Leadership

Emotional Intelligence in Your Job Search

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Enhancing Your Emotional Intelligence  

Personal Competence: How we manage ourselves

Self-awareness:

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

Self-management

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

Social awareness

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?

Relationship management

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

Reading Resources

  • 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

Web Resources

  • Eiconsortium.org
  • 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
  • Inc.com
    • 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.

Transformation

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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.

transformation

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

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Enterprise Contributors

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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 matrixthe 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.