Emotional Intelligence Coaching
•Als PPTX, PDF herunterladen•
2 gefällt mir•1,040 views
This document discusses emotional intelligence and its importance in coaching. It defines emotional intelligence as the ability to understand oneself and relate well to others. The four domains of emotional intelligence are self-awareness, self-management, social awareness, and relationship management. Coaching is identified as an effective way to develop emotional intelligence competencies in oneself and others. Feedback from 360-degree surveys is highlighted as an important tool for measuring improvement in emotional intelligence over time.
Empfohlen
Weitere ähnliche Inhalte
Was ist angesagt?
Was ist angesagt? (20)
Andere mochten auch
Andere mochten auch (9)
Ähnlich wie Emotional Intelligence Coaching
Ähnlich wie Emotional Intelligence Coaching (20)
Kürzlich hochgeladen
Kürzlich hochgeladen (20)
Emotional Intelligence Coaching
- 1. MAL 515 Organizational Systems Coaching Emotional Intelligence & Coaching “Your foremost job as a leader is to take charge of your own energy, and then orchestrate the energy of others.” – Peter Drucker
- 2. Learning objectives By the end of this lesson, you should: Understand the construct of emotional intelligence, and know the leading thinkers behind it State the relationship between emotional intelligence and leadership Distinguish the role of emotional intelligence within coaching – both as the coach and the coachee Identify how coaching can be a tool to increasing emotional intelligence competency
- 3. Emotional intelligence Originally introduced in a 1990 paper by John Mayer and Peter Salovey Read the original paper Watch Peter Salovey speak on emotional intelligence and leadership at a Yale University conference Made popular by Daniel Goleman’s book Emotional Intelligence: Why It Can Matter More Than IQ in 1995 Watch Daniel Goleman introduce emotional intelligence Quick and Simple: Emotional Intelligence (EI) – sometimes called EQ – is the ability to fully understand oneself and relate well with others.
- 4. The EQ model Four domains of Emotional Intelligence: • Self-Awareness: the ability to tune into one’s own emotions and recognize their impact • Self-Management: the ability to keep disruptive emotions and impulses under control • Social Awareness: the ability to be empathetic and to take an active concern in others • Relationship Management: involves skills that inspire, influence, and motivate; abilities to develop others through feedback and guidance; to resolve disagreements and build bonds
- 5. Why is eQ important to coaching? “Emotional intelligence is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.” - Daniel Goleman
- 6. Coaching & Measuring eq • Studies have shown low-EQ by managers contributes to 40% of workplace turnover • Organizational “soft skills” training is another way to approach EQ coaching • Measuring EQ is important to assessing EQ growth • 360-feedback surveys can provide a great tool to assess EQ competency
- 7. effective eq coaching Five Requirements for Effective EQ Coaching 1. Continuous improvement of your own emotional intelligence 2. Personal mastery of vision and values 3. Strong personal relationships with your direct reports 4. Frequent, spontaneous coaching 5. Structured conversations Adapted from the American Management Association
- 8. Personal activity Readiness to Coach • Do you have a genuine regard for and interest in others? • Do you have a high level of self- regard? • Can you suspend your own judgments and assumptions and listen without bias? • Do you regularly listen to your own feelings and assess how they affect your behavior? • Are you open to learning the necessary skills and committing to ongoing learning to broaden your view of the world? Readiness to be Coached • Are you looking to make changes? • Are you ready to take responsibility for where you are and where you want to be? • Are you open to challenge and hearing a fresh perspective? • Are you willing to be different and take the actions that are necessary to improve your performance and your leadership skills?
- 9. Key points • Emotional intelligence plays a crucial role in the success of an organization • Coaching is one of several ways to develop emotional intelligence capabilities • Emotional intelligence in coaching goes two ways • Developing EQ (throughout the organization) supports embedding leadership & engagement • Feedback is the most important tool in measuring EQ improvement progress
- 10. discussion Using your answers to the Personal Activity assessment, reflect on a time in which you were coached successfully. How did they coach you to improve your emotional intelligence competency, and how did your coach employ emotional intelligence themselves? What steps will you take to continue improving your EQ in order to be a better leader and a better coach? Q:
- 11. Discussion: sample At my previous job, members of project teams that I worked with completed a 360-degree feedback survey on my performance. I thought I was very intuitive and would be perceived as helpful, but many of my colleagues responded that they felt I was condescending and arrogant. My boss partnered me with a coach to improve my communication skills. We met weekly to discuss real situations that had occurred and how to handle them with emotional intelligence. My coach displayed EQ and built trust and rapport with me by helping me walk through scenarios without telling me what I did wrong, but how to do better. She gave sincere feedback and actively praised me for my progress when we reassessed my skills with a new 360-survey. To continue growing my emotional intelligence skillset, I will continue to assess where I am by soliciting the feedback of others and acting to make changes as needed. As a coach, I will make sure that I build personal relationships with my coachees, and am as invested in their success as my coach was in me. A:
- 12. Discussion: sample At my previous job, members of project teams that I worked with completed a 360-degree feedback survey on my performance. I thought I was very intuitive and would be perceived as helpful, but many of my colleagues responded that they felt I was condescending and arrogant. My boss partnered me with a coach to improve my communication skills. We met weekly to discuss real situations that had occurred and how to handle them with emotional intelligence. My coach displayed EQ and built trust and rapport with me by helping me walk through scenarios without telling me what I did wrong, but how to do better. She gave sincere feedback and actively praised me for my progress when we reassessed my skills with a new 360-survey. To continue growing my emotional intelligence skillset, I will continue to assess where I am by soliciting the feedback of others and acting to make changes as needed. As a coach, I will make sure that I build personal relationships with my coachees, and am as invested in their success as my coach was in me. A: Negative feedback can be hard to hear, but it’s a starting point in identifying areas for improvement! This is part of being a good coach – seeing another perspective without being judgmental! What short- and long- term goals did you set with your coach to measure in your 360-survey? Excellent! What insight would you share with others that you see struggling with developing emotional intelligence skills
Hinweis der Redaktion
- For my mini-presentation sample, I reviewed the core competencies listed the MAL 515 syllabus. Emotional intelligence is among the core concepts and skills listed, and while this is perhaps a concept explored deeper in other MAL program courses (including MAL 505, which is where I think I spent the most time on it specifically), there is --- I believe --- a strong case to be made for the importance of EQ within coaching, both from the perspective of being coached and of being the coach – both of which have a substantial impact of leadership within an organization. So, while I re-introduce the concept of emotional intelligence and its framework inside this sample presentation, the main focus of the lesson is really on the relationship between EQ and coaching, and encouraging students to explore that concept deeper from both sides.
- So, first, let’s begin with making sure we fully understand the concept of emotional intelligence. Very quickly, and this is about the simplest premise I can come up with: emotional intelligence – which is sometimes referred to as EI or EQ – is the ability to fully understand oneself and relate well with others. This concept was originally introduced in a 1990 paper by John Mayer of University of New Hampshire and Peter Salovey of Yale (sal-oh-vey) entitled “Emotional Intelligence: Imagination, Cognition, and Personality.” Salovey and Mayer proposed the idea that we have “evolved an emotional system” that helps us to communicate and solve problems ---they coined this emotional system as emotional intelligence, and defined it as the ability to monitor your feelings and those of others – and use this information to guide thinking and action.I’ve included a link to the full PDF of the original paper from Yale’s website. Additionally, there is a link to a 19-minute video, which is an address by Peter Salovey – who is now the Yale Provost – where he discusses his original paper and some of the research behind it. Both of these are worth exploring to grasp the foundations of emotional intelligence.In a more mainstream fashion, Daniel Goleman made emotional intelligence popular, especially in the management sector and in organizational coaching, with his 1995 book “Emotional Intelligence: Why it can matter more than IQ.” Watch the video I’ve included here for his thoughts and framework – which continues to earn reputation as a management principle, and as we’ll discuss it further in this lesson as it applies to organizational systems coaching.It is worth it to note that while the concept of emotional intelligence was perhaps made most popular by Goleman, Mayer and Salovey continue to publish widely on the concept --- including papers throughout the 90s and into early 2000s. In 2002, Mayer and Salovey along with colleague David Caruso (also of Yale) introduced the Mayer-Salovey-Caruso Emotional Intelligence Test (or MSCEIT) which was developed in conjunction with the MHS and is an ability-based test designed to measure the four branches of the EI model as introduced by Mayer and Salovey. Similar to Goleman’s model, their four sectors were perceiving emotion, facilitating thought, understanding emotions, and managing emotions.
- Diving into Goleman’s model, he has asserted that emotional intelligence occupies four domains, including self-awareness, self-management, social awareness, and relationship management – this is the framework seen most often in coaching.Self awareness: the ability to tune into one’s own emotions and recognize their impactSelf management: the ability to keep disruptive emotions and impulses under controlSocial awareness: the ability to be empathetic and take an active concern in othersRelationship management: involves skills that inspire, influence and motivate as well as the ability to develop others through feedback and guidance, resolve disagreements, and build bonds A total of eighteen distinct leadership competencies exist and can be subsidized into a list of eight basic qualities, including the ability to: motivate oneself and persist despite frustration; regulate one’s own moods; empathize; delay gratification; handle stress well; have verbal and nonverbal skills in sync; have self/other acceptance and tolerance; and promote group harmony.Because an individual’s emotional competence is particularly central to leadership, knowledge and acceptance of EI provides what Goleman calls a “leadership edge” in the measurement of a leader’s strengths and weaknesses, making emotionally intelligent leaders ultimately more successful.
- So, with that in mind: why is emotional intelligence important to coaching?Goleman says: emotional intelligence is the spark that ignites a company’s performance, creating a bonfire of success or a landscape of ashes.” This implies that emotional intelligence, which a strictly human capacity, is a foundational building block for an organization’s success --- going one step deeper, this means that it’s leaders are instrumental in whether an organization lights up in success or burns in failure. Key point: Leaders must have emotional intelligence. What happens when they don’t? The Center for Creative Leadership conducted a study and found that rigidity, poor relationships, and the inability to lead teams are the most common traits among leaders whose careers derail. Some common issues were impatience, not letting others finish a sentence, figuring out what people are saying before they have a chance to say it, trying to be right versus relational, not treating people with enough respect, and being perceived as arrogant or opinionated. These are all areas that signify a lack of emotional intelligence, and that have an actionable remedy --- coaching.A leader’s moods and actions have an enormous impact on those they lead – it can inspire, arouse passion and enthusiasm, and keep people committed and motivated. Likewise, it can also deflate morale, it can cause people to become frustrated or to lose motivation. Leaders who possess emotional intelligence are better equipped to induce desirable responses and capture the ‘discretionary energy” of others. Because of this, more and more companies are listing EI capabilities as criteria for selection, advancement, and even retention. Though we call emotional intelligence EQ, unlike IQ -- -which is a static intelligence,emotional intelligence can be developed over time --- this is a process that Goleman refers as “maturing.” In fact, some studies have shown that EQ tends to increase with age, even without deliberate interventions, which supports that. Six Seconds did a nice white paper on that subject, which you can find at www.6seconds.org. Training, coaching, and feedback can substantially improve emotional intelligence, too – we’ve seen that having high emotional intelligence boosts career success and potential, leadership talent, and improves other aspects of life, too include health, relationship satisfaction, happiness and even humor! And we can see measurable results of coaching of EI competencies in tools like 360-degree feedback surveys and the Mayer-Salovey-Caruso Emotional Intelligence Test I mentioned earlier.By the way, research has shown that a critical mass of EI capabilities has significant benefits to the bottom line --- revenue --- by as much as 28%.
- Our inherent ability to identify and manage out own emotions and recognize and empathize with those of others is relatively stable over time --- yet with coaching, we can improve. And, as leaders, it’s important that we do: some employee engagement surveys have shown that managers and their beaviors – or lack of EQ -- are the leading cause of employee disengagement and stress --- resulting in something like 40% of workplace turnovers --- which is a major inhibitor of productivity and retention --- this has a huge impact on an organization. Although EQ coaching isn’t a cure all, it is one step in bolstering the leadership skills of individuals and the leadership culture of an organization, too.Many organizations implement EQ training or coaching programs under the guide of “soft-skills improvement.” Studies suggest that the most coachable element of EQ is interpersonal skills, but even empathy can be trained in adults. Interestingly enough, research from neuropsychological studies highlight the plasticity of the social brain, suggesting that with adequate training, people can become more pro-social, altruistic, and compassionate. It’s important to mention that coaching EQ is not “therapy” – it’s not diving into the mechanics of why a person acts a way, its about keeping coaching conversations focused on a person’s performance and how certain behaviors have an impact on their ability to function as leaders in the workplace. It’s about imprving, making changes. And coaching does work – we can coach EQ with measurable results: Well-designed coaching programs can show improvements of 25% - 50% of emotional intelligence competency ----Because there is a very weak relationship between our self-diagnosis on emotional intelligence, tools that help us understand our strengths and weaknesses by soliciting the insight of people we interact with help us to better gage where we realyy stand. Perhaps the best evaluator of emotional intelligence improvement is through feedback assessment methods, such as 360-degree feedback surveys. ]
- The American Management Association has listed five requirements for effective coaching.Continuous Improvement of Your Own Emotional Intelligence To provide coaching for emotional intelligence, you must assess aspects of your own emotional competencies that need improvement. To be a credible coach, you must model the very behaviors you are asking people to develop, which is not as easy as it may seem. Personal Mastery of Vision and Values Mastery of vision and values begins with declaring your vision and values. Every organization has a mission statement and a statement of core values. Every leader in the organization must consider how well he or she is personally living up to both. Even one visible leader being allowed to remain in the organization in spite of treating people in ways that are a gross violation of the company's stated values creates cynicism within the organization. In addition to the corporate mission and values, every leader should have a personal vision statement and a list of core values. Strong Personal Relationships with Your Direct Reports You cannot hold yourself at a personal distance and still build the personal influence that will allow you to be an effective coach of emotional intelligence. That does not mean that you share intimate detail of your life with them, but it does mean reaching out and establishing contact – building trust and rapprt -- with people at a personal level. It means getting to know people and what is important to them. You learn about their aspirations, their goals, and their motivations. This is a two-way street. You must let people get to know you as well. You can talk about your vision and values. You can share something you've read that inspired you recently. You let people know about your professional history and important events that shaped the progress of your career. You may talk about leaders who have been influential in your development and what qualities these people had that touched you. And you share enough details about your personal life so that people can feel a sense of connection with the person behind the role you play in their lives. Frequent Spontaneous Coaching People need to know that you are paying attention to what they do and that they can count on frequently hearing from you regarding what you appreciate about their performance as well as how they can improve --- like most aspects of leadership, people need to know that you’re a constant fixture of support. Acknowledgment lets people know that you are paying attention to their performance and that you appreciate their efforts. And,f people are used to getting positive feedback from you on a regular basis, it makes them more open and receptive to your corrective coaching. Structured Conversations When Spontaneous Coaching Doesn't Get the Job Done Sometimes frequent praise and corrective feedback is not enough, and coaches may need a more rigorous and disciplined approach to your coaching. We will explore some more structured coaching models later in this course.
- With the previous slide in mine, remember that in coaching, emotional intelligence is a two-way street. And while there’s not much research to date on coachability specifically, a recent study did show that evaluating coachability levels at the start of a coaching engagement can increase the effectiveness of coaching --- which makes sense: if you know where you begin, you can measure where you end.So, as a personal activity, ask yourself the questions in each of the columns on this slide. We'll revisit this activity and the five requirements for effective EQ coaching in this week’s discussion.For one – leaders working on their emotional intelligence competencies must be ready to be coached. They must be looking and ready to make changes, open to being challenged from a fresh perspective, and of course, willing to take actions to improve their leadership skills.But coaches, too, must have the emotional intelligence skills to be a coach… Coaches must have a genuine interest in orders, and confidence in themselves. They must be able to suspend their own bias. They must be emotionally competent – regularly listening to their own feelings and how they affect their behavior. And, of course, they must be willing to continually learn skills and broaden their perspectives, too.I encourage you to answer the questions on both sides of the assessment – see if you’re ready to be coached and ready to coach.
- For a discussion question, I wanted to make sure that the correlation between emotional intelligence and coaching was understood, and I wanted to encourage reflection on a past situation that students could look at through a slightly changed lens and see another angle that perhaps they hadn’t seen before.