Team Building With Eq

Team Building with Emotional Intelligence

10 May 2012 Shangri-La Hotel

[email protected] 0418-222219

Christopher Golis MBA MA FAICD FAIMCEO & Lead Presenter, Emotional Intelligence Courses

Australia’s Expert in Practical Emotional Intelligence

[email protected] 0418-222219 2

Conventional, self-controlled, even-tempered, self-directed

Entrepreneurial, materialistic, astute, hard-headed

2

PSAQ instructions:1. For each pair quickly select one group or the other best describes your personal style.

Personal Style Assessment Questionnaire

2. Count the number of ‘1’s, ‘2’s, etc and thenplot the graph. (Total should = 21)

Golis

You can hand out the PSAQ before the talk starts and ask participants to include it. The key is to get each participant to prepare his own chart.


Humm Profile Toby

0

1

2

3

4

5

6

7

1 2 3 4 5 6 7

Component

Le

ve

l

Two peaks

Two troughs

Golis

Everyone has a different chart. There is no correct chart.

X-Functional Teamwork


CEOs on Team Building: Maile CarnegieCEO P&G ANZ

Top task = right team Stretch team members Create risk

environment Empower team

members


Source: the deal April 2012

Lynleigh Evans, CEO, Skin & Cancer Foundation

Common vision Create Learning

Environment Measure performance

vs weekly objectives


Andrew ReitzerCEO Metcash

Lead by example Compensate success Shared vision



What is Emotional Intelligence?

The ability to perceive, control, and evaluate emotions

1990 Peter Salovey and John D. Mayer proposed EQ is like IQ

Inborn talent vs learned skill?


Goleman publishes EQ in 1996

1. Self Awareness2. Self Management3. Social Awareness or

Empathy4. Social Skills or

Relationship managementNo model of core emotions!?


Why is EQ important?

Walter Mischel Bing Nursery School @ Stanford 653 four-year olds 10% could hold back Later in life these 10% were significantly more

successful

New Yorker 18 May 2009 Don’t: The secret of self control

EQ is achieving self- and social mastery by being smart with core emotions.

Self-Mastery = Awareness + Management

Social Mastery = Empathy + Social Skills

Temperament > Transient emotions



The 7 core emotions

1920 Rosanoff: What drives our core emotions? “We are all slightly mad” There are only 4 mental illnesses

1935 Humm & Wadsworth 7 components

1993 Empathy Selling The new names

Golis

The Humm Wadsworth was the first personality test ever developed.

[email protected] 0418-222219 #1313

Mover Desire to communicate Hi on Affiliation,

extrovert Active and dynamic Cheerful and

enthusiastic Either black or white Fluctuations in mood Multi-taskers

M = introverted, self-sufficient & independent

Golis

We now go through the seven components. At each component I ask did anyone have a peak at this component M=3. We also jointly analyse Rudd and Howard.


Mover

• Talk - Friendly, jokey• Organisation - Retailers• Position - Front counter• Dress - Casual, bright colours• Office - Messy• Gambit - late but friendly

Golis

These are the clues that allow people to work out the emotional drives of other people.


Doublechecker

Desire for security Cautious, double checkers Apprehensive and nervous Compassionate and

sympathetic Pessimistic and critical Low energy output but can

show D drive

D = High resilience, calm, composed, impulsive


Doublechecker

• Talk - hypochondriacs• Organisation - Public service• Position - Administrator• Dress - Conservative, brown

cardigans• Office - Magpies, photos of

family or company

• Gambit - Punctual and friendly


Artists

Desire to create Sensitive & inquisitive Inarticulate, aloof and reserved Stubborn and single-minded Good visual imaginations Individualistic: beat to a

different drum

A = down-to-earth, reliable, frank & outspoken


Artists

• Talk - Inarticulate• Organisation - Creative• Position - Design• Dress - Oddball• Office - Tasteful• Gambit - Punctual but formal


Politicians

Desire to win Drivers & strivers Competitive and

assertive Defend fixed ideas

skillfully Suspicious

P = likable, relaxed, balanced


Politician

• Talk - I-I-I• Organisation - Big• Position - Manager• Dress - Power• Office - Big, degrees on wall• Gambit - Late but formal


Engineer

Desire to complete projects Painstaking planners, read

everything Practical and objective Dedicated enthusiasm Hands-on operators

E = Jump in, erratic, slipshod


Engineer

• Talk - Monotonic• Organisation - Builders and

developers• Position - Consultants• Dress - Pens in pocket • Office - Whiteboard, full

bookshelves• Gambit - Punctual (?) and

friendly


Hustler

Desire for material success Empathetic & Charming Astute, good financial acumen Love of gambling and

excitement Winners and losers Opportunistic Self-interest: WIIFM Egocentric

Golis

I worked for Rene for 4 years as his inhouse venture capitalist. I have some great stories.


Hustler

• Talk - Money, name dropper• Organisation - Wholesalers• Position - Brokers and agents• Dress - Flashy• Office – Showy and glitszy• Gambit - Punctual and friendly

Eric: "Do you ever tell the truth, Ari?"Ari: "I tell the parts that matter."


Normal

Desire for order Co-operative and law

abiding Mature and self-controlled Consistent and rational

(boring?) Self reliant and confident Unemotional (cold fish?)

N = Adaptable, rule breaker, carpe diem


Normal

Talk - Logical, rational Organisation - Professional

Position - Accountant/CoSec Dress - Conservative

pinstripes Office - Neat and tidy Gambit - Punctual and

formal

Component Distribution


N H M D A P E0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

40%

14%

56%52%

44%

39%

57%

Dominant Humm Component DistributionSample size = 65,508 people

Component

% o

f p

op

ula

tio

n h

avin

g d

om

inan

t co

mp

on

ent

Team Building with EQ

Lesson#1 We like those who are like ourselves


知彼知己，百戰不殆；不知彼而知己，一勝一負；不知彼，不知己，每戰必殆

Know yourself, Know your enemy,100 battles, 100 victories


Team Selection

Choose the right team members

Different strokes for different folks


Lesson #2Team Leader = Chameleon


Forbes awards 2010


Management Style of Steve Jobs

Notorious micro-manager Visual perfectionist - simplicity All stick – no carrot, rules by fear Famous for public tirades and

making employees cry Reality distortion factor Switch direction


“Why join the navy if you can be a pirate?”

John Sculley

Marketing guru Large size bottles The Pepsi Challenge 1977 Youngest Pepsi

CEO 1987 Odyssey

published P A N


‘Apple was supposed to become a wonderful consumer products company. This was a lunatic plan. High-tech could not be designed and sold as a consumer product.'

The Apple Saga

1976 Steve Wozniak and Steve Jobs form Apple 1980 Apple goes public. 1983 Apple enters Fortune 500 at #411. Jobs convinces John Sculley to become president and CEO of Apple. 1985 Jobs forms coup against Scully. Becomes "global thinker", and his

remote office dubbed "Siberia". Subsequently resigns 1986 Jobs buys Pixar for $10m 1993 Sculley resigns 1996 Apple losses exceed $1.8b 1997 Jobs returns as CEO 2001 iPod, 2003 iTunes 2006 Jobs sells Pixar to Disney for $7.4b 2007 iPhone and iTouch 2010 iPad.


MC (Apple) {528b} > MC (MSFT) + MC (Intel}



Lesson #3 Personality Dissonance

Normal H, M, D Hustler N, D, E, A Mover N, A, E Double-checker H, M Artist H, M, P Politician N, A, P Engineer H, M



Video:Personality Dissonance

What are the dominant components in the employee?

What are the dominant components in the supervisor?

Will the proposed strategies work?

Case Study 1


Case Study 2


Lesson #4 Build the team EQ Mood contagion: Laugh & the world

laughs with you Authentic humour resonates Watch out for the CEO disease Teach a new language ie The

Humm, Think Different


Team Building with EQ

Lesson # 1 We like those who are like ourselves

Lesson #2 Team Leader = Chameleon

Lesson #3 Watch out for personality dissonance

Lesson #4 Build the team EQ



One final warning

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Action Plan

1. www.emotionalintelligencecourse.com2. Download the white paper3. Read my blog4. Read the book5. Invest in a workshop


http://www.emotionalintelligencecourse.com/


Q&A Forum

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Team Building With Eq