CEE Key Note Presentation on "Achieving Career Success with Emotional Intelligence" - 23 August 2013

Key Note Presentation on “Achieving Career Success with Emotional Intelligence” Page 1
ACHIEVING CAREER SUCCESS WITH EMOTIONAL INTELLIGENCE
SYNOPSIS OF KEY NOTE PRESENTATION
“Anyone can become angry - that is easy. But to be angry with the right person, to the right degree, at
the right time, for the right purpose, and in the right way - this is not easy.” Aristotle
For years, people have assumed that successful people were basically very smart and hardworking. Studies
have found that while there is some correlation between IQ and success, it by no means explains why some
people with high IQs can fail in a job, while others perform exceptionally well despite average intelligence.
A growing body of research suggests that emotional intelligence, measured by emotional intelligence quotient
(EQ), is a better predictor of "success" than the more traditional measures of cognitive intelligence (IQ).
Emotional Intelligence is not about being soft, emotional and "nice". It is about being effective, and knowing
how to communicate and work effectively. Emotional Intelligence reflects one's ability to deal with daily
challenges. It includes internal skills necessary to manage and control oneself in different situations.
As Daniel Goleman states in his book, Working with Emotional Intelligence, “The rules for work are changing.”
You are being judged by a new yardstick; not just by how smart you are, or by your training and expertise, but
also by how well you handle each other and yourselves. This yardstick is increasingly applied in choosing who
will be hired and who will not, who will be let go and who retained, who passed over and who promoted.
The days when intelligence was your ticket to success is gone. Current research shows that IQ along with skills
and knowledge make up only 20% of what you need for success. EQ is the other 80%!
Generation Y or “Gen Y” for short – is the term most commonly used to refer to the cohort of individuals born
in the 80s and 90s, who are already in the workforce. The Fifth generation, Gen Z or The Linksters will be
coming into the workforce very soon. For Leaders who have four generations of employees sitting in a meeting
or working on a project, it can seem like each generation has its own worldviews, priorities, career models,
motives and values. The Leader need to enhance their understanding of generational characteristics and the
impact of their own management practices on each of these groups. They need to leverage on the strengths of
each generation. Taking full advantage of the multi-generational workforce will enable employers to
effectively attract and retain employees, build teams, deal with change, and increase employee engagement
(Bawany, 2011)1
.
Emotional intelligence can be defined as the ability to be aware of own and others emotions and feelings and
to manage the emotions in self and others (Goleman, 1995). Emotional intelligence is also defined as a subset
of “social intelligence” which involves the ability to consider one’s own and others’ feelings and emotions to
guide one’s thinking and actions (Salovey and Mayer, 1989).
Emotional intelligence can actually be more influential upon an individual's success in life (personally and
professionally) than cognitive intelligence (Stewart, 2008). People with high levels of emotional intelligence
abilities are more likely than who have less emotional intelligence to achieve high levels of success in their
workplace. Specially, scholars have stated that social skills are necessary for executive level leaders; as
individuals ascend the organizational hierarchy; social intelligence becomes an relevant determinant
increasingly of who will and will not be successful (Carmeli, 2003).
Emotional intelligence is also an important of personal relationships success, family functioning, and success in
the workplace (Salovey, Mayer & Causo, 2002).
1
“Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational
Workforce” published by Singapore Business Review, 1st November 2011.
http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

Key Note Presentation on “Achieving Career Success with Emotional Intelligence” Page 2
APPENDIX - PROFILE OF KEY NOTE SPEAKER – PROF SATTAR BAWANY
Professor Sattar Bawany is Chief Executive Officer of the Centre for Executive
Education (CEE) and Senior Advisor of Eduquest International Institute. He is
concurrently the Strategic Advisor & Member of International Professional Managers
Association (IPMA) Board of Trustees and Governing Council.
He is also the Managing Director as well as Master Executive Coach with Executive
Development Associates (EDA) Asia Pacific.
Prof Bawany has over 25 years’ international business management experience,
including 15 years in executive coaching, group facilitation, and leadership
development and training with global management consulting firms. In addition to his business and consulting
career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching
senior executives international business strategies and human resource courses at various leading universities.
He is currently the Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM).
Prof Bawany has assumed various senior management roles including that of Managing Director and Talent
Management & Executive Coaching Practice Leader for DBM Asia Pacific. He was also the Global Information
Services (GIS) Business Unit Leader with Mercer HR Consulting. Prior to joining Mercer, he was the Head of Hay
Learning Services and Senior Consultant of Organisational Effectiveness/Leadership Development with The Hay
Group.
Prof Bawany’s passion for people and culture is about creating an environment where employees are valued
and emotionally engaged in the business. He has successfully worked with extensive number of public and
private organisations regionally and internationally specialising in people and culture through transformational
change, starting with the ‘end’ in mind! He is an experienced facilitator and has spent many years developing
leadership capability through the delivery of structured talent management, leadership development
programs including executive coaching.
Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus
on what is most important in their professional and personal lives. He has coached a range of leaders, from
CEOs, to senior vice presidents, and high potential managers. His current work in organisations focuses on
encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined
business results. His specialty is effectively linking people processes to business outcomes.
He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following
themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing
across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession
Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the
Book “Coaching in Asia the First Decade”.
He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on
“The Impact of Executive Coaching on the Personal & Professional Development of Leaders”.
Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute
of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and
the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the
International Coaching Federation (ICF) and International Association of Coaching (IAC).
He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate
with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children,
he believes strongly in work-life balance and is highly dedicated and committed to achieving his goals.

Copyright @2013 Centre for Executive Education Pte Ltd
www.ipma.com.sg/cee/php
1
Prof Sattar BawanyProf Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Senior Advisor, IPMA Asia Pacific
23 August 2013
James Cook University, Singapore campus
“ACHIEVING CAREER SUCCESS WITH
EMOTIONAL INTELLIGENCE”

2
Every morning in Asia, a tiger
wakes up. It knows it must
outrun the slowest deer or it will
starve to death.
Every morning in Asia, a deer wakes
up. It knows it must run faster than
the fastest tiger or it will be killed.
It doesn’t matter whether you are a tiger or a deer: when the sun
comes up, you’d better be running…..
Are You a Tiger or a Deer?

3
About
Centre for Executive
Education (CEE)
 Executive Education
 Leadership & High
Potential Development
 Executive Coaching
 Succession Planning
 Executive Assessment
3
CEE is the Affiliate Partner of Executive Development Associates (EDA),
a global leader in executive development & coaching since 1982.

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• Centre for Executive Education (CEE) is the Executive Development
Division of the International Professional Managers Association (IPMA).
• IPMA is a global ‘not-for-profit’ (NPO) members organisation
headquartered in UK with Regional Offices in Europe, Africa and Asia
Pacific.
• CEE’s mission is to assist client organisation to secure a leading position
in their respective market place and develops a sustainable competitive
advantage through developing their key asset, intellectual capital of the
people.
• CEE offers talent management solutions including career management,
executive coaching and custom-designed leadership development
programs to accelerate individual performance and succession planning
for organisations.
Who We Are

• CEO of Centre for Executive Education (CEE)
• C-Suite Master Executive Coach, EDA
• Senior Advisor, IPMA Asia Pacific
• Adjunct Professor of Paris Graduate School of Management
• Over 25 years’ in executive coaching, facilitation, leadership
development and training.
• Adjunct Professor teaching international business and human
resource courses with Paris Graduate School of Management
• Assumed senior global and regional leadership roles with DBM
(Drake Beam & Morin), Mercer Human Resource Consulting,
Hay Management Consultants and Forum Corporation.
About Your Key Note Speaker

7
Knowing Yourself as a Leader

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• Of all the abilities deemed essential for
effective performance, 67% were related to
EI.
-Rosier 1994
• Of all the competencies that distinguish
outstanding managers (vs. mediocre
managers), 81% are related to EI.
-Boyatzis, 1982
Why do smart people fail?

9
Common Employer Complaints
• Lack of social skills, motivation to keep
learning, and inability to take criticism
• Leads to plateaued or derailed careers
because of crucial gaps in Emotional
Intelligence Competencies

10
Career Derailing or Plateauing
Career Derailing: Upward job progression
stops, often through job loss of some sort, or
shift into a new and less-desirable direction
Career Plateauing: Upward progress and
general growth slows and then completely
stops

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1. Failure to Meet Business Objectives (Achieving Organisational Results)
2. Inability to Change or Adapt During a Transition (The inability to
respond quickly and flexibly to rapidly changing market conditions)
3. Problems with Interpersonal Relationships (Lack of social/emotional
intelligence skills as well as relationship management skills)
4. Failure to Build and Lead a Team (Getting the ‘Right Person on the Bus’,
‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)
5. Failing to make the boss/organization's priorities a high priority
Top Lessons on Career
Derailers for Leaders

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Successful Leaders
“Leadership is all about the ability to have impact and
influence on your followers so as to engage them towards
ACHIEVING RESULTS of your organisation through both
Ontological Humility and Servant Leadership & Level 5
Leadership Styles blended with elements of Socialised
Power/Social Intelligence Competencies ”
(Bawany, 2013)
Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore,
first published on 12 February 2013.

13
Leaders’ Role in Achieving Results
• Profitability
• ROI
• Cost Optimisation
• Employee Satisfaction
• Employee Loyalty
• Company Policies
• Rewards and Flexibility
• Culture, Espirit De Corps
• EQ/EI Competencies
• Leadership Styles
• Level 5/Ontological Humility
Organisational Results
Employee/Stakeholder Engagement
Organisational Climate
Leadership Effectiveness
Customer Engagement/Loyalty
• Customer Satisfaction
• Service Value/
Relationship
Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review,
http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013

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Developing Your
Emotional Intelligence

15
You CAN change this !

16

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IQ vs. EQ
IQ
• Intellectual capability
(IQ), knowledge, and
technical expertise
• Is a threshold, not a
differentiator for
outstanding
leadership
EQ
• Emotional Intelligence
(EQ) is the
differentiating factor
in success
• EI is two times as
important as IQ and
technical expertise
combined

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The more complex the job, the
more EQ (EI Competencies)
matters!!
Importance of EQ in Job Complexity

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Intelligence Quotient (IQ)
IQ refers to an individual’s logical abilities (or the
cognitive aspects of intelligence) such as
memory, problem solving, how to rationalize and
analyze as well as scholastic abilities

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Emotional Intelligence (EI) & EQ
Emotional Intelligence, also called EI and often measured as an
Emotional Intelligence Quotient (EQ), describes an ability,
capacity, or skill to perceive, assess, and manage the emotions
of one's self, of others, and of groups
“Anyone can become angry – that is easy. But
to be angry with the right person, to the right
degree, at the right time, for the right purpose,
and in the right way – that is not easy.”
Aristotle in ‘Nicomachean Ethics’
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

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Emotional Intelligence by Goleman
“The capacity for
recognizing our own feelings
and those of others, for motivating
ourselves, for managing emotions
well in ourselves and in our
relationships.”
Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.
Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.

23
5 dimensions to help you navigate life, living, and
the increasingly diverse workplace we operate in
5 Dimensions of EI by Goleman
Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing
Personal Competence – how we manage ourselves
1. Self Awareness – knowing your strengths and weaknesses
2. Self Regulation - trustworthiness, responsibility, adaptability,
3. Motivation - drive, commitment, initiative, optimism, charisma
Social Competence - how we handle relationships
4. Empathy - awareness of other’s feelings and concerns
5. Social skills - adeptness a inducing desirable responses, such as
communication, conflict management, cooperation, and leadership

24
Self-Awareness
• The ability to recognise and understand your
moods, emotions and drives, as well as their
effect on others
• Hallmarks
– Self-confidence
– Realistic self-assessment
– Self-deprecating sense of humour
Self-Regulation

25
Self-Regulation (Self-Management)
• The ability to control or redirect disruptive
impulses and moods
• The propensity to suspend judgment – to
think before acting
• Hallmarks
– Trustworthiness and integrity
– Comfort with ambiguity / seniority / change
– Openness to change
Self-Awareness

26
Motivation
• A passion to work for reasons that go beyond
money or status
• A propensity to pursue goals with energy and
persistence
• Hallmarks
– Strong drive to achieve
– Optimism, even in the face of failure
– Organisational commitment
Motivation

27
Empathy
• The ability to understand the emotional make-
up of other people
• Skill in treating people according to their
emotional reactions
• Hallmarks
– Expertise in building and nurturing
meaningful relationships at all levels
– Cross-cultural sensitivity
– Service to clients and customers
Empathy

28
Social Skill (Relationship Management)
• Proficiency in managing relationships and
building networks
• An ability to find common ground and build
rapport
• Hallmarks
– Effectiveness in leading change
– Persuasiveness
– Expertise in building and leading teams
Social Skills

29
"A leader's intelligence has to have a strong emotional
component. He has to have high self-awareness, maturity and
self-control. He must be able to withstand the heat, handle
setbacks and when those lucky moments arise, enjoy success
with equal parts of joy and humility. Emotional intelligence is
more rare than book smarts, but it is actually more important
in the making of a leader."
Jack Welch, former Chairman & CEO of GE Inc.
Speaking to The Wall Street Journal
Leadership and EI

30
 Level 5 Leaders:
 Many people have the potential to be Level 5
 Ambitious for the organization – not for themselves
 Set up their successors for even greater success
 Display modesty, are self-effacing and understated
 Are driven by a need to produce results
 Credit success to others but take responsibility for failure
 Level 5 leaders score well on BarOn EQ-i
Level 5 Leadership
Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001

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EI and Developing Future Leaders
• Successful leaders at all levels demonstrate a high
degree of Emotional Intelligence in their role
• Emotionally intelligent leaders create an environment
of positive morale and higher productivity resulted in
sustainable employee engagement
• Critical transitional skills include EI competencies such
as relationship management; cross cultural
communication; effective negotiation and conflict
management
Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession
Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.
Download e-copy from: http://www.ipma.com.sg/publications.php

32
EI Mini Quiz
Important Note: The purpose of the following short quiz is to
provide you with an application of Emotional Intelligence (EI). The
results you get from this quiz are NOT a comprehensive picture of
your EQ.

33
Scenario 1. You are in a meeting when one of your
colleague takes credit for work that you have done.
What do you do?
A. Immediately and publicly confront the colleague over the
ownership of your work.
B. After the meeting, take the colleague aside and tell her that
you would appreciate in the future that she credits you
when speaking about your work.
C. Nothing, it's not a good idea to embarrass colleagues in
public.
D. After the colleague speaks, publicly thank her for
referencing your work and give the group more specific
detail about what you were trying to accomplish.

34
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Answer for Scenario 1
The Credit Stealing Colleague:
The most emotionally intelligent answer is D. By demonstrating an awareness of
work-place dynamics, and an ability to control your emotional responses, publicly
recognizing your own accomplishments in a non-threatening manner, will disarm
your colleague as well as puts you in a better light with your manager and peers.
Public confrontations can be ineffective, are likely to cause your colleague to
become defensive.
A. 0 Points – Immediately and publicly confront the colleague over the
ownership of your work.
B. 5 Points – After the meeting, take the colleague aside and tell her that you
would appreciate in the future that she credits you when speaking about your
work.
C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public.
D. 10 Points – After the colleague speaks, publicly thank her for referencing your
work and give the group more specific detail about what you were trying to
accomplish.

35
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A. Ignore it – the best way to deal with these things is not to
react.
B. Call the person into your office and explain that their
behavior is inappropriate and is grounds for disciplinary
action if repeated.
C. Speak up on the spot, saying that such jokes are
inappropriate and will not be tolerated in your organization.
D. Suggest to the person telling the joke he go through a
diversity training program.
Scenario 2: You are a Manager in an organization
that is trying to encourage respect for racial and ethnic
diversity. You overheard an employee telling both sexist
and racist jokes. What do you do?

36
The most emotionally intelligent answer is C. The most effective way to create an
atmosphere that welcomes diversity is to make clear in public that the social
norms of your organization do not tolerate such expressions. Confronting the
behavior privately lets the individual know the behavior is unacceptable, but does
not communicate it to the team. Instead of trying to change prejudices (a much
harder task), keep people from acting on them.
A. 0 Points – Ignore it - the best way to deal with these things is not to react.
B. 5 Points – Call the person into your office and explain that their behavior is
inappropriate and is grounds for disciplinary action if repeated.
C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate
and will not be tolerated in your organization.
D. 5 Points – Suggest to the person telling the joke he go through a diversity
training program.
The Racist Joke:

37
Scenario 3. You are a college student who had hoped
to get an A in a course that was important for your
future career aspirations. You have just found out you
got a C- on the midterm. What do you do?
A. Sketch out a specific plan for ways to improve your grade and
resolve to follow through.
B. Decide you do not have what it takes to make it in that career.
C. Tell yourself it really doesn't matter how much you do in the
course, concentrate instead on other classes where your
grades are higher.
D. Go see the professor and try to talk her into giving you a better
grade.

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The most emotionally intelligent answer is A. A key indicator of self-motivation, also
known as Achievement motivation, is your ability to form a plan for overcoming
obstacles to achieve long-term goals. While focusing efforts on classes where you
have a better opportunity may sometimes be productive, if the goal was to learn the
content of the course to help your long-term career objectives, you are unlikely to
achieve.
A. 10 Points – Sketch out a specific plan for ways to improve your grade and
resolve to follow through.
B. 0 Points – Decide you do not have what it takes to make it in that career.
C. 5 Points – Tell yourself it really doesn't matter how much you do in the
course, concentrate instead on other classes where your grades are higher.
D. 0 Points – Go see the professor and try to talk her into giving you a better
grade.
The 'C' Midterm:

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In Conclusion: Key to Success
 Every company that wants to excel in the
future must recognise that the ultimate
competitive advantage is a deep leadership
pool where leaders at every level are in tune
with external changes and can adapt to the
speed and depth of those changes.
 Leadership can’t be taught in a classroom
alone, but developmental experiences –
executive coaching, mentoring, executive
Masterclass, voracious readings – can
accelerate a leader’s growth.

40
http://www.youtube.com/watch?v=03o1JZ7c7gI
Video on What Makes a Great Leader?

41
If you do tomorrow what you did yesterday
Your Future is History……………
If you do tomorrow what we’ve covered today
Your Future is Historic!!!
Final Thoughts…

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Prof Sattar Bawany
CEO, Centre for Executive Education (CEE)
C-Suite Master Executive Coach, EDA
Strategic Advisor, IPMA Asia Pacific
Email: sattar.bawany@qscasia.com
Articles: www.ipma.com.sg/publications.php
Slideshare: www.slideshare.net/ipma_singapore
LinkedIn: www.linkedin.com/in/bawany
Facebook: www.facebook.com/ipma.singapore
Twitter: www.twitter.com/sattarbawany
Further Dialogue on Social Media

CEE Key Note Presentation on "Achieving Career Success with Emotional Intelligence" - 23 August 2013

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CEE Key Note Presentation on "Achieving Career Success with Emotional Intelligence" - 23 August 2013