Methods for Increasing Emotional Competence in Coaching &Training
Christine Grimm Aria Consulting International www.ariacx.com In This Session Youll Learn Conclusion How Emotional Competence relates to leadership effectiveness in times of stress & uncertainty Impact of a leaders emotion on motivation, retention and productivity Strategies to embed emotional development into programs Tools & exercises to target and develop emotional competence in real time Language to increase cultural awareness of leadership emotion in the workplace .because of the furious pace of change in business today, difficult relationships sabotage business more than anything else it is not a questions of strategy that gets us into trouble, it is a question of emotions. John Kotter, Harvard Business School
Anyone You Know? Our research tells us that the single most important determinant of individual performance is a persons relationship with his or her immediate manager. Now, Discover Your Strengths Marcus Buckingham & Donald O. Clifton THE EMOTIONAL HIJACK!
Basic law of psychology: excessive negative emotion inhibits the ability to think clearly. Negative emotions, esp. chronic anger, anxiety or sense of futility, powerfully disrupt work; hijack attention from productive tasks Relationships and people are not a priority, unless the person is protecting him/her
BEHAVIOR EMOTIONAL PHYSICAL Our Responses To Threat/Fear/Stress The main purpose of the innermost part of the brain is survival. To Get at Emotion, Go Deep... Amygdala is deep within the most elemental parts of the brain. LEADERSHIP AND EMOTIONS In any human group the leader has maximal power to sway everyones emotions. The fundamental role of the Leader is to drive good feelings in those they lead. If they fail at this, nothing else they do will work as well as it could or should. Daniel Goleman,Primal Leadership Emotions Are Contagious! When leaders drive emotions positively, they bring out everyones best. We call this effect resonance. When leaders drive emotions negatively, they spawn dissonance. Daniel Goleman, Primal Leadership
Emotionally Competent Leaders are in Demand Higher job uncertainty & insecurity workplace stress Higher degree of family & community stress More employees working virtually email and phones as tools for interaction Technology impersonalizes the workplace More project based employees or 1099 Changing diversity in the workplace Age, race, religion, language, gender Greater global reach requiring sensitivity to other cultures
What is Emotional Intelligence? Emotional Intelligence is consciously choosing thoughts, feelings, and actions to create optimal relationships with yourself and others. Used with permission 6 Seconds Self Personal Competence Others Social competence Recognition Self-Awareness Emotional self-awareness Accurate self-assessment Self-confidence Social Awareness Empathy Service orientation Organizational awareness Regulation Self-Management Self-control Trustworthiness Conscientiousness Adaptability Achievement drive Initiative Optimism Stress Management Relationship Management Developing others Influence Communication Conflict management Leadership Change catalyst Building bonds Teamwork /collaboration Four Domains of Emotional Intelligence What is Emotional Competence? Leaders are aware of how their behavior and actions impact employees and the business Leaders use their thoughts and emotions to build strong appropriate relationships Leaders create an environment where employees are motivated, trusted and engaged Leaders partner with employees to set priorities and ensure accountability Leaders demonstrate respect
Realities of Coaching & Training for Emotional Competence Emotional Intelligence (EI) can be taught and learned
EI takes longer to learn than cognitive skills
EI skills must be practiced & tested in context
EI is synergistic with cognitive skills
Priorities for Coaching/Training for Emotional Competence 1) Manage personal stress and anxiety 2) Recognize and name emotions 3) Understand what causes feelings 4) Learn to differentiate between emotion and a real need to take action 5) Overcome depression & negativity with learned optimism 6) Manage anger 7) Connect gut feelings to decision making 8) Identify and react to emotions of others (empathy)
Using Emotions to Maximize Decision Making As a person matures, emotions begin to shape and improve thinking by directing a persons attention to important changes Examples: A child worries about his homework but continually watches TV A teacher becomes concerned about a lesson that needs to be completed for the next day. The teacher moves on to complete the task before concern takes over enjoyment. Mayer and Salovey, 1995 Developing Empathy Empathy is the ability to recognize AND appropriately acknowledge anothers emotional state. In NLP and therapeutic research, empathy includes matching the physiological changes of the other person. Empathy & The Bottom-Line Greater emotional stability Greater interpersonal sensitivity Improved to superior performance for both the leader and the employee
In general, the more emotionally demanding the work, the more empathic and supportive the leader needs to be. Leaders drive the service climate and the predisposition of employees to satisfy customers.
Daniel Goleman, Primal Leadership
Targeted Assessment Individualized development plans Group learning Coaching Opportunities for safe practicing of new skills & behaviorin context of work
Design learning plans based on: Employee feedback (360) Peer Feedback (360anecdotal) Employee Survey Results (Motivation) Past performance appraisals Current job expectations & goals Career path Self-development plans Professional goals
Individualized Development Plans
Embed emotional competencies into curriculum for Targeted classroom training Facilitated discussions Team building Experiential and action learning Virtual learning sessions Peer coaching groups/Be It Groups
Group Learning
Focus on skill/behaviors targeted by individual development plan (IDP) Use curriculum that is embedded with emotional competence exercises, reading content, self- reflective writing and listening activities Breathing Techniques to Slow/Control Hijacking Instant Better Feeling Maneuver Action/Reaction Exercise ABCDE Model Exercise Stop, Challenge and Choose Role Play with Real Life Scenarios
Coaching
Interviews Case Studies Role Plays with Real Scenarios Peer Reviews Challenge Work Assignments In- Basket Assessments On the job training & Evaluation
Opportunities for Practice & Application TAKING EI INTO AN ORGANIZATION Does the organization tolerate low EI behaviors? Does the performance evaluation process include evaluating for EI behaviors? Is there an organizational focus on EI? Does the organizational culture/leadership promote, train, develop, reward high EI behavior?
Building EI Language Into Your Culture Embed emotional competencies in organizational values Talk to executives about the emotional competence of emerging leaders, HiPOs and focus employees Add Emotional Competence as a critical ability in your leadership readiness scale Integrate emotional competencies into job descriptions Build behavior & emotional intelligence questions into interviewing criteria Give the candidate an opportunity to demonstrate: Empathy, self awareness, self management, relationship management
Without a robust relationship with a leader who sets clear expectations, knows you, trusts you and invests in you, you are less likely to stay and perform.
Marcus Buckingham and Donald O. Clifton
Executive Development Senior Team Off-sites Strategic Planning Executive Coaching Training & Education Management Training Programs Professional Skills Training Professional Mentoring Organizational Development Team Alignment Virtual Teams Cultural Transformation Change Management
Christine Grimm Aria Consulting International christineg@ariacx.com ARIACX.com Join our network: http://www.linkedin.com/in/christinegrimm http://www.twitter.com/christinegrimm Qui ckTi me and a decompres sor are needed to see this pi c ture. RESOURCES Emotional Intelligence by Daniel Goleman Emotional Intelligence at Work by Hendrie Weisinger Emotionally Intelligent Living by Geetu Orme Executive EQ: Emotional Intelligence in Leadership and Organizations by Cooper and Sawaf Learned Optimism by Martin Seligman, Ph.D. Primal Leadership by Daniel Goleman Promoting Emotional Intelligence in Organizations by Cary Cherniss and Mitchel Adler Putting Emotional Intelligence to Work: Successful Leadership is More Than IQ by D. Ryback The EQ Edge by Steven Stein and Howard Book The Emotionally Intelligence Manager by Caruso and Salovey