A strong team thrives using clear concise communication. Many times, our communication as managers can be muddled because of our personal level of self-awareness combined with varying professional backgrounds. This discussion explores melding emotional intelligence and highly intelligent teams to drive hyper-technical projects to closure. By using behavior modeling taught by Dr. BJ Fogg from Stanford University, the studies conducted by Dr. Daniel Goleman from Harvard University, and Hersey's Situational Leadership model I will go over a simplified way to impact every person on a team creating positive repeatable results. We will also discuss how to incorporate these concepts personally, finetuning our ability to be self-aware in any moment creating the ability to navigate and solve complex unexpected challenges. I will present a combined approach that starts with us as individuals and expand on those concepts teaching where, when, and how to apply the same principals to a team. Prompting and sparking the desired result. This is based on the concepts that not every person has the same motivational triggers and not every challenge is overcome with one technique. Many times, the more complex the project or challenge the more simplified the solution approach becomes and conversely a challenge that seems or appears simple requires a layered solution.

1. The Missing 10mm Socket

2. ~ The views and opinions expressed in this session are those of the speakers and
do not necessarily reflect the position of:
~ Our Employers (We do not want to lose our jobs);
~ Our Family or Pets;
~ Our Friends (well, some of them we blame);
~ Political Affiliation;
~ Our Social & Service Organizations;
~ Any Non-Profit Chapter or InfoSec Organization we pretend to belong to;
~ North Carolina; or
~ Fake News!

3. A Little About Me:
 13 year Army Veteran
 Got my start with Information Assurance and protecting PII and
PHI.
 8+ years experience in the IT industry with multiple industry and
Department of Defense certifications including IT and Program
Management.

4. The One Percent
 The Top1%= Intelligence Quotient (IQ) needed to be successful
regardless of circumstance.
 The Top 1% = Emotional Intelligence (EI) needed to be
successful regardless of circumstance.
 1%= The amount of candidates that meet the exact criteria for a
job role.
 The amount of managers that can effectively use the 4 pinnacle
leadership styles.

5. 4 Largest Misconceptions
 Women have higher EI than men.
 Emotional Intelligence is a myth or IQ is more
important than EI.
 Emotional Intelligence is just a fancy way to
say over empathetic.
 EI is the ability to manipulate people
“In a study of skills that
distinguish star performers in
every field from entry-level jobs
to executive positions, the single
most important factor was not
IQ, advanced degrees, or
technical experience, it was EQ.”
~Daniel Goleman~

6. Emotional Intelligence:
Fact, Fiction, or Fraud
It is the capacity to
recognize our own
feelings and those of
others, to manage our
emotions, and to
interact effectively with
others.
~Daniel Goleman~
 EI is NOT empathy
 EI is NOT happiness
EI is NOT motivation
EI is NOT being calm
 Emotional Intelligence is NOT being agreeable

7. Perceiving Emotions:
The bedrock of
emotional intelligence is
the ability to receive and
express emotions in the
voice or face of yourself
or another person.
Managing Emotions:
This is where you learn
to work with emotions.
If you’re uncomfortable
in a situation, you learn
to withdraw. If a friend
is angry, you know how
to calm him/her.
Understanding
Emotions:
You have to be able to
interpret emotions to
find their meaning.
Being able to tell your
boss is upset; EI is what
helps us figure out if it’s
our work, a bad day, or
something personal
causing that emotion.
Using Emotions to
Help You Think:
Emotions help you pay
attention to what
matters most. They’re a
shortcut for
prioritization. When
something connects
with you emotionally, it
immediately draws your
attention. That’s why
“viral” videos are often
laden with emotion.
What EI Is:
Emotional Intelligence:
Fact, Fiction, or Fraud

8. Finding the Start
 What is the one thing I can control?
 How well do I know my EI score and what
does it mean?
 Starting with the feeling, can I identify the
area that needs my attention?
 Does the change apply to the project and
team, myself, or all three?

9. 3 Core Behavioral Prompts
and
Leadership Techniques
 Sensation
 Pleasure
 Pain
 Anticipation
 Hope
 Fear
 Belonging
 Rejection
 Acceptance

10. Behavior Modeling

11. The Real Questions
 Which leadership technique is best for the
desired end result?
 Is this a one on one assignment or a team
project?
 Throughout the project and team how
many techniques are needed?
 Am I able to peek and flow through all 4 or
do I need assistance?

12. The Honest Answer
 There are up to 6 different leadership styles.
 There are 6 groupings of EI Competencies.
 Can I build traceability between the EI competencies and
the managing complex change matrix?
 If one technique isn’t working draw it out and try another
one.
 Lean on a mentor.

13. The Missing 10mm Socket
QUESTIONS?