Beyond the Books: Resilience and its influence: How to build emotional intelligence for future career success
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When you hear the word resilience, what do you think of? Do you think of bouncing back from study let downs? Or perhaps maintaining consistent passion to reach your study goals with each new semester? By developing emotional intelligence, resilience can be a by-product used to help you through all of your study hurdles. This free, one-hour webinar will have you re-thinking your perception of resilience, open your mind to the importance of creating emotional intelligence and provide you with awareness of yours and others’ feelings to help ensure your career success.
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Beyond the Books: Resilience and its influence: How to build emotional intelligence for future career success
- 5. Today’s presenters Brett Johnson • Associate Director (Development & Engagement) • Master of Leadership (Monash) • Associate Certified Coach (ICF) • Empowering individuals to increase self-agency and achieve their version of success Renee Stafleu • Manager (Diversity and Inclusion) • Genos EI Certified Practitioner • IECL Certified Coach • Building workforce capacity by supporting people to identify strengths and bring their whole self to work
- 6. Learning objectives • Understand the concept of resilience • Learn about the connection between emotional intelligence and resilience • Appreciate your current level of emotional intelligence and personal resilience • Develop strategies to build your personal resilience
- 8. Personal resilience “The one who falls and gets up is so much stronger than the one who never fell”
- 9. VUCA world • Volatility • Uncertainty • Complexity • Ambiguity
- 11. 24-hour emotion activity Write down as many feelings you can recall experiencing during the last 24 hours. Total number recalled: Total number of productive: Total number of unproductive:
- 12. Poll 1
- 14. Poll 2
- 15. The 24-hour emotion activity • The first number represents your level of emotional awareness over the last 24 hours without a prompt • The second number represented your level of emotional awareness with enhanced emotional expression • This ratio gives you a window into your decisions, behaviour and performance over this period
- 16. The world of work and study today
- 17. The world of work and study today
- 18. The neuroscience of emotions
- 19. The neuroscience of emotions
- 20. Emotional intelligence and resilience • Self awareness • Emotional expression • Authenticity • Empathy • Self management
- 21. Assessing your personal resilience
- 22. Poll 3
- 23. Building resilience and emotional intelligence
- 24. Strategies to build resilience
- 26. Approach the world with a growth mindset https://teach4theheart.com/help-students-choose-growth-mindset/
- 28. Look after your health • Sleep enough • Eat whole foods • Exercise most days • Vary daily postures • Use tech to your advantage https://www.theredimediclinic.com/holistic-health-care/
- 29. Strengthen relationships • Peer coaching/mentoring • Support networks • Coach/mentor • Lean into conflict/difficult conversations • Asking for and effectively responding to feedback https://www.artsfwd.org/how-to-resolve-conflict-with-dignity/
Hinweis der Redaktion
- Perhaps we could cover why we are interested in this topic? And out connection to this topic?
- Let me introduce the purpose of this workshop. One of the most robust, consistent findings in the area of social sciences is that there is a direct link between the way people feel and the way people perform. As such, we all need to be skilled at identifying, understanding and influencing emotion within ourselves in order to perform. During this session we will discuss resilience, the connection between emotional intelligence and resilience and identifying your personal resilience. We will also explore and practice tools and techniques for building your own resilience.
- When faced with adversity in life, how does a person cope or adapt? Why do some people seem to bounce back from tragic events or loss much more quickly than others? Why do some people seem to get “stuck” in a point in their life, without the ability to move forward? Psychologists have long studied these issues and have come up with a label you may be familiar with: resilience. When faced with a tragedy, natural disaster, health concern, relationship, work, or school problem, resilience is how well a person can adapt to the events in their life. A person with good resilience has the ability to bounce back more quickly and with less stress than someone whose resilience is less developed. Everybody has resilience. It’s just a question of how much and how well you put it to good use in your life. Resilience doesn’t mean the person doesn’t feel the intensity of the event or problem. Instead, it just means that they’ve found a pretty good way of dealing with it more quickly than others. Everyone can learn to increase their resilience abilities. Like any human skill, learning greater resilience is something that you can do at any age, from any background, no matter your education or family relationships. All you need to do in order to increase your resilience is have the willingness to do so.
- Because resilience is not a trait or ability you either have or don’t have, it is unique to you. Although levels of resilience differ from person to person, everyone is resilient and can improve their level of resilience. Resilience is typically enhanced by systematically engaging in activities or techniques that help facilitate good physical and mental health. Highly resilient people do experience negative emotions and thoughts and aren’t always optimistic. They are however, able to effectively balance negative emotions with positive ones, and make effective responses to emotions.
- Explain VUCA Outline the needs for resilience Tie in some future of work, future required capabilities infoo Lead into EI and resilience
- High work demands can lead to people feeling a range of unproductive emotions, as illustrated on this slide, and that – as we will see during this program – these emotions can cause people to behave in unproductive ways, which in turn can cause us to feel less engaged in our work engagement, can narrow/limit our thinking, reduce creativity and negatively impact productivity. The other characteristic of the world of work is the increasing number of people working in roles that require high levels of ‘emotional labour’. These roles, such as aged care, customer service and health, also place a significant load on our ability to self-manage and be resilient in our behaviour.
- From the perspective of leadership, this program is designed to support leaders in creating positive emotions in themselves and the people they lead. This, as we will explore during the webinar, is not only critically important for leadership effectiveness but requires high levels of self discipline, self-awareness, empathy, authenticity and emotional management. The program will explore tools and techniques to develop these competencies for ourselves.
- To understand positive and negative emotions in more depth, we need to understand in a little more depth the neuroscience of emotions. Neuroscience is the study of the biological mechanisms of the brain. Research has shown that whenever an event around us occurs (such as the way someone speaks to us in a meeting), the first thing that happens is our emotional brain, which involves structures such as the amygdala, tags that event as either a reward or a threat. The tag is an emotion. Reward emotions are typically positive, and threat emotions are typically negative. This emotion tag is communicated to the thinking brain, which involves structures such as the prefrontal cortex. The prefrontal cortex, or thinking brain, helps us determine good from bad, better from best, and it helps us anticipate behaviour and determine the behavioural response to make to events. As such, the first principle of this program, and indeed one of the underpinnings of emotional intelligence theory, is that the way you feel influences the decisions you make and the behaviour you display. The second interesting finding from research on the neuroscience of emotions is that the emotional tag or emotional signal sent from the emotional brain interacts in a way with the thinking brain that can either enhance or impair its functioning. More specifically, this research has shown that positive emotional tags, such as feeling satisfied, valued or useful, tend to enhance the functioning of our prefrontal cortex, helping us think more openly, creatively and laterally. As such, when we experience positive emotions, either consciously or unconsciously, we tend to be more open to new ideas, we tend to be more engaged and willing to do difficult things and develop new solutions, and we tend to think more deeply about issues and see more options. Positive emotions also increase dopamine levels, which are important for interest in things and learning. Conversely, this research has shown that negative emotional tags, such as feeling concern, worry, frustration or stress, tend to limit the functioning of our prefrontal cortex, narrowing our thinking and limiting our interpretation of events. These negative emotions tend to diminish our cognitive resources. As a result, we become biased in our views, lose our capacity to objectively evaluate situations and conceptualise our best responses to them. You may have experienced this in a verbal conflict with someone where you felt threatened and thought about all the best or “smartest” things to say once you’d walked away from it. Work by researchers and academics, such as Barbara Fredrickson, have further helped us understand the way positive emotions enhance the functioning of our prefrontal cortex – this is often called the “broaden and build” effect. In summary, the science on emotions has found that the influence emotions have on our decisions, behaviour and performance is both conscious and unconscious, productive and unproductive. We aren’t conscious of the way we feel about 85% of the time and, therefore, developing greater levels of self-awareness is a foundational element of being more emotionally intelligent.
- If you look into the science of emotions, you’ll find that the way we feel influences three very important parts of ourselves. Firstly, the way we feel influences the way we think and the decisions we make. For example, you don’t ask the boss for a pay rise or more resources when they are in a bad mood. Secondly, the way we feel influences our behaviour. Where do emotions show up? In our facial expressions, body language and tone of voice. Because of this, they are fundamental to how we interact, build rapport, connect and collaborate with others. Finally, the way we feel influences our performance. For example, people perform best when they feel valued, cared for, consulted, or when they feel like they are doing meaningful work.
- So, what is emotional intelligence? Emotional intelligence is a set of abilities to do with emotions, specifically the ability to perceive, understand, express, reason with and manage emotions within oneself and others. We are known to differ in these abilities and what we do with them, just as we do with other more IQ-related abilities. Applied to leadership, emotional intelligence is about how intelligent you are at using emotions to get positive results. We are going to use a model of emotionally intelligent leadership competencies in this program, which I’ll explain more with the next slide.
- Now, I would like to invite you to assess which of these strategies you are currently using with this personal resilience quiz. Read the instructions complete the quiz Score the quiz Share via poll.
- Let’s go through some proactive management techniques to help us build our personal resilience When I say proactive, I explicitly mean the things we can and should do on a regular basis We have grouped the techniques into four categories Thinking Physical Relational Environmental Within each of this categories I will highlight a few key activities to explain in more detail
- Our mind is the most powerful tool we have However, it is also fundamentally lazy/efficient in the way that it operates As Renee mentioned earlier, the brain is constantly scanning the environment looking for threats and rewards It is also using what it has already experienced in life to make quick decisions In essence what each of us see isn’t the world as it is, rather it is the our interpretation of the world that fits in with our pre-held beliefs and assumptions For example, if you were to go to a supermarket, which generally has 70,000 different items, and took just 30 seconds to look at each item and decide whether to buy it, it would take you 3.5 weeks to complete your shopping Clearly we can’t spend 3.5 weeks doing a shop, so we get what we know and find some in the known places, the brain is amazing at developing and leveraging habits The downside of this is that we are at the risk of losing perspective, and making ill-considered decisions, or jumping to conclusions A method to remedy this is to understand how our brain (cognitively) gets from a fact to a decision/action One of the most effective models and ways to do this is The Ladder of Inference Ladder of Inference was developed by organizational psychologist Chris Argyris and made popular by Peter Senge. The ladder of inference is metaphorical ladder with several rungs: The first is observable data, everything that may be captured in a situation, e.g. you have a group meeting to work on an assignment and you are the dedicated lead From there we select data as the there is too much information to fully interpret, e.g. one of the team members appears distracted, shifting in chair, checking watch The next step is start to add meeting via assumptions we hold, e.g. that team member looks uncomfortable From there we draw conclusions, e.g. I think they are uncomfortable because there is something they don’t want to share or they don’t like the way I am running the meeting From here we can draw a belief, what I think about the situation, e.g. I believe this person is trying to undermine me and isn’t a team player and isn’t contributing And from there act in a certain way, e.g. ask questions more directly, call out in meeting, The big issue that can occur is that our beliefs are a filter to what data we select, so if I believe person isn’t contributing, I will select the data that validates/supports my belief and ignore the data that doesn’t So in order to build resilience, we can get some perspective by intentionally moving down the ladder. You can do this by: Finding where you are on the ladder Question the assumptions and conclusions you are drawing? E.g. what else could be going on, what did I miss, what else can I see Seek contrary data, from other people or person in question, e.g. person in question injured back and really needed to get to physio
- Another thinking strategy is to approach the world using a growth mindset as opposed to a fixed mindset. Work developed by Carol Dweck A fixed, people believe their qualities are fixed traits and therefore cannot change. Success is built on talent Alternatively a growth mindset, people believe that their learning and intelligence can grow with time and experience. Success is built on effort and work. Basic abilities are just the starting point Making mistakes does not mean you are a value, mistakes are an opportunity to learn. Some ways to develop growth mindset Cultivate a sense of purpose -> is what I am currently doing part of a major life goal/purpose. Hold a sense of perspective. GRIT -> perservance and passion for long term goals, stick towards long terms goals, and to keep going despite adversity. Reframing mental stories “I’m not good at this -> “What am I missing?” “I give up” -> “I’ll try a different strategy” “This is too hard” -> “This may take some time” “I made a mistake” -> “Mistakes help me learn” Learning pit: Go through learning Connect back into notion of lifelong learning Some stats A picture Perhaps even a short video Take on challenges as an opportunity to learn and grow (stretch) Prioritise learning over seeking approval, focus on developing yourself for yourself and not for others. Focusing on other peoples approval can close us down to opportunities. Be open to receiving constructive criticism, think of criticism as a way to learn. Focus on the process and not just the end result. Try to enjoy the learning process and get the most out of each learning experience. Things worth doing take time. E.g. to master a skill takes
- Introduce and explore mindfulness Perhaps even do an activity on the line Perhaps even the four breaths, connect back into the reactive technique and how the brain works Google rolled out a Search Inside Yourself that teaches emotional intelligence through mindfulness meditation -> image of book cover?
- Physical Sleep enough Eat more whole foods Exercise– something most days Stand-up/sit down desks/meetings Utilising techn and things like apps Part of this is your physical environment Environmental Modifying work hours Working form home or in other environments Structuring email and call times Burning scents, playing music Can withstand a change in financial situations
- Focus on a simple way to have conflict/difficult conversations Could I even introduce strength deployment inventory, conflict stages What to look for in others Know your own levels of conflict and how to get out Have the conversation Formula/strategy to have the conversation
- Importance of have multiple ways to gain value as a person Not just work or study or a hobby, but several, much like a diversification portfolio