2. The Pieces of EIQ-2™
• The Empathy Principle
• Emotional Intelligence
• EIQ-2™
–Leadership
–Influence/Sales
• TmEIQ-10 Team Ten
• Smart Organization
• Customer Relations and Service
6. Principles of Emotional Intelligence
• Emotion is information
• We can try to ignore emotions but it doesn’t
work
• We can try to hide emotions, but not very
effectively
• Effective decisions must incorporate emotions
• Emotions follow logical, consistent patterns
• Emotional universals exist, but so do specifics
Adapted by Success Dynamics International from Caruso, David R.; & Salovey. Peter (2004) The Emotionally Intelligent Manager
7. Principles of Emotional Intelligence
• Emotions are:
–responses and generators
–automatic yet subject to internal regulation
–significant to physiological change and
performance
–essential for coping, surviving and thriving
–waxing, waning and flowing
• Emotional intelligence develops; it is learned
Adapted by Success Dynamics International from Caruso, David R.; & Salovey. Peter (2004) The Emotionally Intelligent Manager
9. SELF SOCIAL
RECOGNITIONREGULATION
Self-Awareness
Consciousness/ Identification;
Understanding;
Accurate Assessment;
Confidence;
Realistic Personal Appraisal;
Motivation
Social Awareness
Empathy;
Service Orientation;
Organizational Awareness;
Recognition;
Connection;
Team
Relationship Management
Coaching/Mentoring; Influence;
Leadership; Championing Change;
Building Relationships;
Teamwork & Collaboration
Self-Management
Self-Control; Self-Discipline;
Trustworthiness/ Transparency;
Adaptability; Achievement;
Initiative; Success Drive;
Optimism
10. TalentSmart® studies show the link between EQ
and job performance:
• EQ alone explains 58% of a leader’s job
performance.
• 90% of top performers are high in EQ.
• Just 20% of low performers are high in EQ.
“70% of employees’ perception of the
organizational climate is associated with the
emotional intelligence of the leader”
DANIEL GOLEMAN
“Positive mood of the leader promotes worker
productivity and retention.”
GEORGE BETTENHAUSEN
13. Group EI Impacts Organizational
Performance
Group Emotional Intelligence: Awareness of selves, social impact,
emotions; interpersonal skills, discipline, application and management; innate
perspectives
Preliminary Processes;
Interactions; & Expectations
Participation Processes: Synergy,
Contagious Emotions; Synergy
Impact: improved problem solving & decision making;
superior performance; enhanced creativity;
greater productivity; higher quality of work life
14.
15. Team Perspective
Affinity
• Liking
• Cohesion
• Empathy
Positivity
• Optimism
• Constructive
Emotions
Identification
• Team Spirit
• Common Vision
• Commitment
20. Smart Organizations
Success Dynamics International
• Emotions are contagious
• Intelligence isn’t
additive
• Group intelligence
augments &
compliments
• Cross disciplines tend to
be more advantageous
than more of the same
• Beware of “common
knowledge”
21. Leadership & Teambuilding
Communication
Handling Confrontation, Conflict
& Contention
Service & Performance
Improvement Communication
Influence & Persuasion
232 Bent Oak Loop; Champion’s Gate, Florida 33837 (863) 420-1929
Editor's Notes
In order to increase the level of employees’ performance, morale, and enthusiasm, many organizations today want to promote an emotionally intelligent culture. To succeed in that, organizations must foster the following attributes (Book, 2000):The organization “promotes a culture in which openness and transparency are the norm”.Respectful assertiveness must exist in the organization.The organization encourages diversity.The organization tolerates constructive disagreement.The organization values flexibility and communication among its various departments.In addition to having these characteristics, an emotionally intelligent organization should understand and possess the “3 R’s”. That is, the “capacity to recruit, retain and rouse its workforce” (Books, 2000).Motivated employees will work harder for the company and will likely be the most satisfied. To rouse their employees, companies should include them in the decision making process and recognize their contributions (Book, 2000).Book, H. (2000, September). One big happy family: Emotional intelligence in the office. Ivey Business Journal, v65 i1, 44.
Research tracking over 160 high performing individuals in a variety of industries and job levels revealed that emotional intelligence was two times more important in contributing to excellence than intellect and expertise alone.”Institute for Healthand Human Potential
Culture is:"a basic set of assumptions that defines for us what we pay attention to, what things mean, and how to react emotionally to what is going on, and what actions to take in various kinds of situations" — Edgar Schein
