Practicing Emotional Intelligence in the Public Sector

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Practicing Emotional Intelligence in the Public
Sector

• IPMA-HR
• Western Region Conference
• May 3, 2006

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(No Transcript)
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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
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Self-Awareness
The ability to recognize and understand your
moods, emotions, and drivers, as well as their
effects on others.
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Hallmarks of Self-Awareness

• Self-confidence
• Realistic self-assessment
• Self-deprecating sense of humor

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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 Man
agement, Stanford University
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Self-Management/Regulation
The ability to control or redirect disruptive
impulses and moods. The propensity to suspend jud
gment - to think before acting
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Hallmarks of Self-Management

• Trustworthiness and integrity
• Comfort with ambiguity
• Openness to change

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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
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Motivation
A passion to work for reasons that go beyond
money and status A propensity to pursue goals w
ith energy and persistence
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Hallmarks of Motivation

• Strong drive to achieve
• Optimism, even in the face of failure
• Organizational commitment

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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
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Empathy
The ability to understand the emotional make up
of other people Skill in treating people accord
ing to their emotional reactions
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Hallmarks of Empathy

• Expertise in building and retaining talent
• Cross-cultural sensitivity
• Service to clients and customers

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Social Skill
Proficiency in managing relationship and building
networks An ability to find common ground and b
uild rapport
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Hallmarks of Social Skills

• Effectiveness in leading change
• Persuasiveness
• Expertise in building and leading teams

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Can Emotional Intelligence be learned?

The nature vs. nurture debate
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It is a matter of the brain
Emotional Intelligence is born largely in the
neurotransmitters of the brains limbic system,
which governs feelings, impulses and drives
Daniel Goleman,Can emotional intelligence be le
arned
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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 inte
lligence be learned
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3 Keys to Learning Emotional Intelligence

• Motivation
• Extended practice
• Feedback

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What should leaders do?
Get Results!!
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Understanding Climate
Climate refers to six key factors that
influence an organizations working environment
Flexibility Responsibility Standards Rewards C
larity Commitment
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The Five Components of EI

• Self-Awareness
• Self-Management/Regulation
• Motivation
• Empathy
• Social Skills

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How Climate Feels

• its 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
  

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Six Basic Leadership Styles

• The coercive style - Do what I tell you
• The authoritative style - Come with me
• The affiliative style - People come first
• The democratic style - What do you think?
• The pacesetter style - Do as I do now
• The coaching style - Try this

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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.