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Emotional Intelligence: Survive and Thrive Through Change by Clare Edwards AIMM, delivered at the Australian Institute of Management Open House in Brisbane on Wednesday 7 August 2013.
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Emotional Intelligence Survive and Thrive through Change
Clare Edwards AIMM
Realistic Learning Outcomes
A high level (or further) understanding of:-
The criticality of self-awareness and self-regulation
The role that the brain plays in navigating change
The 5 social needs that drive our behaviour
How to support yourself and others through change
The M.A.G.I.C. of resilience
NNLP
LP NLP
Neuroscience
of Leadership
NLP
Emotional
Intelligence
Positive
Psychology
30 years’
Experience
How Emotionally Intelligent am I?
Candidate A
Associates with crooked politicians and consults with
astrologists. He's had two Mistresses. He chain smokes and drinks 8 to 10 martinis a day. Candidate B
He was kicked out of office twice, sleeps until noon,
used opium in college and drinks a quarter bottle of whisky every evening.
Candidate C
He is a decorated war hero. Passionate about his
cause. He's a vegetarian, doesn't smoke, drinks an
occasional beer and never cheated on his wife.
Franklin D. Roosevelt
Winston Churchill
Adolf Hitler
75% of careers are derailed for reasons related to emotional competencies (lack of)
(The Centre for Creative Leadership)
Cost presenteeism 2009/2010 Australian economy $34.1bn
(Medibank Private)
The soft stuff is really the hard stuff – PROVEN
“Emotional intelligence is not the triumph of heart over head, it is the unique intersection of both.”
David Caruso
Emotional Intelligence Framework
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence
Empathy
Organisational Awareness
Service Orientation
Self-Control
Trust (Self & Others)
Self Motivation
Adaptability
Optimism
Resilience
Influence
Leading/Developing
Building Bonds/Teamwork
Collaboration
Conflict Management
Change Catalyst
Self Regulation
Social Skills
Social Awareness
Self Awareness
Self Awareness – Emotional Audit
1. What am I thinking right now?
2. What am I feeling right now?
3. What do I want in this situation?
4. How am I getting in my way?
5. Now I have this data, what do I need to
do differently?
© Relly Nadler of True North Leadership – used with permission
“Know Thyself”
Navigating Change
Change is….
Messy
chaotic UNSETTLING
EVERYTHING THE BRAIN HATES!
DISRUPTIVE
INCONSISTENT
PAINFUL
The Negativity Bias
Going Limbic!
Freeze, fight, flight
Diverts resources away
from pre frontal cortex
(executive function)
Limits rational thinking
Surges of adrenaline &
cortisol = STRESS
Amygdala
a.k.a. ‘The Crazy Nut!’
“By the way, really important meeting tomorrow 8.30am – don’t be late. Have a
great evening!”
THREAT THREAT THREAT THREAT THREAT
REWARD
Minimise threat and maximise reward
QUICK RECAP
S.C.A.R.F.
Status – relative importance to others
Certainty – ability to predict the future
Autonomy – Perception of exerting control over
events
Relatedness (Belonging) – being ‘in’ or
‘out’/safety with others
Fairness – perception of fair exchange ©David Rock
S.C.A.R.F. – Minimising Threat &
Maximising Reward
Status – coach not tell, public
acknowledgement, self feedback
Certainty – hyper-communicate, even the
non-news
Autonomy – delegate and empower, offer choice
Relatedness – focus on social connection,
facilitate new connection
Fairness – explain rationale for decisions,
transparency
* Clear communication plan – NO ambiguity * Purpose of the change – macro and micro environment, drivers for change * Vision, direction and intended outcomes * Consequences of not changing * WHY, WHAT, WHO, WHEN, HOW of change * WHAT IF – anticipating employee questions
* The more critical the change, the greater the need for face to face * Utilise technology, particularly for dispersed groups * Ensure communication is two way * Use voice over the written word (then back up for clarity) * Have a social media plan and policy
Agreement on all levels – same message * What can and can’t be shared *
Champion/sponsor remains that – don’t delegate dirt * Planned communication takes place – keep
commitments * Consistency for all stakeholders *
Put equal effort into communication plan for all stakeholders *
Identify stakeholder impact * Agree timing to stakeholders * Establish media relationships *
Establish who else will be affected in the wider community *
Connection
The 5 C’s of Communicating Change
©Clare Edwards and Anne Paterson 2013
A M.A.G.I.C. Formula for Resilience
Meaning – find and help find, reframe
Attention - mindfulness
Gratitude – 3 good things
Intention – goal setting
Connection – social support
©Clare Edwards 2013
From
Survive To
Thrive
Primitive reactionary
Victim mentality
Self-protection
Avoid change
Defeatist (Learned helplessness)
Evolved responsive
Accountable
Collaborative
Embrace change
Resilient & Optimistic
©Clare Edwards 2013
EI Resources
The Six Seconds Emotional Intelligence Assessment (SEI™)
Neuroleadership Resources