our success and happiness in our life. Greatly enhance job satisfaction Lead to better performance at work Enhance your long term well being Provide better outcomes in teams Improve leadership qualities Assist in dealing with workplace change EI AND LEADERSHIP: EI helps to develop leaderships on the following way Awareness of the emotions of self and also of others Ability to predicts various emotional situations Effective use of identified emotions Management of emotions EI AND TEAM MANGEMENT: EI acts as a binding force which connects the members of a group. The ways to increase the team building Team members should know to each others Negative behavior if occurs, find the reasons for that and make the solution Decision to be known to each and every members in team Goals of the team- fulfill the organizational goal Problem solving rather than blaming

BECOMING EMOTIONALLY INTELLIGENT: Becoming EMOTIONALLY INTELLIGENT is a journey, which starts and ends with SELF or INDIVIDUAL. 1. Understand how you feel and be kind to your feelings. Recognize your feelings for what these are. 2. Dont Blame 3. Set goals and use positive emotions to guide yourself. CASE STUDY: Organisation: A Major Automotive Manufacturing Company In recent years Emotional Intelligence (EI) has emerged as a fundamental ability required for establishing effective working relationships. In 2003 we applied our research findings with a major vehicle manufacturer to determine whether emotional intelligence (EI) could be developed to improve leadership capability across the organisation. The Business Challenge: In 2000, a project team within a leading automotive manufacturing company was set up to develop a replacement for a phased out engine. The project grew to include more than 30 specialists. Over time it became evident that people and team culture issues had emerged which constrained the teams overall performance. A key factor was an apparent lack of people leadership behaviours.

The Actions taken Learning Dimensions was engaged to improve team performance. Based on the assumption that by improving levels of Emotional Intelligence (EI), leadership capability also improves, an EI competency-based learning solution was developed and implemented. Initially, the leadership capability and EI of each individual, as well as that of the whole team was measured. The team then embarked on a six-module development process over an eightmonth period. The workshop modules aimed to improve participants leadership abilities by developing the Emotional Intelligence competencies of: Emotional Recognition and Expression Understanding Emotions Emotions Direct Cognitions Emotional Management Emotional Control After completing the development program, the team members and the team as a whole were re-assessed for levels of EI and transformational leadership competency. The Business Result Team results showed that the strength of each of the EI competencies improved approximately 50% following the learning and development program. The transformational leadership re-assessment results confirmed the original assumption that by improving levels of EI, leadership capability would also improve. Results revealed a marked

improvement in scores on all five of the leadership characteristics measured. Qualitative evidence also strongly supported these findings with internal team members and external stakeholders noticing a marked improvement in how this team functioned. The improvements extended beyond just being nicer with each other; the teams overall performance was rated as more effective. This included performance indicators such as meeting project deadlines, more effective negotiations with suppliers and other stakeholders. Outcome: This case study provides solid evidence that Emotional Intelligence can be developed using a competency-based training approach. It also demonstrates that EI is an effective competency framework for developing leadership capability and improving team performance. Success was achieved by moving away from the common practice of aiming to improve EI through an individual assessment-coaching model, proving that EI can be cost effectively enhanced within teams, across the entire workforce. CONCLUSION: Its not new..In 350BC Aristotle wrote Anyone can become angry-that is easy.But to be angry with the right person,to the right degree,at the right time, for the right reasons and in the right way- that is not easy