Cee key note presentation achieving career success with emotional intelligence - 23 august 2013...

Key Note Presentation on “Achieving Career Success with Emotional Intelligence”

ACHIEVING CAREER SUCCESS WITH EMOTIONAL INTELLIGENCE

SYNOPSIS OF KEY NOTE PRESENTATION

“Anyone can become angry - that is easy. But to be angry with the right person, to the right degree, at

the right time, for the right purpose, and in the right way - this is not easy.” Aristotle

For years, people have assumed that successful people were basically very smart and hardworking. Studies have found that while there is some correlation between IQ and success, it by no means explains why some people with high IQs can fail in a job, while others perform exceptionally well despite average intelligence. A growing body of research suggests that emotional intelligence, measured by emotional intelligence quotient (EQ), is a better predictor of "success" than the more traditional measures of cognitive intelligence (IQ). Emotional Intelligence is not about being soft, emotional and "nice". It is about being effective, and knowing how to communicate and work effectively. Emotional Intelligence reflects one's ability to deal with daily challenges. It includes internal skills necessary to manage and control oneself in different situations. As Daniel Goleman states in his book, Working with Emotional Intelligence, “The rules for work are changing.” You are being judged by a new yardstick; not just by how smart you are, or by your training and expertise, but also by how well you handle each other and yourselves. This yardstick is increasingly applied in choosing who will be hired and who will not, who will be let go and who retained, who passed over and who promoted. The days when intelligence was your ticket to success is gone. Current research shows that IQ along with skills and knowledge make up only 20% of what you need for success. EQ is the other 80%! Generation Y or “Gen Y” for short – is the term most commonly used to refer to the cohort of individuals born in the 80s and 90s, who are already in the workforce. The Fifth generation, Gen Z or The Linksters will be coming into the workforce very soon. For Leaders who have four generations of employees sitting in a meeting or working on a project, it can seem like each generation has its own worldviews, priorities, career models, motives and values. The Leader need to enhance their understanding of generational characteristics and the impact of their own management practices on each of these groups. They need to leverage on the strengths of each generation. Taking full advantage of the multi-generational workforce will enable employers to effectively attract and retain employees, build teams, deal with change, and increase employee engagement (Bawany, 2011)

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Emotional intelligence can be defined as the ability to be aware of own and others emotions and feelings and to manage the emotions in self and others (Goleman, 1995). Emotional intelligence is also defined as a subset of “social intelligence” which involves the ability to consider one’s own and others’ feelings and emotions to guide one’s thinking and actions (Salovey and Mayer, 1989). Emotional intelligence can actually be more influential upon an individual's success in life (personally and professionally) than cognitive intelligence (Stewart, 2008). People with high levels of emotional intelligence abilities are more likely than who have less emotional intelligence to achieve high levels of success in their workplace. Specially, scholars have stated that social skills are necessary for executive level leaders; as individuals ascend the organizational hierarchy; social intelligence becomes an relevant determinant increasingly of who will and will not be successful (Carmeli, 2003). Emotional intelligence is also an important of personal relationships success, family functioning, and success in the workplace (Salovey, Mayer & Causo, 2002).

1 “Ways to achieve Organisational Success: Role of Leaders in Engaging the Multi-Generational

Workforce” published by Singapore Business Review, 1st November 2011. http://sbr.com.sg/hreducation/commentary/ways-achieve-incredible-organizational-success-0

Key Note Presentation on “Achieving Career Success with Emotional Intelligence”

APPENDIX - PROFILE OF KEY NOTE SPEAKER – PROF SATTAR BAWANY Professor Sattar Bawany is Chief Executive Officer of the Centre for Executive Education (CEE) and Senior Advisor of Eduquest International Institute. He is concurrently the Strategic Advisor & Member of International Professional Managers Association (IPMA) Board of Trustees and Governing Council. He is also the Managing Director as well as Master Executive Coach with Executive Development Associates (EDA) Asia Pacific. Prof Bawany has over 25 years’ international business management experience, including 15 years in executive coaching, group facilitation, and leadership

development and training with global management consulting firms. In addition to his business and consulting career, Prof Bawany has over 10 years of concurrent academic experience as an Adjunct Professor teaching senior executives international business strategies and human resource courses at various leading universities. He is currently the Adjunct Professor of Strategy with the Paris Graduate School of Management (PGSM). Prof Bawany has assumed various senior management roles including that of Managing Director and Talent Management & Executive Coaching Practice Leader for DBM Asia Pacific. He was also the Global Information Services (GIS) Business Unit Leader with Mercer HR Consulting. Prior to joining Mercer, he was the Head of Hay Learning Services and Senior Consultant of Organisational Effectiveness/Leadership Development with The Hay Group. Prof Bawany’s passion for people and culture is about creating an environment where employees are valued and emotionally engaged in the business. He has successfully worked with extensive number of public and private organisations regionally and internationally specialising in people and culture through transformational change, starting with the ‘end’ in mind! He is an experienced facilitator and has spent many years developing leadership capability through the delivery of structured talent management, leadership development programs including executive coaching. Prof Bawany is an astute advisor to executives who need to know how they are perceived and want to focus on what is most important in their professional and personal lives. He has coached a range of leaders, from CEOs, to senior vice presidents, and high potential managers. His current work in organisations focuses on encouraging individual initiative and leadership from a systemic perspective in order to achieve clearly defined business results. His specialty is effectively linking people processes to business outcomes. He is a Key Note Speaker at international and regional Conferences, Workshops and Seminars on the following themes: Talent Management; Executive Leadership Development, Employee Engagement and Managing across Generational Gap, Strategic Human Resource Management, and Talent Management & Succession Planning. He is an accomplished Author with a Chapter on “Maximizing the Potential of Future Leader” in the Book “Coaching in Asia the First Decade”. He holds an Executive MBA and a Bachelor in Business Administration (Marketing). His Doctoral Research is on “The Impact of Executive Coaching on the Personal & Professional Development of Leaders”. Prof Bawany is a Fellow of International Professional Managers Association (IPMA) and The Chartered Institute of Marketing (CIM). He is a Professional Member of the Society of Human Resource Management (SHRM) and the Chartered Institute of Personnel and Development (CIPD). He is also a Practicing Member of the International Coaching Federation (ICF) and International Association of Coaching (IAC). He is very well regarded by his clients for his practical "how to" approach and for his ability to communicate with his audiences and to make workplace learning a fun and pleasurable experience. Married with 2 children, he believes strongly in work-life balance and is highly dedicated and committed to achieving his goals.

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Prof Sattar Bawany Prof Sattar Bawany

CEO, Centre for Executive Education (CEE)

C-Suite Master Executive Coach, EDA

Senior Advisor, IPMA Asia Pacific

23 August 2013

James Cook University, Singapore campus

“ACHIEVING CAREER SUCCESS WITH

EMOTIONAL INTELLIGENCE”

http://www.ipma.com.sg/cee/php


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Every morning in Asia, a tiger wakes up. It knows it must outrun the slowest deer or it will starve to death.

Every morning in Asia, a deer wakes up. It knows it must run faster than the fastest tiger or it will be killed.

It doesn’t matter whether you are a tiger or a deer: when the sun comes up, you’d better be running…..

Are You a Tiger or a Deer?



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About Centre for Executive Education (CEE)

Executive Education

Leadership & High Potential Development

Executive Coaching

Succession Planning

Executive Assessment

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CEE is the Affiliate Partner of Executive Development Associates (EDA), a global leader in executive development & coaching since 1982.



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• Centre for Executive Education (CEE) is the Executive Development Division of the International Professional Managers Association (IPMA).

• IPMA is a global ‘not-for-profit’ (NPO) members organisation headquartered in UK with Regional Offices in Europe, Africa and Asia Pacific.

• CEE’s mission is to assist client organisation to secure a leading position in their respective market place and develops a sustainable competitive advantage through developing their key asset, intellectual capital of the people.

• CEE offers talent management solutions including career management, executive coaching and custom-designed leadership development programs to accelerate individual performance and succession planning for organisations.

Who We Are



• CEO of Centre for Executive Education (CEE) • C-Suite Master Executive Coach, EDA

• Senior Advisor, IPMA Asia Pacific

• Adjunct Professor of Paris Graduate School of Management

• Over 25 years’ in executive coaching, facilitation, leadership development and training.

• Adjunct Professor teaching international business and human resource courses with Paris Graduate School of Management

• Assumed senior global and regional leadership roles with DBM (Drake Beam & Morin), Mercer Human Resource Consulting, Hay Management Consultants and Forum Corporation.

About Your Key Note Speaker



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Knowing Yourself as a Leader



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• Of all the abilities deemed essential for effective performance, 67% were related to EI.

-Rosier 1994

• Of all the competencies that distinguish outstanding managers (vs. mediocre managers), 81% are related to EI.

-Boyatzis, 1982

Why do smart people fail?



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Common Employer Complaints

• Lack of social skills, motivation to keep

learning, and inability to take criticism

• Leads to plateaued or derailed careers because of crucial gaps in Emotional Intelligence Competencies



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Career Derailing or Plateauing

Career Derailing: Upward job progression

stops, often through job loss of some sort, or shift into a new and less-desirable direction

Career Plateauing: Upward progress and general growth slows and then completely stops



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1. Failure to Meet Business Objectives (Achieving Organisational Results)

2. Inability to Change or Adapt During a Transition (The inability to

respond quickly and flexibly to rapidly changing market conditions)

3. Problems with Interpersonal Relationships (Lack of social/emotional

intelligence skills as well as relationship management skills)

4. Failure to Build and Lead a Team (Getting the ‘Right Person on the Bus’,

‘Wrong Person off the Bus’ & ‘Right Person in the Right Seat’)

5. Failing to make the boss/organization's priorities a high priority

Top Lessons on Career

Derailers for Leaders



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Successful Leaders

“Leadership is all about the ability to have impact and influence on your followers so as to engage them towards

ACHIEVING RESULTS of your organisation through both Ontological Humility and Servant Leadership & Level 5 Leadership Styles blended with elements of Socialised

Power/Social Intelligence Competencies ” (Bawany, 2013)

Reference: Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, first published on 12 February 2013.


http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore
















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Leaders’ Role in Achieving Results • Profitability

• ROI

• Cost Optimisation

• Employee Satisfaction

• Employee Loyalty

• Company Policies

• Rewards and Flexibility

• Culture, Espirit De Corps

• EQ/EI Competencies

• Leadership Styles

• Level 5/Ontological Humility

Organisational Results

Employee/Stakeholder Engagement

Organisational Climate

Leadership Effectiveness

Customer Engagement/Loyalty • Customer Satisfaction

• Service Value/

Relationship

Sattar Bawany, “Making Results-based Leadership Work in Singapore” Singapore Business Review, http://sbr.com.sg/hr-education/commentary/making-results-based-leadership-work-in-singapore, 12 February 2013


















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Developing Your

Emotional Intelligence


C:/imgres


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You CAN change this !



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IQ vs. EQ

IQ

• Intellectual capability (IQ), knowledge, and technical expertise

• Is a threshold, not a differentiator for outstanding leadership

EQ

• Emotional Intelligence (EQ) is the differentiating factor in success

• EI is two times as important as IQ and technical expertise combined



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The more complex the job, the more EQ (EI Competencies)

matters!!

Importance of EQ in Job Complexity



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Intelligence Quotient (IQ)

IQ refers to an individual’s logical abilities (or the

cognitive aspects of intelligence) such as

memory, problem solving, how to rationalize and

analyze as well as scholastic abilities



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Emotional Intelligence (EI) & EQ

Emotional Intelligence, also called EI and often measured as an Emotional Intelligence Quotient (EQ), describes an ability, capacity, or skill to perceive, assess, and manage the emotions of one's self, of others, and of groups

“Anyone can become angry – that is easy. But

to be angry with the right person, to the right

degree, at the right time, for the right purpose,

and in the right way – that is not easy.”

Aristotle in ‘Nicomachean Ethics’

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.



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Emotional Intelligence by Goleman

“The capacity for

recognizing our own feelings

and those of others, for motivating

ourselves, for managing emotions

well in ourselves and in our

relationships.”

Goleman, D. (1995) Emotional Intelligence: Why It Can Matter More Than IQ. New York: Bantam Books.

Goleman, D. (1998) Working with Emotional Intelligence. New York: Bantam Books.



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5 dimensions to help you navigate life, living, and

the increasingly diverse workplace we operate in 5 Dimensions of EI by Goleman

Goleman, D. (1998) What Makes a Leader?, Harvard Business Review, HBS Publishing

Personal Competence – how we manage ourselves

1. Self Awareness – knowing your strengths and weaknesses

2. Self Regulation - trustworthiness, responsibility, adaptability,

3. Motivation - drive, commitment, initiative, optimism, charisma

Social Competence - how we handle relationships

4. Empathy - awareness of other’s feelings and concerns

5. Social skills - adeptness a inducing desirable responses, such as communication, conflict management, cooperation, and leadership



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Self-Awareness

• The ability to recognise and understand your moods, emotions and drives, as well as their effect on others

• Hallmarks

– Self-confidence

– Realistic self-assessment

– Self-deprecating sense of humour

Self-Regulation



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Self-Regulation (Self-Management)

• The ability to control or redirect disruptive impulses and moods

• The propensity to suspend judgment – to think before acting

• Hallmarks

– Trustworthiness and integrity – Comfort with ambiguity / seniority / change – Openness to change

Self-Awareness



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Motivation

• A passion to work for reasons that go beyond

money or status

• A propensity to pursue goals with energy and

persistence

• Hallmarks

– Strong drive to achieve

– Optimism, even in the face of failure

– Organisational commitment

Motivation



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Empathy

• The ability to understand the emotional make-up of other people

• Skill in treating people according to their emotional reactions

• Hallmarks – Expertise in building and nurturing

meaningful relationships at all levels – Cross-cultural sensitivity – Service to clients and customers

Empathy



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Social Skill (Relationship Management)

• Proficiency in managing relationships and building networks

• An ability to find common ground and build rapport

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

Social Skills



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"A leader's intelligence has to have a strong emotional

component. He has to have high self-awareness, maturity and

self-control. He must be able to withstand the heat, handle

setbacks and when those lucky moments arise, enjoy success

with equal parts of joy and humility. Emotional intelligence is

more rare than book smarts, but it is actually more important

in the making of a leader."

Jack Welch, former Chairman & CEO of GE Inc.

Speaking to The Wall Street Journal

Leadership and EI



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Level 5 Leaders:

Many people have the potential to be Level 5

Ambitious for the organization – not for themselves

Set up their successors for even greater success

Display modesty, are self-effacing and understated

Are driven by a need to produce results

Credit success to others but take responsibility for failure

Level 5 leaders score well on BarOn EQ-i

Level 5 Leadership

Source: Jim Collins, ‘Good to Great’, Harper Collins: 2001



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EI and Developing Future Leaders

• Successful leaders at all levels demonstrate a high

degree of Emotional Intelligence in their role

• Emotionally intelligent leaders create an environment

of positive morale and higher productivity resulted in

sustainable employee engagement

• Critical transitional skills include EI competencies such

as relationship management; cross cultural

communication; effective negotiation and conflict

management

Bawany, S. (2010). ‘Maximizing the Potential of Future Leaders: Resolving Leadership Succession

Crisis with Transition Coaching’ In ‘Coaching in Asia – The First Decade’. Creation Publishing LLP.

Download e-copy from: http://www.ipma.com.sg/publications.php





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EI Mini Quiz

Important Note: The purpose of the following short quiz is to provide you with an application of Emotional Intelligence (EI). The results you get from this quiz are NOT a comprehensive picture of your EQ.



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Scenario 1. You are in a meeting when one of your colleague takes credit for work that you have done. What do you do?

A. Immediately and publicly confront the colleague over the ownership of your work.

B. After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

C. Nothing, it's not a good idea to embarrass colleagues in public.

D. After the colleague speaks, publicly thank her for referencing your work and give the group more specific detail about what you were trying to accomplish.



34 Masterclass on 'High Performance Leadership' for Menlo Worldwide Logistics

Answer for Scenario 1

The Credit Stealing Colleague:

The most emotionally intelligent answer is D. By demonstrating an awareness of work-place dynamics, and an ability to control your emotional responses, publicly recognizing your own accomplishments in a non-threatening manner, will disarm your colleague as well as puts you in a better light with your manager and peers. Public confrontations can be ineffective, are likely to cause your colleague to become defensive.

A. 0 Points – Immediately and publicly confront the colleague over the ownership of your work.

B. 5 Points – After the meeting, take the colleague aside and tell her that you would appreciate in the future that she credits you when speaking about your work.

C. 0 Points – Nothing, it's not a good idea to embarrass colleagues in public. D. 10 Points – After the colleague speaks, publicly thank her for referencing your

work and give the group more specific detail about what you were trying to accomplish.



35 Masterclass on 'High Performance Leadership' for Menlo Worldwide Logistics

A. Ignore it – the best way to deal with these things is not to react.

B. Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. Suggest to the person telling the joke he go through a diversity training program.

Scenario 2: You are a Manager in an organization that is trying to encourage respect for racial and ethnic diversity. You overheard an employee telling both sexist and racist jokes. What do you do?



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The most emotionally intelligent answer is C. The most effective way to create an atmosphere that welcomes diversity is to make clear in public that the social norms of your organization do not tolerate such expressions. Confronting the behavior privately lets the individual know the behavior is unacceptable, but does not communicate it to the team. Instead of trying to change prejudices (a much harder task), keep people from acting on them.

A. 0 Points – Ignore it - the best way to deal with these things is not to react.

B. 5 Points – Call the person into your office and explain that their behavior is inappropriate and is grounds for disciplinary action if repeated.

C. 10 Points – Speak up on the spot, saying that such jokes are inappropriate and will not be tolerated in your organization.

D. 5 Points – Suggest to the person telling the joke he go through a diversity training program.


The Racist Joke:



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Scenario 3. You are a college student who had hoped to get an A in a course that was important for your future career aspirations. You have just found out you got a C- on the midterm. What do you do?

A. Sketch out a specific plan for ways to improve your grade and resolve to follow through.

B. Decide you do not have what it takes to make it in that career.

C. Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other classes where your grades are higher.

D. Go see the professor and try to talk her into giving you a better grade.



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The most emotionally intelligent answer is A. A key indicator of self-motivation, also known as Achievement motivation, is your ability to form a plan for overcoming obstacles to achieve long-term goals. While focusing efforts on classes where you have a better opportunity may sometimes be productive, if the goal was to learn the content of the course to help your long-term career objectives, you are unlikely to achieve.

A. 10 Points – Sketch out a specific plan for ways to improve your grade and resolve to follow through.

B. 0 Points – Decide you do not have what it takes to make it in that career.

C. 5 Points – Tell yourself it really doesn't matter how much you do in the course, concentrate instead on other classes where your grades are higher.

D. 0 Points – Go see the professor and try to talk her into giving you a better grade.


The 'C' Midterm:



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In Conclusion: Key to Success Every company that wants to excel in the

future must recognise that the ultimate

competitive advantage is a deep leadership

pool where leaders at every level are in tune

with external changes and can adapt to the

speed and depth of those changes.

Leadership can’t be taught in a classroom

alone, but developmental experiences –

executive coaching, mentoring, executive

Masterclass, voracious readings – can

accelerate a leader’s growth.



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http://www.youtube.com/watch?v=03o1JZ7c7gI

Video on What Makes a Great Leader?


http://www.youtube.com/watch?v=03o1JZ7c7gI

D:/WORKSHOP MATERIALS/WORKSHOP VIDEOS/Leadership - What is a Good Leader/Inspirational Video on Role of Leader.avi


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If you do tomorrow what you did yesterday

Your Future is History……………

If you do tomorrow what we’ve covered today

Your Future is Historic!!!

Final Thoughts…



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Prof Sattar Bawany

CEO, Centre for Executive Education (CEE)

C-Suite Master Executive Coach, EDA

Strategic Advisor, IPMA Asia Pacific

Email: [email protected]

Articles: www.ipma.com.sg/publications.php

Slideshare: www.slideshare.net/ipma_singapore

LinkedIn: www.linkedin.com/in/bawany

Facebook: www.facebook.com/ipma.singapore

Twitter: www.twitter.com/sattarbawany

Further Dialogue on Social Media



http://www.slideshare.net/ipma_singapore

http://www.linkedin.com/in/bawany

http://www.facebook.com/

http://www.twitter.com/sattarbawany

http://www.linkedin.com/in/bawany

http://www.twitter.com/sattarbawany

http://www.facebook.com/ipma.singapore

Cee key note presentation achieving career success with emotional intelligence - 23 august 2013...

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