Emotional Intelligence: Survive and Thrive Through Change by Clare Edwards AIMM, delivered at the Australian Institute of Management Open House in Brisbane on Wednesday 7 August 2013.

1. Emotional Intelligence
Survive and Thrive through Change
Clare Edwards AIMM

2. Realistic Learning Outcomes
A high level (or further) understanding of:-
 The criticality of self-awareness and self-regulation
 The role that the brain plays in navigating change
 The 5 social needs that drive our behaviour
 How to support yourself and others through change
 The M.A.G.I.C. of resilience

3. NNLP
LPNLP
Neuroscience
of Leadership
NLP
Emotional
Intelligence
Positive
Psychology
30 years’
Experience

4. How Emotionally Intelligent am I?
Candidate A
Associates with crooked politicians and consults with
astrologists. He's had two Mistresses. He chain smokes
and drinks 8 to 10 martinis a day.
Candidate B
He was kicked out of office twice, sleeps until noon,
used opium in college and drinks a quarter bottle of
whisky every evening.
Candidate C
He is a decorated war hero. Passionate about his
cause. He's a vegetarian, doesn't smoke, drinks an
occasional beer and never cheated on his wife.
Franklin D. Roosevelt
Winston Churchill
Adolf Hitler

5.  75% of careers are
derailed for reasons
related to emotional
competencies (lack of)
(The Centre for Creative Leadership)
 Cost presenteeism
2009/2010 Australian
economy $34.1bn
(Medibank Private)
 The soft stuff is really the
hard stuff – PROVEN

7. “Emotional intelligence is not the triumph of heart over
head, it is the unique intersection of both.”
David Caruso

8. Emotional Intelligence Framework
Emotional Self-Awareness
Accurate Self-Assessment
Self-Confidence
Empathy
Organisational Awareness
Service Orientation
Self-Control
Trust (Self & Others)
Self Motivation
Adaptability
Optimism
Resilience
Influence
Leading/Developing
Building Bonds/Teamwork
Collaboration
Conflict Management
Change Catalyst
Self
Regulation
Social
Skills
Social
Awareness
Self
Awareness

9. Self Awareness – Emotional Audit
1. What am I thinking right now?
2. What am I feeling right now?
3. What do I want in this situation?
4. How am I getting in my way?
5. Now I have this data, what do I need to
do differently?
© Relly Nadler of True North Leadership – used with permission
“Know Thyself”

10. Navigating Change

11. Change is….
Messy
chaotic
UNSETTLING
EVERYTHING THE BRAIN HATES!
DISRUPTIVE
INCONSISTENT
PAINFUL

12. The Negativity Bias

13. Going Limbic!
 Freeze, fight, flight
 Diverts resources away
from pre frontal cortex
(executive function)
 Limits rational thinking
 Surges of adrenaline &
cortisol = STRESSAmygdala
a.k.a. ‘The Crazy Nut!’

16. “By the way, really
important meeting
tomorrow 8.30am –
don’t be late. Have a
great evening!”

17. THREAT
THREAT
THREAT
THREAT
THREAT
REWARD

18. Minimise threat and maximise reward

19. QUICK RECAP

20. S.C.A.R.F.
Status – relative importance to others
Certainty – ability to predict the future
Autonomy – Perception of exerting control over
events
Relatedness (Belonging) – being ‘in’ or
‘out’/safety with others
Fairness – perception of fair exchange
©David Rock

21. S.C.A.R.F. – Minimising Threat &
Maximising Reward
Status – coach not tell, public
acknowledgement, self feedback
Certainty – hyper-communicate, even the
non-news
Autonomy – delegate and empower, offer choice
Relatedness – focus on social connection,
facilitate new connection
Fairness – explain rationale for decisions,
transparency

22. * Clear communication plan – NO ambiguity
* Purpose of the change – macro and micro
environment, drivers for change
* Vision, direction and intended outcomes
* Consequences of not changing
* WHY, WHAT, WHO, WHEN, HOW of
change
* WHAT IF – anticipating employee
questions
* The more critical the change, the
greater the need for face to face
* Utilise technology, particularly for
dispersed groups
* Ensure communication is two way
* Use voice over the written word
(then back up for clarity)
* Have a social media plan and policy
Agreement on all levels – same message *
What can and can’t be shared *
Champion/sponsor remains that – don’t delegate dirt *
Planned communication takes place – keep
commitments *
Consistency for all stakeholders *
Put equal effort into communication
plan for all stakeholders *
Identify stakeholder impact *
Agree timing to stakeholders *
Establish media relationships *
Establish who else will be affected in
the wider community *
Connection
The 5 C’s of Communicating Change
©Clare Edwards and Anne Paterson 2013

23. A M.A.G.I.C. Formula for Resilience
Meaning – find and help find, reframe
Attention - mindfulness
Gratitude – 3 good things
Intention – goal setting
Connection – social support
©Clare Edwards 2013

24. From
Survive
To
Thrive
Primitive reactionary
Victim mentality
Self-protection
Avoid change
Defeatist
(Learned helplessness)
Evolved responsive
Accountable
Collaborative
Embrace change
Resilient & Optimistic
©Clare Edwards 2013

25. EI Resources
The Six Seconds Emotional Intelligence Assessment (SEI™)

26. Neuroleadership Resources