Emotional Intelligence At Work

By Kevin Dwyer

Emotional intelligence is more than 90 % of what makes the difference between one leader's success and another leader's failure. Intelligence measured by IQ is less than 20% of what makes the difference.

This is a popular refrain of Emotional Intelligence devotees. Is it true? My experiences with a group of twelve people in a hospitality organisation strongly suggest it is true.

The twelve people were part of a leadership development programme. In two groups of six, they attended face-to-face training over six months consisting of:

Leading yourself (two days)
Leading others (two days) and,
Leading change (two days)

During the three months between the face-to-face training, each team of six was required to complete a project in their own time, which would take them out of their individual comfort zones. As a team, they had never worked together before. Their backgrounds were as far apart as massage therapy, financial control, event management, kitchen and golf course maintenance.

As part of the two days on leading yourself, they completed an analysis using the Simmons EQ profile ably administered by Bob Wall.

Over the six months of training and the following three months after the training I came to a number of conclusions from observing their behaviour and relating it to their EQ profile.

The "after you" team

One of the teams had the following profile of Assertive, Tolerance, Considerate and Sociable attributes on a scale of one to ten:

Assertive: mostly unassertive - five at or below 5, one at 6.5 (10 is very unassertive)

Tolerance: very tolerant - six at 7 or higher (10 is very tolerant)

Considerate: generally not considerate of others - four below 5 and two between 5 and 7 (10 is very considerate)

Sociable: at the extremes of sociability - three at 4 or less, three at 7 or more, (10 is very sociable)

The first three months of their project meetings were depicted by no-one leading. Everyone refused to make an assertion about what they thought should happen and who should do it.

The sociable group met separately from the non-sociable group. Whilst they were not willing to assert what they believed they were coincidentally the group who were less considerate and spent much time criticising other's commitment.

They achieved little during those three months. All bar the project manager had a courage score of less than 5. Being risk averse as a group and generally unassertive, they did not want to challenge others at the property to get information to them on-time and in the manner they needed it.

Team selection was made before the EQ profiles were completed. If, however, their Emotional Intelligence could have been tested before selection, this team would not have been selected to achieve the difficult outcome they were given in their project.

At the end of three months they were required to make a report on their project progress. It was not pretty. They did poorly and the general manager let them know.

Their reaction to the feedback was dramatic. They changed both as a group and as individuals. The next three months were much more productive as they worked on improving their individual limitations, having experienced what impact they, as individuals, were having on the group.

The "Let ME do it" team

The other team had the following profile of Assertive, Tolerance, Considerate and Sociable attributes on a scale of one to ten:

Assertive: mostly very assertive - one below 5, five at 6 or higher (10 is very unassertive)

Tolerance: at extremes of tolerance - three below 5, three above 5 (10 is very tolerant)

Considerate: mostly inconsiderate of others - five below 5 including two below 2 and one above 5 (10 is very considerate)

Sociable: mostly sociable - one at less than 2, one at less than 5, four at 6 or above (10 is very sociable)

This team was expected to interact better because of the diversity of attributes and the combination of sociability, low tolerance and high assertiveness of most individuals. They did. They started with the speed and power of an express train. The very afternoon their project was explained to them, they started work contacting people, setting up appointments to get information and brainstorming ideas.

They all had high (greater than 6) change attribute scores and coped well with new ideas and changes in direction over the first three months. Their high work scores (five well above 5) and energy scores (five above 5 with two above 6.5) predicted they would work hard. They did.

Their mid-term project review was excellent. If we rated it out of ten, the score would have been seven or eight. The first team would have scored two or three.

With the positive feedback they received one might have expected them to power on. They did not. The general work environment outside the project was challenging. Time started to become difficult to set aside and fatigue was a factor. The low consideration levels kicked in and self preservation became the order of the day for four of the team.

This manifested itself in two ways. Two people withdrew, doing the minimum required to stay attached to the programme. Two people shifted their focus to where they thought the highest level of recognition lay on any one day. The other two, which included the project manager, soldiered on to complete the project as best they could, maximising their learning along the way. The project manager was the only one with a high consideration score.

The learners versus the deniers

The group of twelve as a whole can be split into:

those who learnt a lot about themselves and who are, today, better leaders,

those who learnt a little and can talk about what's needed to be a better leader and,

two who did not identify with the work required to change their profile and made no progress.

The common attributes of the two who did not learn were low consideration, very high assertiveness, low optimism, moderate work, and low detail.

When life got tough, they worked for themselves only.

Overall learning

What I learnt during this six month period was that before people can utilise their emotional skills and have the drive to improve where they are weak, they must have a sense of direction. The sense of direction must first and foremost be personal. Without a personal goal people get lost. They have nothing to calibrate their current status in life against and no creative tension to drive the formation of skills, including emotional skills.

The behaviour of people in both teams changed for the better when they had a goal to believe in and for the worse without one. The first team as a whole, improved greatly. They developed skills and improved their emotional intelligence. When they knew they had done poorly in the first report out, their goal was simply not to feel that way again.

The second team tasted too much success and praise too early. After receiving the praise most of the team had a goal of completing the project with as little disruption to their normal work hours as possible.

The project leader of the second team had a goal to learn as much as he could about financial planning, project and people management. He wanted to improve his emotional intelligence attributes where he thought it would improve his people management skills. He remained constant, learnt the most and grew the most.

What I have also learnt is that emotional intelligence does indeed have a large bearing on how people cope. Not just with day-to-day life, but more importantly in times of stress. What I also unexpectedly learnt was that The Simmons EQ profile is an accurate predictor of behaviour and competence at work.

Kevin Dwyer is the founder of Change Factory. Change Factory helps organisations who do not like their business outcomes to get better outcomes by changing people's behaviour. Businesses we help have greater clarity of purpose and ability to achieve their desired business outcomes. Visit our website to learn more or see more articles on Leadership ©2008 Change Factory

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Leaders Manage Goals To Ensure More Is Not Less

By Andrew Cox

Leaders manage goals to know when more becomes less. Leaders know there is a place where further effort, energy, knowledge, people resources and money don't really add additional value. In fact, more of anything, after a certain point, may be stealing from other requirements. Leaders know time, money and effort, by themselves, are really inefficient measures - results are what count. And knowing what results are needed avoids the "more is less" trap.

Leaders know "more" can keep you stuck in the same place long after you've achieved most of what's really needed. "More" creates a comfort zone based on activity that tells us there is more to be learned - more to be prepared - more to be added. Leaders know that that comfort zone is an illusion, and that goals create action - they keep us from fooling ourselves into believing activity is accomplishment.

A personal example of what I mean:

Whenever I need information - for a client, a prospect, an article - I really dig in and search all kinds of resources to become really prepared. My searches have the potential to lead me deeper and deeper into a subject - or wider and wider into alternative subjects or information. The opportunities for research are endless - and so tempting. That must have to do with my high Theoretical value. I really value information for its own sake. I feel like I'm really accomplishing things as I acquire more and more knowledge. More is better - or is it? Problem is - even the most expert of experts have to set research aside - and act - if they are to become better known, better appreciated and better compensated. And if the search for "more" gets in the way of acting, then "more" is definitely less. I protect myself from that trap through goals.

Another example from my vast archives of "more" not being better:

An exercise I do daily is a hand grip exercise. I started doing it about five months ago when I felt my grip needed strengthening. I use the kind of gripper that has a spring that is squeezed until the handles touch. At the beginning it was a real effort to reach 30 reps for each hand. My goal was to reach 60 reps for each hand. I'm now up to 90 reps for each hand, and I hold the 90th rep for 60 seconds. I know I can do more if I persist, but I don't. Why? I'm way beyond my goal and I think I've reached the point where more is not better - the additional time I could use on this one exercise can be better used on something else - like converting my 24 pack abs into a six pack. In this case I've decided more would be a poor use of my time and energy. Now for the abs.......

On a work level, how often are we persuaded that more is better? In some cases, more is definitely better - like in more quality sales calls. But in other cases, like gaining more information before acting, or spending more time on preparation, more may be less. And that's where goals come in. Goals that measure results, not effort, create a climate of action - action to reach a measurable goal. And then consciously assessing the value of exceeding the goal.

Leaders know the biggest enemy of "more is less" is perfection. Perfection may be a worthy striving, but many careers have gone down the tubes by letting perfect get in the way 0f good. When taking more time to prepare for that perfect presentation, when just one more test may yield the data to make a perfect product, when the acquisition of knowledge, or money, or expertise, keeps action to meet a goal from happening - more is less.

In Harry Beckwith's book - "How To Sell The Invisible," he says "Don't let perfect get in the way of good." When I'm tempted to take the time and effort to make very good become perfect, I stop. And if I'm convinced that what I have done is very good, I tell myself to stop seeking more, and I act to complete whatever it is I'm doing. And how do I figure out what is very good? Goals.

In creating goals, resist the temptation to create them based on the best of intentions. Base them on hard headed, clear requirements to meet the larger goals of the enterprise. Can they be an improvement on performance levels already attained? Of course. But know when to say "enough," and go on to other equally important goals. Defining "enough" is the secret leaders use to ensure "more" doesn't become less.

Take a look at your own goals, habits of thought, behaviors and attitudes. Identify where you can use "more is less" in defining your own actions and success. I suspect you will find, in your analysis, that there are areas - right now - today - where you can change so that perfect doesn't get in the way of good.

Andy Cox helps clients align their resources and design and implement change through the application of goals focused on the important few elements that have maximum impact in achieving success - as defined by the client. He can be reached at http://www.coxconsultgroup.com

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Leaders: What They've Learned About Making the Improbable the Accomplishment of Tomorrow

By Phyllis Nasiopulos

Successful leaders come from various backgrounds, diverse ethnicity and different eras; but, they all have one thing in common: they have made a difference in the lives of many and have made a positive contribution to society. This impact is the result of persistence and the desire to rise to the level of their true, innate potential. The words of Lucius Amaeus Seneca are as true today as when he spoke them on the Senate floor of ancient Rome: "Most powerful is he who has himself in his power." The power is in the knowledge that rising to this potential is done only when each aspect of a person is fully appreciated and developed.

Leaders are the prime example of someone who is more than just a person who develops his mind. These people realize that to be whole, to be a master of his own gifts, he must also nourish his physical, emotional and spiritual natures.

It seems so painfully obvious, but leaders must be on a path towards something, a vision of what is possible both in himself, in others and in the ventures that move him to action. Without vision, there is no direction, no purpose, and no possibility to make the improbable the accomplishment of tomorrow.

There are plenty of "idea men" out there who talk of their visions that will bring them fame, fortune and a life of design. How many of these visionaries, however, are living that dream? If the answer is not many, does that mean this is all an illusion, or does it mean that these men fell short of what could be because they failed to do what must be?

Having vision alone is not enough. Commitment and passion must be the partners that bring this glimpse of the future into reality. If you desire to be a leader, you must be committed to your vision. You must feel the passion of this commitment to continue when things appear to hinder what you see as your destiny. Without passion, the doubts of others and the circumstances of life cause people to question their ability to bring about their desired goal. What a terrible waste for the individual and society.

Undoubtedly, men throughout history had a vision of what they desired to bring into existence; they had the commitment and passion to give this vision life, but what some of them lacked made their contribution to society a destructive force. Leaders who do not also lead from the sense of morality bring only what is negative to the world. Were these people committed and passionate about their mission? Clearly, the answer is yes, but that is not the kind of leadership that brings that person to the highest that is within; that is not the kind of leadership that leaves a positive mark on society, it is the opposite. Conscience must be the guiding force that molds the vision and fuels commitment and passion.

Following conscience allows us to connect with the gift that is in each of us. It assures that each of us discovers the best within ourselves and, equally as important, the best within others. When we see others and ourselves from the prospective of their true nature and not just the outward results of past behavior or limitations, we connect soul to soul. We take one more step toward the kind of success we were meant to achieve. While this success may not at first manifest itself in the outward appearance of fame, fortune and freedom, it cannot help but result in what is positive and ultimately the best success possible.

Conscience gives the leader the best means to the desired end. Success is meaningless without personal growth for self and others. Success is not purposeful if it does not enrich self and others.

The great political leader George Washington who had a vision of what could be possible said, "Labour to keep alive…that little spark of celestial fire, conscience." This principle is our foundation; it is our future. It is the essence of what makes men into leaders who bring their vision to life and enrich all who come in contact with them.

Phyllis Nasiopulos, Life Style Mentor and Successful Entrepreneur, is helping many become the next success story. Whether you're looking to create an extra few thousand dollars per month, be an ex-corporate executive, or the next millionaire Mom, Phyllis can assist you to create a second stream of income and greater peace of mind. visit : Financial Freedom

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One Key To Being A Successful Leader: Know, Appreciate and Sell Your Best Asset, You.

By Phyllis Nasiopulos

The vision of most people who take on the role of leadership is to be charismatic, but life can sometimes be mysterious, rewarding some who do not seem worthy and keeping others who have what it takes out of the winner’s circle. This problem, however, is totally within your control.

Certainly, if life is fair, the ill-natured, unsociable, unprincipled person who is known to be ignorant, lazy and shiftless will be a failure in life because he is so dis-qualified to succeed.

On the other hand, the good-natured, intelligent, reliable person, like you, who continually wins friends and is known for your ethics, principles, kindness, and work ethic, should be a model of success. If anyone deserves to be a winner in life, it’s you. Yet, life sometimes appears to be fickle and irrational in bestowing its awards.

When a worthy person does not succeed, he loses out because he lacks an essential positive factor of certain success—the ability to sell his capabilities. By mastering the selling process, this failure can turn him into a success; the success he so honestly deserves.

Millions of worthy people, with many positive attributes, have failed solely because their merits were not appreciated and rewarded. If their good points had been noted, the outcome would have been different. Capabilities, like goods or products, are profitless until they are sold. Therefore, if you want to have others see the good in you, you must promote, endorse and "sell" yourself. This ability to have others see the real you, the accomplished leader within, will transform those potential powers into actual accomplishments.

Is there a voice in your head saying, "I know all that. I just haven’t had the opportunity to show how effective a leader I can be." The truth is that opportunity is a constant companion to each of us. We are all rich in ability: honesty, intelligence, energy and desire to succeed are qualities others are looking for in a leader. The outcry is not which person should I be connected to, but where are the honest, intelligent, energetic leaders for me to follow. Certainly, every necessary characteristic of the successful leader is latent within your nature and can be brought to life by personal development and belief in yourself. You have not yet done your best with the best that is in you.

How do you begin to do your best? First, resolve to acknowledge that you are a person with the character traits of someone with the extraordinary ability to influence others. Second, be confident in the knowledge that there are people who are looking for someone just like you and will be part of your team when you have brought out the best in yourself.

Look around. Do you see highly prosperous people with no more innate ability and talent than you have? Certainly, the market for your particular talents and leadership style is out there. Golden opportunities, opportunities that you’ve let slip by, surround you and touch you daily. If you have not grasped your chance, perhaps it was because you did not know how to demonstrate the strength and potential within you.You have failed to reach your potential as a visionary, charismatic leader simply because you have been unsuccessful as a salesman of yourself to the world.

Only one per cent of the people in the U.S. call themselves salesmen or saleswomen. Ironically, in order to succeed, each of us must sell our particular qualifications. Selling yourself as a leader is essential to assure your success in life.

The best commercial executives agree that the most effective leader may not be the "natural born" leader, but the person who is made highly efficient and effective by self-discovery and self-development. That’s great news; don’t you agree? With the potential within and the tools available, nothing can stop you from becoming the person others look to for success: the successful leader who will help them discover their hidden talents.

Eleanor Roosevelt said, "The future belongs to those who believe in the beauty of the dream." Your future as a successful leader is no dream; it is no illusion; it is the destiny you were meant to fulfill. Believe in this destiny and let others see what you’ve always known about yourself.

Phyllis Nasiopulos, Life Style Mentor and Successful Entrepreneur, is helping many become the next success story. Whether you're looking to create an extra few thousand dollars per month, be an ex-corporate executive, or the next millionaire Mom, Phyllis can assist you to create a second stream of income and greater peace of mind. visit : Financial Freedom

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