Team Building with Emotional Intelligence
10 May 2012 Shangri-La Hotel
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Christopher Golis MBA MA FAICD FAIMCEO & Lead Presenter, Emotional Intelligence Courses
Australia’s Expert in Practical Emotional Intelligence
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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)
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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
X-Functional Teamwork
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CEOs on Team Building: Maile CarnegieCEO P&G ANZ
Top task = right team Stretch team members Create risk
environment Empower team
members
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Source: the deal April 2012
Lynleigh Evans, CEO, Skin & Cancer Foundation
Common vision Create Learning
Environment Measure performance
vs weekly objectives
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Andrew ReitzerCEO Metcash
Lead by example Compensate success Shared vision
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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?
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Goleman publishes EQ in 1996
1. Self Awareness2. Self Management3. Social Awareness or
Empathy4. Social Skills or
Relationship managementNo model of core emotions!?
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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
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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
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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
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Mover
• Talk - Friendly, jokey• Organisation - Retailers• Position - Front counter• Dress - Casual, bright colours• Office - Messy• Gambit - late but friendly
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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
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Doublechecker
• Talk - hypochondriacs• Organisation - Public service• Position - Administrator• Dress - Conservative, brown
cardigans• Office - Magpies, photos of
family or company
• Gambit - Punctual and friendly
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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
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Artists
• Talk - Inarticulate• Organisation - Creative• Position - Design• Dress - Oddball• Office - Tasteful• Gambit - Punctual but formal
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Politicians
Desire to win Drivers & strivers Competitive and
assertive Defend fixed ideas
skillfully Suspicious
P = likable, relaxed, balanced
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Politician
• Talk - I-I-I• Organisation - Big• Position - Manager• Dress - Power• Office - Big, degrees on wall• Gambit - Late but formal
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Engineer
Desire to complete projects Painstaking planners, read
everything Practical and objective Dedicated enthusiasm Hands-on operators
E = Jump in, erratic, slipshod
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Engineer
• Talk - Monotonic• Organisation - Builders and
developers• Position - Consultants• Dress - Pens in pocket • Office - Whiteboard, full
bookshelves• Gambit - Punctual (?) and
friendly
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Hustler
Desire for material success Empathetic & Charming Astute, good financial acumen Love of gambling and
excitement Winners and losers Opportunistic Self-interest: WIIFM Egocentric
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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."
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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
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Normal
Talk - Logical, rational Organisation - Professional
Position - Accountant/CoSec Dress - Conservative
pinstripes Office - Neat and tidy Gambit - Punctual and
formal
Component Distribution
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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
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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
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Team Selection
Choose the right team members
Different strokes for different folks
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Lesson #2Team Leader = Chameleon
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Forbes awards 2010
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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
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“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
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‘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.
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MC (Apple) {528b} > MC (MSFT) + MC (Intel}
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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
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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
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Case Study 2
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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
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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
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Action Plan
1. www.emotionalintelligencecourse.com2. Download the white paper3. Read my blog4. Read the book5. Invest in a workshop
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Q&A Forum