Unlocking the Future - Dr Max Blumberg, Founder of Blumberg Partnership
Practical eq for leaders part i slideshare
1. Harvard Club Masterclass
Practical EQ for Leaders: Part I
Friday 29 June 2018, UUSC Sydney
Presented by
Christopher Golis MA MBA FAID FIML
cgolis@emotionalintelligencecourse.com 0418-222219 1
3. What is IQ?
1916 Alfred Binet (Mental Age/Chronological Age)
WWI US Army Alpha/Beta tests
1955 Wechsler Adult Intelligence Scale WAIS
Mean IQ = 100 SD = 15
Multiple intelligences General, Verbal, Numerical
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4. 1983 Gardiner’s
Multiple Intelligences
Musical–rhythmic and harmonic
Visual–spatial
Verbal–linguistic
Logical–mathematical
Bodily–kinesthetic
Interpersonal
Intrapersonal
Naturalistic
Existential
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Lack of empirical evidence, high correlation with g
5. What is Emotional Intelligence?
1990 Peter Salovey and
John D. Mayer proposed EQ
is like IQ
The ability to Recognise,
Understand, Label, Express
and Regulate Emotions
RULER
Inborn talent vs learned
skill?
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6. 6
Goleman publishes EQ in 1995
1. Self Awareness
2. Self Management
3. Social Awareness or
Empathy
4. Social Skills or Relationship
management
No model of core emotions!?
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Why is EQ important?
Walter Mischel
Bing Nursery School @ Stanford
653 four-year olds
10% could hold back
Later in life these 10% were significantly more
successful
New Yorker 18 May 2009 Don’t: The secret of self control
11. People drive performance,
emotions drive people,
temperament drives emotions
Luck & memory very important
Kings College, London study of 11,117
twins
58% of exam success due to genes
29% due to teachers & schools
Nature 2x nurture
Temperament = genetic emotional bias
cgolis@emotionalintelligencecourse.com 0418-222219
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12. EQ is achieving self- and
social mastery by being
smart with core emotions.
Self-Mastery = Awareness + Management
Social Mastery = Empathy + Social Skills
Temperament > Transient emotions
cgolisau@gmail.com 0418-222219
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The 7 core emotions
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
2016 7MTF: More new names & mental illnesses
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Mover/Socialiser
Desire to communicate
Mania
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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Doublechecker
Desire for security
Depression
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
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Artists
Desire to create
Autism
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
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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
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The Big 5 & The 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
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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
1913 start-up
“Not enough money in the city of Chicago”
Company motto = Think Straight, Talk Straight
First firm to introduce consulting
Eliminated conflicts with the Method ( Probity)
Post WWII Myers-Briggs embraced
1989 John Edwards & Eye of the Tiger conference
1992 Great Partner Purge (Probity Profits)
2001 Enron and Worldcom
2002 85,000 16 employees in 1 year!!!
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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
36. Personal Weaknesses
Normal - Unbending
Hustler - Sharp dealings
Mover - Impulsive
Doublechecker - Negative thinking
Artist - Re-invents the wheel
Politician - Arrogant
Engineer - Poor at delegation
37. Step 2:
Self Management
Illusion of superiority = above average effect
Projection bias = Everyone is like me
Trait ascription = I vary; you stay the same
cgolisau@gmail.com 0418-222219
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39. Everything in
moderation
Build your Normal
Suggestions for Self Development
Get into the habit of observing your impulses
rather than acting on them
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Step 2:
Self Management
Hot button for a Engineer
Criticise their expertise then demonstrating
incompetence yourself
Habits for Self Development
You are good at understanding things, use
that understanding to identify with people