Removing the Barriers to

Potential

The Importance of Emotional Intelligence (EQ)

TMM & EQAugust 2013

Why do good people do bad things?

• Why do certain People get into accidents more than others?

• Why to some Individuals violate Ethics and Policies?

• Why are Some prone to Conflicts while Others easily resolve them?

• Why do they put self-interest before Organisational Goals?

• Why do some Managers have excessive turnover in their Teams?

• Why can’t some Salespeople close the Deal?

• Why does Staff alienate Customers?

• Why do capable Employees never reach their Potential?

History of EQ

• 1985, in Wayne Payne's doctoral thesis, A study of emotion: Developing emotional intelligence. The first time the term is used in a published study

• 1990 Salovey & Mayer, “Emotional Intelligence”, an Article that first defines Emotional Intelligence

• 1995 Daniel Goleman, popularises the term and developed related concepts in his influential book, Emotional Intelligence

• 1998 In Working with Emotional Intelligence, Goleman explored the function of EI on the job. According to Goleman, emotional intelligence is the largest single predictor of success in the workplace.

What is Emotional Intelligence (EQ)

Peter Salovey and John D. Mayer have defined emotional intelligence as, “the subset of social intelligence that involves the ability to monitor one’s own and others’ feeling and emotions, to discriminate among them and to use this information to guide one’s thinking and actions (1990).

Daniel Goleman describes EQ as "managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals."

How is EQ Different from Personality

•A “good” personality is no indication of high Job Performance

•High EQ is an accurate Predictor of Success especially at higher Levels within an Organisation

•EQ is about how a person manages his or her Personality Biases and how these biases correlate in order to give positive results

•EQ boils down to consistent Clarity in Judgement

•Personality establishes the biases for behaviour such as introversion or extraversion

•Personality tests can’t effectively predict traits such as Motivation and Drive

Which EQ Model to chose from?

•High Recognition and Acceptance

•Backed by Top Brand, Professional Services Organisation

•EQ competences easily integrated into an Organisational Competence Model

•High Availability of Trainers and Coaches

•Excellent Validity of Testing Instruments

There are many different Definitions and Models for EQ. Some are very appropriate for personal improvement while others are better suited for use within a professional context. The two models which have received the most attention and scrutiny are those of Salovey & Mayer and that of Goleman. Due to continuous updates, popularity and recognition of its concepts, the Goleman model deserves closer attention. Advantages of the

Goleman Model include:

The Goleman EQ Model

Self-Awareness: ability of an individual to be in tune with her/his own feelings and to recognize the impact that his/her feelings have on others. The competency that underpins this dimension is emotional self-awareness.Self-Management: ability to keep negative emotions and impulsive behaviour under control, stay calm and unflappable even under stressful situations, maintain a clear and focused mind directed on accomplishing a task. The required competencies for this dimension are positive outlook, emotional self-control, achievement orientation, and adaptability.Social Awareness: ability to read or sense other people’s emotions and how they impact on the situation of interest or concern. The competencies for this dimension include empathy and organizational awareness.Relationship Management: ability to influence, guide and handle other people’s emotions. The competencies that underlay this dimension include inspirational leadership, influence, coach and mentor, conflict management, and teamwork.

A Framework for Emotional Competences (Goleman 2002)

SELFPersonal Competence

OTHERSSocial Competence

Recognition

Self-Awareness• Emotional Self-Awareness• Accurate Self-Assessment• Self-Confidence

Social Awareness• Empathy• Service Orientation• Organizational Awareness

Regulation

Self-Management• Self-control• Trustworthiness• Conscientiousness• Adaptability• Achievement drive• Initiative (+Innovation)

Relationship Management• Developing others

Influence• Communication• Conflict management• Leadership• Change catalyst• Building Bonds• Teamwork & Collaboration

How EQ fits into the Total Management Method (TMM®)

•TMM® is a complete Management Approach

•TMM® is based on the Elliot Jaques Levels of Work (LoW) methodology

•TMM® covers all aspects of management including:• Structure Management• People Management • Work Management

•The Focus of TMM® is to make Managers Successful in order to achieve Organisational Effectiveness

LoW – Effectiveness in Role

E = C + S +Co + B

E = Effectiveness in Role

C = Mental Processing Capability to handle the complexity involved in undertaking the work involved at this Work Level

S = The knowledge and skills required to perform the role

Co = Commitment to the work

B = The NORMAL behaviour of the individual (positive or negative in terms of achieving the specific accountabilities of the role).

Effectiveness in Role is a measure of the ability an individual currently applies to his/her job or Role. It is the base for performance assessment.

Defining NORMAL Behaviour

“The assumption is that when all else is said and done what human societies will hold to be good is anything and everything that enhances the possibilities of survival not of individuals but of the species, and not only of the survival of the species but of its adaptation into the far forward reaches of time.

This assumption about species adaptation enables us to proceed immediately and directly to a definition of good behavior and a good person, readily translated into a solid definition of that otherwise very elusive concept normality – normal behavior and a normal person: this definition is that normal or good persons displaying good or normal behavior, are persons who collaborate with others in such a way as to enhance society’s ability to carry out its species survival and adaptation work, such as reproduction and family rearing, economic production, government, education, law, and policing (Miller and Jaques, 1988).”

The definition by Jaques is very precise and useful however we fail to have ways of measuring NORMAL Behaviour nor do we understand the skills required to achieve NORMAL Behaviour.

TMM® – Effectiveness in Role

E = C + S +Co + EQ

E = Effectiveness in Role

C = Mental Processing Capability to handle the complexity involved in undertaking the work involved at this Work Level

S = The knowledge and skills required to perform the role

Co = Commitment to the work

EQ = EQ is the Emotional Intelligence Quotient as measured according to the Goleman model of Emotional Intelligence

With EQ we can accurately measure and assess Behaviour while at the same time establishing the emotional competences required for a particular role and areas of development for the individual.

Measuring EQ

• Simple Self-assessment• Great for high-level self-assessment

• Not sufficient detail for development purposes

• Compound Self-assessment • Great for detailed self-assessment

• Can be tricked by individuals who are prepared for it

• 360 EQ Assessment • Can’t be tricked by individual

• Individual can influence outcome by selecting and briefing Raters

• More difficult to administer

• EQ Interview• Solid assessment by a trained person

• Relies on the JUDGEMENT of the Manager/Assessor

There are many ways of measuring EQ including online questionnaires for self-assessment. Below are the methods most used in industrial applications of the EQ paradigm.

TMM® and the Importance of Judgement

• Often Managers relegate Judgement about their employees to the HR Department or some opaque assessment process

• By relegating Judgement Managers relegate their Managerial Accountabilities

• TMM® focuses on helping Managers develop the skills to make informed Judgements on all aspects of Management

• Informed Judgment reduces the Risk of Managerial Errors which can have crippling effects on an Organisation

• Informed Judgement leads to Empowerment and Innovation

Why do good people do bad things? - Answer

• Any emotional stimulus first triggers an response in our Emotional Centre (Amygdala or also referred to the “Emotional Mind”)

• The “Thinking Mind” (Cerebral Cortex) considers a Rational Response but can be influenced or even overridden by the Emotional Response

• Goleman refers to this as an “Amygdala Hijack”

• EQ means being able to distinguish between emotions and rational thought and provide Clarity to make the appropriate response

• EQ can also help channel Emotions (both Negative and Positive) into positive Energy

Today we understand enough about the function of the brain to know how Emotions can affect our rational cognitive processes

How EI Skills Enhance Leadership Competency – Making Complex Decisions

•Manage ones own emotions associated with uncertainty of decisions•Aversion of Risk – Attraction to Risk• Fear of Feedback or negative Reactions•Resisting temptation of choices that are not rational

•Take into consideration the emotional impact of change on others; adjust their explanation of the change to maximize understanding and acceptance. 

•Create a positive tone of cooperation even during difficult business situations.

•Identify creative solutions when under pressure.

The Importance of Emotional Intelligence

• Individuals with High EQ tend to be 3 times less likely to be involved in a work accident

• Employee Engagement is highly correlated to EQ – an engaged Employee is 30% more productive than one who is neutral or not engaged

• Recruiters with high EQ are 3 times more likely to be successful

• 97% of highly successful Individuals measure high in EQ

• According to Forbes 85% or Financial Success is due to EQ – 15% to IQ

• 58% of Job Performance depends on EQ (Schmidt 2012)

• EQ in Managers is an effective indicator for Talent Retention

• High EQ results in effective Decisions and Reducing Managerial Risk

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