Building High EQ Teams

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Building High EQ Teams
Presenters Jan Johnson, MA, President Ron
Short, PhD, Senior Consultant Learning In Action
Technologies http//learninginaction.com liat_at_lea
rninginaction.com 425-641-7246
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Presentation Overview

• What is emotional intelligence (EQ)?
• Characteristics of EQ
• Core EQ concepts-individuals teams
• EQ In Action Profile - overview what it
  measures
• Using individual EQ Profile Team Profile with
  teams
• Presentation and Discussion of Case Study
• Questions - Discussions

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EQ Defined

• Self In Relationship
• Awareness of my emotions others
• Ability to manage my emotions
• in effective ways
• Ability to
• manage emotions in relationships

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Performance Emotional Intelligence

• EQ Performance
• EQ accounted for 67 of the abilities deemed
  necessary for superior performance
• EQ mattered TWICE as much as technical expertise
  or IQ
• At the highest level of complexity EQ was the
  ONLY advantage
• Key Factors
• Level of complexity
• Level of dependency on others to get the job done
• Degree of change and stress
• 
  
  Source Daniel
  Goleman, Working with Emotional Intelligence

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EQ and Changing Leadership

• Changing Nature of Leadership
• Increased complexity
• Greater interdependent work
• Shifting reward system More focus on teams
• Need to create environment that can help others
  succeed
• Building mending relationships
• Participative and change management
• Need for increased flexibility, collaboration,
  crossing boundaries and collective leadership.
• 2005 Center for Creative Leadership Research
  report

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EQ and Changing Leadership

• The BIG 12 Specific Leader Behaviors
• Keeps cool under pressure
• Clearly explains missions, standards, priorities
• Sees the big picture provides context
  perspective
• Can make tough, sound decisions on time
• Adapts quickly to new situations requirements
• Sets high standards without a zero defect
  mentality
• Can handle bad news
• Coaches and gives useful feedback to subordinates
• Sets a high ethical tone demands honest
  reporting
• Knows how to delegate and not micromanage
• Builds and supports teamwork within staff among
  units
• Is positive, encouraging, and realistically
  optimistic
• Source A US Army War College Research Study.
  2005

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Underdeveloped EQCommon Characteristics

• Relationships are often unsatisfying
• Disconnects from others or stays in unhealthy
  relationships
• Highly reactive
• Low capacity for chaos
• Rigid or brittle under stress Can be immobilized,
  moody, resistant, or erratic.
• Relationship healing is slow
• Low trust in self others
• Discounting of other or Self

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Highly Developed EQ Common Characteristics

• Relationships are easy, enjoyable, rewarding
• Connected
• FlexibleResilient
• Relationships are easily repaired
• Wide tolerance for differences
• High trust of self others
• Takes responsibility for Self
• Good listener
• Observing self is developed

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EQ Development Primary Development 0-4 yrs old

• Intrapersonal Interpersonal
• -Accurate self assessment - Communication
• Trustworthiness - Conflict management
• Creativity - Leadership
• Adaptability - Ability to develop others
• Achievement drive - Understanding others
• Commitment - Leveraging diversity
• Initiative, Optimism - Political awareness
• - Service orientation

Competencies
Ability to Observe Self Self Reflection
Ability to Self-Soothe Self-Regulate
Ability for Empathy
Capacities
Differentiation of self from other
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Capacities-Competencies-SkillsDevelopmental
Hierarchy
Skills Focus on specific approaches - methods
with behavioral skills. Example Models for
mentoring
Developmental Hierarchy
Competencies Emotional coping mechanisms that are
developed out of the core capacities. Example
The ability to develop others
Emotional Capacities The fundamental building
blocks of emotional intelligence. Example The
capacity for empathy is critical for developing
others
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Self Reflection Observation of Self

• Ability to be Aware NOW
• Of your here-and-now experience (thoughts,
  feelings, wants) and to name your experience in
  words.
• That you and I are separate intentional beings,
  having different experiences and different
  intentions.
• Dimensions of Self-Reflection
• Access to range of feelings
• Positive-Negative Orientation
• Focus on Self versus Other
• Balanced reliance on thoughts, feelings and wants

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(2) Self-Regulation Self-Soothe

• Ability to
• Decrease your emotional distress re-establish
  your sense of equilibrium.
• Tolerate painful experiences soothe yourself
  rather than needing someone outside of me to make
  it better.
• Dimensions of Self-Soothing
• Range of strategies available to us.
• The degree the strategy does not harm me or the
  other.
• The degree the strategy supports the
  relationship.
• Relationship strategies based on high or low
  trust.

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(3) Empathy

• Ability to
• Identify with another persons emotional
  experience--to understand what it must be like
  for that person
• Differentiate your self and your experience from
  others and tolerate that experience
• Key Dimensions
• Accurately identify anothers experience
• Experience a degree of compassion sensitivity
• Empathic acknowledgement

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Developing Adult EQ

• Its about understanding myself managing myself
  in relationships
• How do I see myself the world when challenged?
• What do I do when I feel unfairly treated? Not
  listened to? Not valued?
• What does it take?

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Where do we start?

• 1 Self-Reflection
• Be Aware Notice my experience
• Focus on my Self and well as Others
• Take responsibility for my experience my choices
• Recognize we see the world differently
• Separate past from present
• 2 Self-Regulation manage my own distress
• 3 Empathy
• Acknowledge your Self Others
• 4 Empathic Interactions
• Learn use interactional patterns that build
  trust

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Exercise Track report my experience

• Watch video write your experience below

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Fitness Profile Graph
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Sample Feelings Distributions
Anger Anxiety Fear Joy
Love Sadness
Shame 16.03 8.93 6.08
86.48 97.58 18.85 9.83
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Self-Regulations Strategies
Percentile Ranking HSO 35
HSLO 86 LSHO 48 LSLO
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EQ Team BuildingPrinciples when using group
profile

• Goals
• To help individuals and the group to identify
  working patterns that help or hinder team
  performance
• To build openness and trust
• To learn core concepts and skills to use NOW
• Principles
• Minimize surprises
• Individuals own their own data
• Team development opens with focus on individual
  EQ the patterns each person brings to this team
• Individuals get feedback from their co-workers
• Individuals participate in open dialogue about
  the patterns that live out in their team
• Teams identify commit to ways they will work
  together and hold one another accountable

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Case Study Using the EQ In Action
Profile in a Building EQ Team Intervention

• Research Results
• By Learning in Action Technologies

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• Awareness Lessons Managing Change
• Team Intervention Sequence
• March 31-April 1 17 team members took EQ in
  Action Profile. Received individual
  consultation.
• May 1-2 Off-site training in Awareness Lessons
  the lies we tell ourselves.
• June 19 14 members participated in follow-up
  training.
• (5 were fired or encouraged to leave. Two new
  members added.)
• August 23 Executive Director of team gone. New
  director not selected. One day continuing the
  Awareness Lessons.
• Hmmm, I wonder what effect EQ Profile and
  training
• has had during the change?
• Measured Impact 10 point scale survey to compare
  before and after EQ Profile and training.

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Awareness LessonsCorrecting the lies we tell
ourselves

• Two Worlds Awareness
• Lie 1 I think I live in one world . . . when I
  live in two
• You and I Awareness
• Lie 2 What I think about you . . . is about me
• We Awareness
• Lie 3 What I most dislike about us . . . I
  participate in maintaining
• I Awareness
• Lie 4 Who I think I am . . . is not me

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Planning Training Designs

• Step 1 Planning with client assumptions,
  goals, structure
• Step 2 Each member took EQ assessment
• had a one hour telephone interpretive
  consultation
• Step 3 2 days off-site training 17
  participants
• Keys to success
• Awareness Lessons The lies we tell ourselves
• Step 4 1 day follow-up session on-site with
  Director new group
• Very emotional processing the change
  relationship with the boss
• Step 5 I day follow-up - Director gone
  accepted new position
• Final awareness lessons focus on we
• Highly participative
• Step 6 Impact measured

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Survey Written Comments

• We have become more skilled in our
  conversations. If we continue, TRUST will grow.
• Its been very helpful. Been a great tool to
  assist others.
• Openness allows me to better know the leaders
  as people--not just surface stuff.
• This wasnt just an exercise. Changes in our
  environment forced us to apply these skills.
• I am more intentional in my conversations as a
  result of the EQ work
• It brought more awareness in my interactions
  with everyone in this room.
• I recently had the opportunity to use it with
  someone outside this room. The result was
  positive--very positive. It opened up trust
  with each other.
• This work and practice will help us hold each
  other more accountable.

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Summary and Conclusions

• Unanimous Remarks
• The work in EQ in Relationship was helpful during
  the change.
• It increased
• Self-awareness.
• People noticed and named what they were
  thinking, feeling, and wanting.
• Intentionality in conversations.
• Awareness of others.
• Mutual dialogue, clarity in communications.
• The EQ In Action Profile with the consultations
• was viewed as very helpful.
• The contribution of the overall work was
• Very helpful in building trust
• Extremely helpful in building openness.