Please enable JavaScript.
Coggle requires JavaScript to display documents.
EMOTIONAL INTELLIGENCE - Coggle Diagram
EMOTIONAL INTELLIGENCE
SELF-AWARENESS
- having a deep under- standing of one's emotions, strengths, weaknesses, needs, and drives
- neither overly critical nor unrealistically hopeful but rather they are honest with themselves and with others
- recognise how their feelings affect them, other people, and their job performance
- a self-aware person who knows that tight deadlines bring out the worst in them, plans his time carefully and gets their work done in advance
- extends to a person's understanding of their values and goals
- knows where they is heading and why
- decisions of self-aware people mesh with their values; consequently, they often find work to energising
Recognising self-awareness
- shows itself as honest and an ability to assess one-self realistically
- speak accurately and openly about their emotions and the impact they have on their work
- will be frank in admitting to failure
- be identified during performance reviews - as they are comfortable talking about their limitations and strengths and they demonstrate a thirst for constructive criticism
- self-confidence as they have a firm grasp of their capabilities and are less likely to set themselves up to fail
- they know when to ask for help and the jobs they take on are calculated
- won't ask for a challenge that they know that they can't handle alone
SELF-REGULATION
- ongoing inner conversation, is the component of emotional intelligence that frees us from being prisoners of our feelings
- they find ways to control their emotional impulses and bad moods and even to channel them in useful ways
Why is it important?
- people who are in control of their feelings and impulses are able to create an environment of trust and fairness -> in such an environment, politics and infighting are sharply reduced and productivity is high
- talented people flock to the organisation and aren't tempted to leave
- self-regulation is a trickle-down effect -> fewer bad moods at the top mean fewer throughout the organisation
- important for competitive reasons -> people who have mastered their emotions are able to roll with the changes -> as the initiative moves forward, these people are able to move with it
- signs of emotional self-regulation, therefore, are easy to see: a propensity for reflection and thoughtfulness; comfort with ambiguity and change; and integrity
MOTIVATION
- achieve beyond expectations of their own and everyone else's
- those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement
How to identify people who are motivated by the drive to achieve
- a passion for the work itself -> such people seek out creative challenges, love to learn, and take great pride in a job well done
- splay an unflagging energy to do things better
persistent with
their questions about why things are done one way rather than another; they are eager to explore new approaches to their work
- naturally that people who are driven to do better also want a way of tracking progress
- people with high motivation remain optimistic even when the score is against them
- self-regulation combines with achievement motivation to overcome the frustration and depression that come after a set- back or failure
- when people love their jobs for the work itself, they often feel committed to the organisations that make that work possible -> committed employees are likely to stay with an organisation even when they are pursued by headhunters waving money
EMPATHY
- thoughtfully considering employees feelings along with other factors in the process of making intelligent decisions
- empathy is easily recognised
Important for three reasons:
- the increasing use of teams
- rapid pace of globalisation
- the growing need to retain talent
Teams
- charged with reaching a consensus which is hard enough with two people and much more difficult as the numbers increase
- alliances form and clashing agendas get set
- a team's leader must be able to sense and understand the viewpoints of everyone around the table
- empathy can allow people to understand their team's emotional makeup -> with the result of heightened collaboration among members, but also the team could be called on for help more often
Globalisation
- cross-cultural dialogue can easily lead to miscues and misunderstandings
- have a deep understanding of both the existence and importance of cultural and ethnic differences
Retention of talent
- leaders have always needed empathy to develop and keep good people
- when good people leave, they take their company's knowledge with them
- coaching and mentoring pay off not just in better performance but also increased job satisfaction and decreased turnover
- outstanding coaches and mentors get inside the heads of the people they are helping -> they sense how to give effective feedback -> they know when to push for better performance and when to hold back
- they motivate their protégés, they demonstrate empathy in action
- they use their knowledge to improve their companies in subtle but important ways
SOCIAL SKILL
- concerns a person's ability to manage relationships with others
- friendliness with a purpose: moving people in the direction you desire
- socially skilled people tend to have a wide circle of acquaintances
- they have a knack for finding common ground with people of all kind
- they work according to the assumption that nothing important gets done alone
- people tend to be very effective at managing relationships when they can understand and control their own emotions and can empathise with the feelings of others
- people who are driven to achieve tend to be optimistic, even in the face of setbacks and failure
- expert persuaders - a manifestation of self-awareness, self-regulation, and empathy combined -> with those skills, good persuaders know when to make an emotional plea
- motivation, when publicly visible, makes such people excellent collaborators; their passion for the work spreads to others, and they are driven to find solutions
- socially skilled people build bonds widely because they know that in these fluid times, they may need help someday from people they are just getting to know
- people seem to know intuitively that leaders need to manager relationships effectively
- social skills allows leaders to put their emotional intelligence to work