1. Practicing Emotional Intelligence in the Public Sector National Government Marketing Services Western Region Conference http://www.ipma-hr.org/
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3. “ Emotional intelligence is twice as important as cognitive abilities in predicting employee performance and accounts for more than 85% of star performance in top leaders Daniel Goleman, Harvard Business Review
4. Self-Awareness The ability to recognize and understand your moods, emotions, and drivers, as well as their effects on others.
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6. Energy Follows Focus “ In all my years of analyzing organization the greatest benefits seem to come from making small improvements in those activities we do most often, rather than one time breakthroughs in peripheral areas of the organization.” Henry B. Eyring, Ph.D . Professor of Business Management , Stanford University
9. “ We need to learn how to point to problems without having to solve them. It is a misuse of our power to take responsibility for solving problems that belong to other. Our task is to keep a constant dialogue going about the problems and ask people to diagnose and solve them. The key issue is to tell the truth about difficult issues.” Peter Block, “ Stewardship ”
10. Motivation A passion to work for reasons that go beyond money and status A propensity to pursue goals with energy and persistence
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12. The Real Role of Leadership “ There is a possibility underemphasized in leadership research - that the only thing of real importance that leaders do is create and manage culture.” Edgar Schein
13. Empathy The ability to understand the emotional make up of other people Skill in treating people according to their emotional reactions
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15. Social Skill Proficiency in managing relationship and building networks An ability to find common ground and build rapport
18. It is a matter of the brain… “ Emotional Intelligence is born largely in the neurotransmitters of the brain’s limbic system, which governs feelings, impulses and drives” Daniel Goleman,” Can emotional intelligence be learned ”
19. “ First, the ineffective behavior must be brought into awareness . Next, a new or more effective behavior must be identified and finally the new behavior must be consciously rehearsed over and over until it is mastered and becomes unconscious” Daniel Goleman,” Can emotional intelligence be learned ”
22. Understanding Climate “ Climate” refers to six key factors that influence an organizations working environment Flexibility Responsibility Standards Rewards Clarity Commitment
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24. “ it’s flexibility -that is how free employees feel to innovate unencumbered by red tape; their sense of responsibility to the organization; the level of standards that people set; the sense of accuracy about performance feedback and aptness of rewards ; the clarity people have about mission, vision and values; and finally the level of commitment to a common purpose How Climate Feels
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26. Flexibility is Power Think of the leadership styles as the clubs in a golf bag. In the hands of a professional each is used in the right place and circumstance, often with unconscious competence. Credit IPMA-HR Western Region Conference
Notas del editor
Return on Equity Retention and recruitment Closing the gap with the Private sector
Leaders with this critical mass of skills 87% placed in the top third Average division performance was 15-20% higher At this level intelligence and analytical ability is about equal
Delphic Oracle “Know Thyself” A deep understanding of one’s emotions, strengths, weaknesses, needs and drives High over estimate in one category Low over estimate in four or more
They are neither overly critical or unrealistically hopeful basically they are honest with themselves and other Tight deadlines brings out the worst in him so he plans time careful and gets his work done in advance Understand the impact of demanding people on their moods Candor - accurately and openly “ It is hard for me to get behind this because I was not selected, bear with me while I deal with it” Confident because they know what they can do - Don’t really overstretch on assignments
There is a gap between stimulus and response Very much like an ongoing inner conversation - frees you from the prison of our feelings A botched negotiation with union - come back pound the table kick a chair or scream
People in control are “reasonable” and create an environment of trust and fairness This skill has a strong trickle down effect as does its opposite Integrity is not a personal virtue it is an organizational strength - many problems in organizations are a function of impulsive behavior Advantage - propensity for reflection and thoughtfulness Lack of “Fire” is often seen as a negative - Good to Great Collins level five leader The higher up the organization the more damaging impulsiveness is.
The motivation is to achieve results - not external things like status and a great salary Energy follow focus Passion for the work itself - take on challenges and learn
Unfailing energy Want to track performance public scoreboard “ The best things that ever happened to me, I learned so much from it” Build teams of managers with similar drive
Of all the dimensions of EI, this is the most easy to recognize Rarely in the work place Not a kind of “i’m OK your OK
This is not adopting other peoples emotions as your own or trying to please everyone. It is considering others in the process of decision making Cultural Arts Program two different people Encorporation of a city redundant positions Cross culture - attune to body language and hear between the words IT is the skill necessary to be a good coach or mentor More than sympathize - use their knowledge to improve organization in sublte but important ways Husband and wife
The first three skills of EI are self-management the last two concern a persons ability to manager relationships with others It’s not just friendly - it is friendliness with a purpose: moving people in the direction you desire
They tend to have a wide circle of acquaintances and a knack for developing rapport or common ground with all types of people This skill a culmination of the other dimensions of EI Idly smooshing Joking in the hallways - talking with people not connected the their “real job” They do not arbitarily limit the scope of their relationships there moto is “go wide”
Neocortex
Neocortex learning is analytical and technical Use a computer or make a sales call be reading a book Most training targets this type of learning Why coaching is so valuable Executive Subordinates terrified Family confirmed Went to europe