Intelligent Team” and “The Handbook for Developing Emotional Intelligence”. •
Co-Author ... Co-author of “Emotional Intelligence in Action,” “The Emotionally.
Avoid Emotional Intelligence Pitfalls at Work Marcia Hughes and James Terrell Collaborative Growth 303.271.0021 [email protected]
Tweeting? Please use this tag: #EIpitfalls
or (805) 690-5753
Marcia Hughes • President & CEO, Collaborative Growth, L.L.C. • Strategic communications partner for organizations, supporting strategic decision-making and effective communications • Author or co-author of several books, including “The Emotionally Intelligent Team” and “The Handbook for Developing Emotional Intelligence” • Co-Author, with James Terrell, of “Team Emotional and Social Intelligence Survey (TESI)” online assessment
James Terrell • Vice President, Collaborative Growth, L.L.C. • Applies expertise in interpersonal communication to help clients anticipate and respond to change • Coaches leaders, teams and senior management • Co-author of “Emotional Intelligence in Action,” “The Emotionally Intelligent Team” and “A Coaches Guide to Emotional Intelligence”
You will learn Define emotional intelligence (EI) EI pitfalls that sabotage your success Use EI skills to prevent pitfalls Creating a culture to promote EI
Poll: What’s Your Familiarity with Emotional Intelligence? ___ EI is new to me ___ I have read about it, but not used EI ___ I/we work with EI ___ I have benefitted from EI coaching
What is Emotional Intelligence? A set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.
EI relates to Self
EI is a must have leadership skill Key to 27% to 46% of workplace success (MHS)
85-95% of the difference between a “good leader” and an “excellent leader” is due to EI (Daniel Goleman)
EQ-i 2.0 Model
Pay attention to the culture Pitfall: Order your direct reports or others to be happy and engaged. Ignore the impact of reassigning employees who have become friends.
SelfReg a rd
Inter pe rso
l Re s po ns ib
E mp athy
Successful Leaders Prob
Ha pp ine ss
le m S
ility nal R elatio ns hip s Str es s To leran ce Imp u lse C ontro l Re al ity Te sting
SelfAwa rene ss Ass e rtive n es s Indep ende nce SelfAc tu aliza tion
E mo tio na l
EQ-i Subscale Scores
Successful v. unsuccessful leaders 110
Combine skills or … There can be adverse consequences Pitfall: Just instruct your direct reports or others to do something and then walk away
Why can’t we just tell people what to do?
When stress rears it’s ugly head Pitfall: Blast your stress on all in your path
Problems: To solve or NOT to solve Pitfall: Insist that emotions be left at the door when it’s time to solve problems.
Poll: What EI Pitfall Happens the Most in Your Workplace? ___ Directing people without considering their emotions ___ Not considering the cultural context ___ Splattering Stress ___ Problem Solving Approaches ___ Other
When Be Proactive Be Responsive Be Strategic
Practical tips Assessments give you solid data – don’t guess,
that’s what makes it “soft” skills. Focus on specific practical applications of EI. Combine your skills and target your behavior for success. Build EI development into your plan for measurable success.
Questions? Marcia Hughes and James Terrell Collaborative Growth [email protected]
Individual Development with EQi 2.0:
http://www.cgrowth.com/emotionalint elligence.html Team Development with TESI:
www.EITeams.com; [email protected]
Emotional Intelligence in Action
by Hughes and Terrell The Emotionally Intelligent Team
by Hughes and Terrell
• Sept. 27: Learning as a Business Initiative: Corporate Universities • Oct. 4: Closing More Profitable Sales: 3 Counterintuitive Strategies • Oct. 9: Improving Effectiveness by Leveraging a Variable Workforce • Oct. 4: Closing More Profitable Sales: 3 Counterintuitive Strategies
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Today’s Speakers: Marcia Hughes and James Terrell
Today’s Sponsor: MHS
All of you for attending
Questions or Comments? Please contact Tim Sosbe: