Friday, April 14, 2017

Working With Emotional Intelligence - Daniel Goleman

This is a sequel to the original work 'Emotional Intelligence' by Daniel Goleman. It has many anecdotes and stuff (too many to register). Apart from the Emotional Competence framework and the Emotional Competence Training framework, I picked a few lines here and there.

To succeed in the new  age one needs stuff like Initiative, Empathy, Adaptability and Persuasiveness. It's not just expertise but the need to make a connection that's important. Leaders need to build teams and get results when required to adapt to change. Employers want employees who have self discipline, who can take criticism and who have communication skills, inter personal skills and initiative.

Goleman establishes that of the three major competencies of IQ, Expertise and EQ, it is Emotional Quotient, that is the deciding factor for success. Expertise he says is a baseline competence. In a study done on the competencies required for success, he finds a staggering two thirds were in the realm of Emotional Intelligence. The best, collaborate.

The Emotional Competence Framework
1) Personal Competence 2) Social Competence

1) Personal Competence (determineS how we manage ourselves)
a) Self awareness - Knowing one's internal states, preferenceS, resources and intuitions
Emotional awareness - Recognising one's emotions and their effects
Accurate self assessment - knowing one's strengths
Self confidence - A strong sense of one's self-worth and capabilities

b) Self regulation - Managing one's internal states, impulses and resources
Self control - Keeping disruptive emotions and impulses in check
Trustworthiness - Maintaining standards of honesty and integrity
Conscientiousness - Taking responsibility for personal performance
Adaptability - Flexibility in handling change

c) Motivation - Emotional tendencies that guide or facilitate reaching goals
Achievement drive - Striving to improve or meet a standard of excellence
Commitment - Aligning with the goals of the group or organisation
Initiative - Readiness to act on opportunities
Optimism - Persistence in pursuing goals despite obstacles and setbacks

2) Social Competence (determines how we handle relationships)
a) Empathy - Awareness of others feelings, needs and concerns
Understanding others - Sensing others feelings and perspectives, and taking an active interest in their concerns
Developing others - Sensing others development needs and bolstering their abilities
Service orientation - Anticipating, recognising and meeting customer's needs
Leveraging diversity - Cultivating opportunities through different kinds of people
Political awareness - Reading a group's emotional currents and power relationships

b) Social skill - Adeptness at inducing desirable responses in others
Influence - Wielding effective tactics for persuasion
Communication - Listening openly and sending convincing messages
Conflict Management - Negotiating and resolving disagreements
Leadership - Inspiring and guiding individuals and groups
Change catalyst - Initiating or managing change
Building bonds - Nurturing instrumental relationships
Collaboration and cooperation - Working with others towards shared goals
Team capability - Creating group synergy in pursuing collective goals

The top 3 factors for success were seen as

  • Initiative, Achievement Drive and Adaptability
  • Influence, Team leadership and Political awareness
  • Empathy, self confidence and Developing others

"Attention is the most precious resource. Cost of impulsivity and distraction is a hampered ability to learn or adapt."

"Accuracy in self assessment is the hallmark of a superior performer. The achievers bring all the information they have, set a time table and act."

"Self confidence is being efficacious, able to take charge and master new jobs and skills.
If one monitors emotional upsets one can recover sooner from distress."

"One competence that stands out is adaptability."

"Great work starts with great feelings. Be fully present. Be in the flow."

"Once you know what you want ad see that it is feasible, you can figure out the steps to take you there. Then persist."

"Sensing what others feel without their saying is empathy. People who seem easy to talk to are those who listen more. Active listening is the art of asking questions and restating one's words."

"To develop others one needs to know how to give feedback and also to expect their best."

"Art of influence entails handling emotions effectively in other people. Emotions are contagious."

"Artful leaders tune into the emotions of the group."

"Groups that comes together, who enjoy being in each others company, who can share jokes and good times together have the emotional capital not to just excel in the good times but to get through hard times as a well."

The 5 Secrets of team building are -Rapport, Empathy, Persuasion, Cooperation and Consensus building.

The Emotional Competence Training Framework

  • Assess the job: Focus training on competencies most needed to excel in the job. Design training based on a systematic needs assessment.
  • Assess the individual: Stress clearly the individual's profile of strengths and weaknesses to identify what needs improving. Tailor training to individual needs.
  • Deliver assessments with care: Since feedback on a person carries an emotional charge deliver assessment sensitively.
  • Gauge readiness: Since people are at different levels of readiness, see if they are ready for the training. For those not ready, cultivate.
  • Motivate: People learn faster if they are motivated by the benefits of adding competencies, so make it clear how it will pay off.
  • Make change self-directed: Let them direct the learning program, tailored to their needs, have them choose their own goals. One size fits all does not work.
  • Focus on clear, manageable goals: People need clarity on what the competence is and the steps needed to improve it. Spell out the specifics and offer  a workable plan to get there.
  • Prevent relapse: Habits change slowly, and relapses need not signal defeat. Help them prepare themselves better for the next time.
  • Give performance feedback: Ongoing feedback helps immensely. Get clear feedback from a lot of people.
  • Encourage practice: Since sustained practice is required on and off the job, try over  a period of of time, not just a one or two day program.
  • Arrange support: Like minded people trying to make similar changes can offer support, so build a network of support. Friends and coaches help.
  • Provide models: High status and highly effective people who embody the competence can be models to inspire change. Supervisors can display the behaviors.
  • Encourage: Organisational support should be encouraging and offer a safe atmosphere for experimentation. Encourage change that fits the values of the organisation. Show that competence matters for placement, promotion etc
  • Reinforce: People need recognition to feel the effort mattered. Give praise or a raise.
  • Evaluate: Establish ways to evaluate the development effort to see if it has lasting effects.
The book is about the practice of Emotional Intelligence. It's pretty insightful. However I feel I will get a clearer idea if I read the first book 'Emotional Intelligence'.

No comments: