Intelligent Leadership

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Intelligent Leadership
Michael Collins Managing Director
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Workshop agenda

• Putting the record straight
• Emotional intelligence and leadership
• Emotions in action
• Developing emotional self-awareness and
  interpersonal sensitivity
• Developing emotional resilience
• Making it work

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The evolution of EI

• Thorndike (Social Intelligences) 1920
• Gardner (Multiple Intelligences) 1983
• Bar-on (Emotional Quotient) 1985
• Salovey Mayer (EI) 1990
• Goleman (EI) 1996
• Dulewicz Higgs (EI) 2000
• Stough Palmer (EI) 2002

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What is emotional intelligence?

• The ability to achieve effective interpersonal
  outcomes by recognising and modifying the
  emotions of oneself
• and others

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The four EI abilities
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Why all the interest in EI?

• Leaders high in EI create workplaces that
• Are innovative and creative
• Have effective teamwork
• Have an effective customer service culture
• Have committed staff
• Experience lower staff turnover
• Have employees with higher job satisfaction
• Have employees who experience less
  stress(Sources Henley Management College,
  Swinburne University)

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Leadership and EI
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Can EI be developed?

• Background
• A pilot group of pharmaceutical sales
  representatives attended a two-day workshop on
  developing EI abilities, namely Self-awareness,
  Interpersonal Sensitivity and Emotional
  Resilience.
• Methodology
• Representatives conducted a self-assessment and
  were also rated by their managers using the
  Emotional Intelligence Questionnaire (Dulewicz
  Higgs, 2000) prior to the workshop. The same
  group were followed-up four months after the
  workshop and the same 90-degree assessment was
  conducted.

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Results
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The magic trick
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Fight or flight response
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The stress-performance curve
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AAPRAS appraise the situation

• Anticipate the likely situations, events, people
  that typically produce an emotional response for
  you (eg difficult team members, meetings,
  performance feedback)
• Acknowledge the fact that this is normal we
  are humans after all not robots!
• Self-monitor for the physiological signs (eg.
  knot in the stomach, sweating brow, tight
  shoulder muscles), or
• Reflect mentally on how youre feeling right now
  in the moment
• Assign a value to the emotion (1 to 10)
• Self-monitor is the value going up or down?

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Emotions in action

• Imagine you are standing in a queue at an ATM
  machine waiting your turn
• Suddenly, you feel a sharp jab in your lower
  back
• Questions
• What are your immediate emotions?
• What is your immediate reaction?
• What thoughts immediately come to mind?

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Performing under pressure

• You are an executive with a company renown for
  their conservative and at times aggressive
  leadership team
• You are scheduled to meet with the Managing
  Director and the leadership team to present an
  update on the project you have been managing for
  the last 12 months
• The project is behind time and significantly
  over-budget, rumour has it that your job could be
  on the line
• You leave your office early and travel via the
  freeway to head office
• You mistakenly get off at the wrong exit and
  suddenly realise that you will now arrive at
  least 15 minutes late for your meeting

Workbook page 9
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Controlled breathing
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The reframing equation
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(No Transcript)
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Challenging your thoughts

• What is the evidence to support this thought?
• What are some alternative ways to view this?
• What is the effect of thinking this way?
• How does the way Im thinking reinforce these
  unhelpful thoughts?

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Reframing exercise

• What do you now notice (if anything) about these
  thoughts?
• How did you previously view these thoughts?
• How does your partner view your thoughts?
• Do you still hold them as strongly now? If not,
  why not?

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Questions?
The ability to achieve effective interpersonal
outcomes by recognising and modifying the
emotions of oneself and others