Enhancing Your Emotional Intelligence
Personal Competence: How we manage ourselves
Deep understanding of one’s emotions, realistic, neither overly self-critical nor naively hopeful.
- Seek feedback, acknowledge you capabilities and limitations.
- Journal your emotional highs and lows.
- Reflect on accomplishments and skills to achieve them.
- Be curious, ask questions to learn.
|Journaling–whether as a stream of consciousness or on a specific topic–can enable us to make sense of trauma, improve our immune system and moods, and help us sleep better. Daniel Goleman|
An ongoing inner conversation.
- Watch and listen for others’ emotional tone and non-verbal language.
- Ask others for their opinions before making a judgment or giving your perspective.
- Give others your full attention, reflect on their words and feelings.
- Get out of your comfort zone.
|On a good day, 80% of us are lying to ourselves about whether we are lying to ourselves. Dr. Tasha Eurich|
Social Competence: How we manage relationships
Being attuned to how others feel in the moment.
- When emotions start to rise, pause, take a moment before responding.
- Take an active interest, read the currents, understand different perspectives.
- Get organized, take time to plan ahead.
- Listen to your own self-talk. If negative, rephrase to be more positive.
|Would You Hire You?|
Handling other people’s emotions and reactions.
- Take time to learn what is important to and motivates others.
- Display a wide range of tactics for persuading others.
- Cultivate a web of diverse relationships.
- Work to resolve disagreements and enhance relationships.
|“Executive presence” is a vague term–its definition can vary greatly from person to person. Yet we can develop traits that contribute to an executive presence, including authenticity and empathy, with strengths in emotional intelligence. Daniel Goleman|
- Emotional Life of Your Brain, R. Davidson & S. Begley
- Emotional Intelligence 2.0, T. Bradberry (Includes a self-assessment)
- Insight: The Power of Self-Awareness, T. Eurich
- Taming Your Gremlin, R. Carlson
- The Brain and Emotional Intelligence, D. Goleman
- To Sell is Human, D. Pink
- Dan Siegel: Mindsight
- Jon Kabat-Zinn: Mindfulness-based stress reduction (Books, Videos, and App)
- Harvard Business Review (Three free a month)
- Emotional Agility, S. David & C. Congleton
- Learning to Learn, E. Anderson
- Why You Should Hire for Emotional Intelligence
- Why You Need Emotional Intelligence to Succeed
- Key Step Media
- Ted Talks: Five Ted Talks to Increase Your Emotional Intelligence
Aull About U
Noted by her clients for her energy and her ability to work with all levels of an organization, Janice leverages her passion for working with people to ignite their growth and development. She strives to create a learner-centered, performance-based environment, guiding and inspiring individuals to become self-directed learners.
Janice has a proven track record with over 30 years of experience in a corporate environment; including managing and leading salary and hourly employees. She is currently a faculty member with the Lake Forest Graduate School of Management™.
Janice earned her Master’s Degree with DePaul University, Facilitating Human Performance Improvement; a Graduate Certificate with Boise State University, Organizational Performance and Workplace Learning; and is a certified Coach with Corporate Coach U.
Our moods impact our personal and professional effectiveness and our experiences in life. Many times, we aren’t even aware of our mood and how it is being influenced or influencing others. Taking time to step back and become aware of our moods and the behaviors they are driving will provide us the opportunity to take charge of ourselves and reactions.
During this workshop, you learn how to recognize your thought patterns and cultivate mindsets to build a better relationship with yourself and others.
- Acknowledge the impact you have on your moods and the moods of others.
- Recognize the effect your behaviors have on others.
- Distinguish how you can behave differently to increase personal and professional engagement.
Life itself is a privilege, but to live life to the fullest – well, that is a choice. ~Andy Andrews – Author
Transformation is going beyond form, it is taking a step into chance. When was the last time you stepped out of your comfort zone and took a chance to transform yourself in some way?
Taking a step outside your comfort zone can conjure a wide variety of emotions; excitement, fear, anxiety, relief, nervousness, and wonderment to name a few.
We all have the capability and capacity to go beyond our form; to leverage the strengths and energy within ourselves. For some, the challenge is identifying where to start. Start with focusing on what you are passionate about, the things that give you energy. Ask yourself what you can do to take your passion and strengths to the next level.
Stepping out of your comfort zone to achieve a transformation can take effort. Have you seen a butterfly work to emerge from its cocoon or a chick struggle to hatch from an egg? They put a lot of focus and effort into their transformation, with spectacular results.
Taking time to create and implement a vision and strategy that focuses on doing what you are passionate about will bring you energy. This energy will translate into self-awareness, agility, and innovation; propelling you into transformation. People will be drawn to your energy, creating an engaging environment that supports bringing out the best in yourself and those you interact with.
Are you exploring life outside your comfort zone? Are you inspiring yourself and others to transform beyond current form? If so, enjoy and savor the journey. If not, take a step, challenge yourself to the next level, your path is in front of you.
If you don’t go after what you want, you’ll never have it. If you don’t ask the answer is always no. If you don’t step forward, you’re always in the same place. ~Nora Roberts – Author
Do you have Enterprise Contributors at your organization? According to CEB organizational success requires a workforce of Enterprise Contributors – individuals that contribute to their role and to the larger enterprise.
Enterprise Contributors proactively spread ideas, knowledge, experience, and expertise across the organization. They are:
- Connectors – promoting formal and informal collaboration between colleagues.
- Contributors – willingly providing feedback and assistance to others.
- Consumers – actively seeking out ideas and input from others in the organization.
Today, the average employee works with between 10 and 20 people every day on what were formerly known as ‘individual tasks’. Employees need to be able to cooperate and work effectively with peers in order to accomplish tasks. CEB found Enterprise Contributors outperform individually and they enable increased performance in their colleagues. Firms with Enterprise Contributors outperform their peers by 5% and 11% on year-over-year revenue and profit growth, respectively.
Research conducted by CEB revealed 75% of employees report feeling stymied by the current structure and culture of their firms, preventing them from being Enterprise Contributors.
To enable Enterprise Contribution it is vital HR teams look beyond conventional performance management processes which are based on improving individual performance. HR can help their firms reconcile four paradoxes at the heart of performance management:
- Coworkers are asked to help each other, but they also compete for raises and promotions.
- Employees need autonomy, but they also require direction in prioritizing their activities.
- While collaboration tools can improve quality, they can slow execution.
- Employees value contributing, but being rewarded for it actually reduces their motivation.
Building the next generation of employees with enterprise capabilities involves supporting employees to develop skills that allow them to balance individual task and network performance effectively. Leaders navigate, not simplify, role complexities to enable employees to identify opportunities for enterprise contribution that move beyond collaboration. Competencies that distinguish Enterprise Contributors:
- Prioritization: Prioritize contributions for the organization, not just the role.
- Teamwork: Possess knowledge of peers’ work, not just personal characteristics.
- Organizational Awareness: Understand organizational context, not just formal structure.
- Problem-solving: Identify and initiate change, not just positively react to change.
Complex work environments are a reality. Successful organizations equip employees to filter contributions to and from the organization to determine which will have the most impact. Leaders enable and drive accountability for employees to navigate the complexity and perform as Enterprise Contributors.
“Sometimes, you have to look back in order to understand the things that lie ahead.” ― Yvonne Woon
When was the last time you stepped back to reflect on your performance? Are you meeting your own expectations? Better yet, are you exceeding the expectations you set for yourself? Reflecting on your performance towards your goals on a regular basis will ensure you stay focused on your path to your defined success.
Reflective practice is a skill that can be developed. Learning to reflect will help you move your goals from theory into behaviors that help your goals become a reality. Reflective practice will also help you increase your self-awareness, a key component of emotional intelligence.
Do you have people you can turn to that will provide you with candid feedback? How you see yourself and how others see you can be different. Create a list of people you can rely on to help you reflect and stay focused on your goals. Offer to do the same for others.
During your reflective practice are you keeping track of your progress through documentation? Capturing your goals and accomplishments in writing provides tangible results you can focus on when you need a boost or want to challenge yourself to go to the next level.
Schedule time to reflect and ask yourself:
- What am I doing well?
- What do I need to do differently?
- What have I been doing and what type of emotions have I been having?
- What prompts them?
- Do I need to make changes?
Personal development is a lifelong process that requires you to be honest with yourself. Taking time to reflect and measure your performance towards your goals provides you opportunities for continuous learning and growth. Taking time to reflect means slowing down enough to stop, enjoy the adventure and figure out what is really important to YOU.
To be successful, the first thing to do is fall in love with your work. – Sister Mary Lauretta
What does ‘meaningful work’ mean to you? According to Malcom Gladwell meaningful work is work that is autonomous. Work that is complex, that occupies your mind. And work where there is a relationship between effort and reward — for everything you put in, you get something out.
When was the last time you reflected on the work you do? Are you focused and mindful with your pursuits? Are you able to answer the following questions?
- Am I being challenged?
- Am I growing and learning new skills?
- Am I respected by my colleagues?
- Do I believe in the mission of the organization I’m working with?
Think long term – Ask yourself what life you want. Think about where you want to be in five, ten, 20 years. Of course, you have to answer more immediate questions about what you want in your current job or your next, but do so only in the context of your longer, larger career goals.
Meaningful work will mean something different for each of us. I encourage you to look beyond the obvious things, like salary, title, or prestige of the company and reflect on the following categories:
This is about the concrete outcomes of your work. What do you want to achieve? Sure, you may spend a lot of your day responding to emails or attending meetings — most jobs entail at least some of that — but what evidence do you want of your work?
These are the strengths that you want to improve. The key is that you are using these strengths in a way that you find rewarding. Being good at something you don’t enjoy doesn’t count; it has to be something you love to do.
This is about the salary, benefits, and flexibility you need to live the life you want. For some people, this may mean a high paycheck that allows you to take exotic vacations. For others, it could be the freedom to work when and where you choose. Here you need to know the lifestyle you want and ask whether your job is helping you fulfill that.
This covers the culture and values of the place you work. This is not the same as mission; it is about whether you feel like you belong. What are the beliefs and priorities of the company and the people you work with? How do people treat each other? Do they collaborate? Have lunch together? It’s important to enjoy spending time with your colleagues and your manager.
The content of these categories will vary for each person. Make a list of all the things you value, and then prioritize them. This list will help guide your decisions and can be used to evaluate specific opportunities like a new assignment in your current role, a job at a different company, or a new career path.
Answers to the above questions are the things that will make the difference between being okay with your work and being truly happy.
The people who get on in this world are the people who get up and look for the circumstances they want, and, if they can’t find them, make them. – George Bernard Shaw