Student Council Elections 2010 Rabat and Attard Primary Kathleen Psaila.
Patrick Psaila, PsyPotential Workshop 5 - Emotion Matters.
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Patrick Psaila, PsyPotential Workshop 5 - Emotion Matters
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Transcript of Patrick Psaila, PsyPotential Workshop 5 - Emotion Matters.
Patrick Psaila, PsyPotential
Workshop 5 - Emotion Matters
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− Nature of Emotion +
The Mood Meter – What are you feeling?
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The Mood Meter
Anger
Fear
Sadness
Apathy
HappinessEnthusiasm
RelaxationCalm
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The Mood Meter
Optimal Performance Zone – FLOW
Pre- Frontal Cortex Limbic System -
Amygdala
Defining Emotional Intelligence
Daniel Goleman defines emotional intelligence having specific “competencies” to:
Know and manage one’s feelings well, and deal effectively with other people’s feelings.
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Defining Emotional Intelligence
Mayer, Salovey and Caruso defined emotional intelligence as:
The ability to Identify, Use, Understand and Manage emotions in oneself and others
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Self-Awareness Social Awareness
Self-Management Relationship Management
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EI Competency Clusters
Defining Employee Engagement
The emotional and functional commitment an employee has to his or her organisation
Research Conclusions
Research Findings
Current RealityManagers and leaders have to operate in an environment characterised by:• Volatility• Aggressive & stiff competition• Rapid & radical change – mergers; acquisitions; bankruptcy, downsizing
Research Findings
Resulting inAn increased focus on continuous relearning,development and negotiating work/lifebalance.
Research Findings
The single most important contributor to employeeengagement empowerment and satisfaction is therelationship they have with the leaders of theorganisation.
Research Findings
A Gallup organisation major surveyfound that only 26% of employees considerthemselves as actively engaged in their work.
Research Findings
Aon consulting reported in a recent research studythat employee commitment is declining in everyindustry, age group, income group and jobclassification.
Research Findings
20 years of research and 60,000 exit interviews bythe Saratoga Institute show that 80% of turnover isdirectly related to unsatisfactory relationships with one’s boss.
Research Findings
A Gallup organisation study of about 1 millionworkers concluded that the main reason why peopleleave their jobs is because of bad bosses.
Research Findings
Another Gallup study found that poorly managedworkgroups are an average of 50% less productiveand 44% less profitable than well-managed groups.
EI leadership Practices that Boost Employee Engagement
EI leadership Practices that Boost Employee Engagement
Solicit feedback about strengths and development areas from other leaders, direct reports and internal/external stakeholders.
Self-Awareness
EI leadership Practices that Boost Employee Engagement
Manage personal stress levels to avoid burnout
Practice “deep intelligence” = EQ : PQ : SQ : IQ
Self-Management
EI leadership Practices that Boost Employee Engagement
Carry out management/leadership team analysis ofstrengths/development areas.
Self/Team Awareness
EI leadership Practices that Boost Employee Engagement
Conduct annual employee engagement surveys to get an understanding of necessary changes in policies, procedures, processes, systems and management practices that improve engagement.
Social/Systems Awareness
EI leadership Practices that Boost Employee Engagement
Manage underperformance consistently, fairly and constructively.
Relationship Management
EI leadership Practices that Boost Employee Engagement
Create and utilise teams to encourage employee participation in problem solving, decision making and planning processes.
Relationship Management
EI leadership Practices that Boost Employee Engagement
Carry out and analyse exit interviews and develop strategies to ensure retention of high potential talent.
Social/Systems Awareness
EI leadership Practices that Boost Employee Engagement
Focus on making work meaningful by connecting it tothe purpose, mission and values of the organisation andeven better to one’s personal values.
Relationship Management
EI leadership Practices that Boost Employee Engagement
Create a supportive and caring culture by encouraging teamwork, collaboration and trust.
Relationship Management
EI leadership Practices that Boost Employee Engagement
Support and implement initiatives such as:•Corporate wellness programmes• Family friendly policies•Work/Life balance drives
Social Awareness & Relationship Management
EI leadership Practices that Boost Employee Engagement
• Give regular feedback to employees
• Show appreciation and give praise for good work
• Give public recognition where it is due
Relationship Management
EI leadership Practices that Boost Employee Engagement
•Make work as interesting as possible
• Provide opportunities for career growth and learning
• Pay adequately and fairly
Relationship Management
EI leadership Practices that Boost Employee Engagement
Avoid prolonged periods of indecision, uncertainty, role ambiguity, job insecurity.
Allow maximum job autonomy and personal initiative to boost empowerment.
Social Awareness & Relationship Management
The Rise of Compassionate Management
More and more compassionate managementpractices are proving to be not only good foremployee well-being and health which positivelyimpacts the bottom line but also directly boostsemployee engagement.
Annie McKee
Emotion Really Matters!
Thank You ! www.psypotential.com
