Coaching with EQ

Coaching with Emotional Intelligence
Christopher Golis MA MBA FAICD FAIM
Australia’s Practical EQ Expert
14 October 2016
©Christopher Golis 2016
cgolis@emotionalintelliigencecourse.cm
0418-222219

©Christopher Golis 2016 cgolis@emotionalintelliigencecourse.cm 0418-222219
2
Conventional,self-controlled, formal 
Entrepreneurial, shrewd, hard-headed,
materialistic
2
PSAQ instructions:
1. For each pair quickly select one group or the
other best describes your personal style.
Personal Style Assessment Questionnaire
2. Count the number of ‘1’s, ‘2’s, etc and then
plot the graph. (Total should = 21)

3
Humm Profile Toby
0
1
2
3
4
5
6
7
1 2 3 4 5 6 7
Component
Level
Two peaks
Two troughs

cgolis@emotionalintelliigencecourse.cm 0418-
222219
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Agenda
 Define Humm technology
 The Big 5, Ψcopaths, AA
 Empathy using TOPDOG
 Performance Forecasting
 PEQAS
 Coaching Skills (5)
 Managerial Styles

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5
The Humm-Wadsworth
 1920 Rosanoff: What drives our core emotions?
 “We are all slightly mad”
 There are only 4 mental illnesses
 1935 Humm & Wadsworth 7 components
 1993 Empathy Selling The new names
 2007 The Humm Handbook: Lifting Your EQ

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6
2007: Dad, What books
should I read?
 Up the Organization Robert Townsend
 My Years With General Motors Alfred Sloan
 Good to Great Jim Collins
 The 7 Habits of Highly Effective People
 The Art of War Sun Tzu

©Christopher Golis 2016 cgolis@emotionalintelliigencecourse.cm 0418-222219 7
I decided to write the
book myself. How could I
refuse her?
Chin-ning Chu

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#88
Mover
 Desire to communicate
 Extrovert
 Active and dynamic
 Cheerful and enthusiastic
 Either black or white
 Fluctuations in mood
 Multi-taskers
M = introverted, self-sufficient & independent

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9
Doublechecker
 Desire for security
 Agreeable
 Cautious, double checkers
 Apprehensive and nervous
 Compassionate and
sympathetic
 Pessimistic and critical
 Low energy output but can
show D drive
D = High resilience, calm, composed, impulsive

222219
10
Artists
 Desire to create
 Sensitive & inquisitive
 Inarticulate, aloof and reserved
 Stubborn and single-minded
 Good visual imaginations
 Individualistic: beat to a
different drum
 A = down-to-earth, reliable, frank & outspoken

 She arrives alone
without an entourage
 Her English is
surprisingly hesitant
 Photography is a
private passion
 Penelope is very
reserved: Almodóvar

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12
Politicians
 Desire to win
 Drivers & strivers
 Competitive and
assertive
 Defend fixed ideas
skillfully
 Suspicious
 P = likable, relaxed, balanced

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13
Famous Ps

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14
Engineer
 Desire to complete projects
 Painstaking planners, read
everything
 Practical and objective
 Dedicated enthusiasm
 Hands-on operators
E = Jump in, erratic, slipshod

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15
Hustler
 Desire for material success
 Empathetic & Charming
 Astute, good financial acumen
 Love of gambling and
excitement
 Winners and losers
 Opportunistic
 Self-interest: WIIFM
 Egocentric
H naive, gullible, suckers, victim, martyr

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16
Normal
 Desire for order
 Co-operative and law abiding
 Mature and self-controlled
 Consistent and rational
(boring?)
 Self reliant and confident
 Unemotional (cold fish?)
N = Adaptable, rule breaker, carpe diem,
over-emotional, neurotic

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 Normal is comparable to
Freud’s superego:
conscience, rules & standards
 As your age increases, your
Normal increases
 The Normal is soluble;
In vino veritas
Normal

18
Humm Distribution
40%
14%
56%
52%
44%
39%
57%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
N H M D A P E
%ofpopulationhavingdominantcomponent
Component
Dominant Humm Component Distribution
Sample size = 65,508 people

19

20
The Big 5
 O = Openness to creativity
 C = Conscientiousness
 E = Extraversion
 A = Agreeableness
 N = Neuroticism (lack self-control)
Where is the dark triad? Corporate
psychopath
Where is the Type ‘A’? Corporate bully
20

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The Big 5 & Humm
 O = Artist
 C = Engineer
 E = Mover
 A = Doublechecker
 N =  Normal
Corporate psychopath = Hustler & N
Corporate bully = Politician & N
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Corporate Psychopaths
Dr John Clarke
 Charming but frequently lie (very flexible)
 Does whatever it takes to close a deal
 Take credit for other peoples’ work
 Guiltlessly blame co-workers and subordinates,
never remorseful
 Self-focused and act self-important
 Good at manipulating people emotionally
 Multiple sexual encounters
 Never ask permission but if caught out will
sincerely ask for forgiveness

Why is identifying
corporate psychopaths
important?
 Myers-Briggs converted a 85,000
employee company 16 people in
one year.
 Myers-Briggs destroyed Arthur
Andersen

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Arthur Andersen
 “Not enough money in the city of
Chicago”
 “Think straight, talk straight”
 Became #1 Reference Sell in USA

Arthur Andersen (2)
 First firm to introduce consulting
 Eliminated conflicts with the Method
 Myers-Briggs embraced
 1989 Eye of the Tiger conference
 1992 Great Partner Purge
 2001 Enron and Worldcom
 2002 85,000  16 employees in 1 year!!!

Coaching Awareness/
Empathy
 Cognitive empathy (conscious)
 Emotional empathy (unconscious)
 Empathic concern

Understanding others:
TOPDOG
 Talk
 Organisation
 Position
 Dress
 Office (or Home or Car)
 Gambit

Mover
• Talk - Friendly, jokey
• Organisation - Retailers
• Position - Front counter
• Dress - Casual, bright colours
• Office - Messy
• Gambit - late but friendly

Doublechecker
• Talk - hypochondriacs
• Organisation - Public service
• Position - Administrator
• Dress - Conservative, brown
cardigans
• Office - Magpies, photos of
family or company
• Gambit - Punctual and friendly

Artists
• Talk - Inarticulate
• Organisation - Creative
• Position - Design
• Dress - Oddball
• Office - Tasteful
• Gambit - Punctual but formal

Politician
• Talk - I-I-I
• Organisation - Big
• Position - Manager
• Dress - Power
• Office - Big, degrees on wall
• Gambit - Late but formal

Engineer
• Talk - Monotonic
• Organisation - Builders and
developers
• Position - Consultants
• Dress - Pens in pocket
• Office - Whiteboard, full
bookshelves
• Gambit - Punctual (?) and
friendly

Hustler
• Talk - Money, name dropper
• Organisation - Wholesalers
• Position - Brokers and agents
• Dress - Flashy
• Office – Showy and glitszy
• Gambit - Punctual and friendly
Eric: "Do you ever tell the truth, Ari?"
Ari: "I tell the parts that matter."

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Normal
 Talk - Logical, rational
 Organisation - Professional
 Position - Accountant/CoSec
 Dress - Conservative pinstripes
 Office - Neat and tidy
 Gambit - Punctual and formal

cgolis@emotionalintelliigencecourse.cm
0418-222219

PEQAS
Chris's chart
0
1
2
3
4
5
6
7
N H M D A P E

Ipsative vs. Normative
Ipsative vs. Normative
0
1
2
3
4
5
6
7
N H M D A P E

38
Caveat 2:
67% of individuals cluster
around the average

39
Caveat 3: The 7 components
are like a web with several
strong and several weak
strands
cgolisau@gmail.com

40
Caveat 4: You can’t change your personality
but you can change your behaviour
Source: Me, Myself, and Us: The Science of Personality
and the Art of Well-Being by Brian R. Little

Susan Peel
 MP
  Ego  Empathy
 Series of meetings (in a car)
 Sow the seeds
 Let people think they thought of it themselves
 Do this by asking not telling
 Egotists/Extraverts can destroy team spirit
 Run a training seminar?

Russell Simon
 DA HP
 Slow Decision Maker
 1-on-1 (on Monday morning)
 What makes a successful mgr?
 Justice, rational, consistent, cost-effective
 Encouragement

Coaching Skills
People will forget what you said,
people will forget what you did,
but people will never forget how you made them
feel. (Maya Angelou)
We like those who are like ourselves.
People don’t change that much. Don’t waste time
trying to put in what was left out. Try to draw out
what was left in. That is hard enough.” (Marcus
Buckingham)

Play chess not checkers
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Ψ biases
 Illusion of superiority = above average effect
 Projection bias = Everyone is like me
 Trait ascription = I vary; you stay the same

Ψ biases (2)
Fundamental attribution error
You forget something
 you are lazy
We forget something
∵ we are overworked
Every person on a project will say he did 50%
of the work.

47
Step 4: Coaching Skills for an N
• Just need standard training
• Who else is doing this?
• Reference sales
• Prefer logic to emotion
• Observe formalities
• Agendas & action plans
• Change will lead to better working methods
• Frame criticism as a constructive suggestion
towards self improvement

48
Step 4: Coaching Skills for an H
 Will take short cuts in training
 Will want best possible working
conditions
 Document job requirements, rewards
and performance
 For new proposals must stress
immediate gains especially $ and
social climbing opportunities
 Long term benefits likely to be missed
 Expect emotional excuses if being
critical

49
Step 4: Coaching Skills for an M
 Watch out for side tracking when
training
 Praise them as good team players &
be emotional
 If frustrated lack concentration &
may have temper outbursts
 Disregard details if introducing new
project
 Stress the group benefits
 Give immediate criticism if needed

50
Step 4: Coaching Skills for an D
 Training: Go slowly and patiently.
Keep it simple.
 Hypochondriacs: express
sympathy & ask about family
 Frequent praise to boost their self
confidence
 New projects: Zero choices &
make up their mind
 If criticising use restraint
distinguish between person &
behaviour

51
Step 4: Coaching Skills for an A
 Training: give them background
 Praise the work not the person
 Lots of short 1-2-1 meetings
 Visual words: look, focus, clear
 Begin new project with history
 Appeal to imagination, use visuals
 Ask for suggestions
 Criticise the action never the person
 Remember they can be very stubborn

52
Step 4: Coaching Skills for a P
 Training: do not ask embarrassing ?
 New projects: ask for their help
 Use flattery & minor point closes
 Auditory words: listen, hear, sound
 Sow the seeds & let them germinate
 Ps like those who stand up to them
 Will not retract an earlier opinion
 If criticising make absolutely sure of
facts & firmly present them allow
them a face-saver if you can
When two Ps meet, it's an I for an I

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Step 4: Coaching Skills for an E
 Training: use logic & manuals
 Good conscientious workers
 Curb their enthusiasm & set limits
 Present new ideas in detail
 Use touch words: hot, cold, feel
 Let them work with a prototype
 If frustrated can have an outburst
 Criticise by being direct & matter-of-fact
 Emphasise need attend to big picture as well as detail

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Case Study 1
cgolisau@gmail.com 0418-222219
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Case Study 2
cgolisau@gmail.com 0418-222219
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Nicola Starr
 ME N
 Conflict between two drives
 Best working on short term projects
 Lack social sensitivity
 Staff most dislike inconsistency
 Sleep on decision
 Does this conflict with previous decisions?
 Bring tissues to performance appraisal

Greg Flinders
 DPE A Good Operations Manager
 Not Introspective
 New project = develop himself as a
better manager
 What makes a successful manager?
 People skills – use calendar of dates
 -ve or +ve criticism?
 Will need frequent encouragement

Andy Cape
 MH N
 Impulsive & Superficial
 N will grow but can you wait?
 Be direct, congenial but serious
 Direct reprimands
 Will probably move on

Managerial Styles - N
 Follow the rule book
 Agendas and action
plans
 Logical rational
decision makers
 Will want to call in
experts
 Can become control
freaks
59
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 Opportunistic, Machiavellian
 Cost & bonus conscious
 Will skirt the edge of the
law
 Will take risks for short
term gains
 Listen to WIIFM when
making a decision
 Will play divide & conquer
 Will play favourites
 Will steal the credit
Managerial Styles - H

 Good team managers
 Rely too much on intuition
 Impulsive
 React to the person
presenting rather than the
proposal itself
 Will play favourites
Managerial Styles - M

 Good at finance,
administration and some
service positions
 Find it hard to terminate
staff
 Cautious decision makers
 Will see all the risks
 Anti-change
Managerial Styles - D

 Good planners
 May be impractical
 Lead by example, find it
difficult to give orders
 Will not dismiss poor
performers
 Avoid conflict
Managerial Styles - A

 Loves being a manager
 Decisive and unbending
 Arrogant and suspicious
 Quick decision makers
 Prejudiced and dogmatic
 Can be personally biased
 Will steal the credit
 Will set up competition
among subordinates
Managerial Styles - P

 Good project managers
 Excellent planners, very
thorough
 Not good with people, poor
delegators
 Methodical decision makers
 Tend to wallow in detail
 Can be control freaks
Managerial Styles - E

The ideal leader
 Energy
 Focus
 Empathy
 Flexibility
 Conflict
 Team Player
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Go watch these three videos
about using the Humm
 Robert Colquhoun
http://www.youtube.com/watch?v=cxwrf
ISPIGs
 Ian Neal
http://www.youtube.com/user/EQExpert
#p/a/u/2/38MN98xBkB4
 Larry Gartenstein
http://www.youtube.com/watch?v=YNs2
wMEX6U8
cgolisau@gmail.com

68
One final warning

Why I ♥ the Humm
 Easy to remember
 We have all 7 components
 Improved empathy via TOPDOG
 Use PEQAS as a corrobative instrument
 We like those who are like ourselves
 Play Chess not Checkers

Conclusion
1. The Humm model
2. Performance Forecasting
3. Coaching
4. http://www.emotionalintelligencecourse.com
5. Read the book
6. Read my blog
7. Invest in a workshop

Q&A Forum
 Any ?
 Assessment forms
 Certificates
 Download white paper from
www.emotionalintelligencecourse.com

Coaching with EQ

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