What do managers and professionals need to succeed? They need to be very smart and they need superb technical skills. But beyond analytical intelligence and technical skills, professionals need other skills to better lead people, communicate effectively, adapt to different cultures, read people, and handle stressful situations. It is an effective professionals who can accurately perceive how you and others feel, use these feelings to assist with the task at hand, understand how these feelings arose and how they will change, and then manage these feelings effectively to achieve a positive outcome.
These four steps, or abilities, are described by the concept of Emotional Intelligence and communicated in a hands-on, applied manner in the book, The Emotionally Intelligent Manager: How to develop and use the four key emotional skills of leadership by David Caruso and Peter Salovey.
This Approach Works Well With Smart, Analytical Professionals
Our best clients are those who are very skeptical about emotions and emotional intelligence. The reason for our success is that emotions, in our approach, contain data and information which must inform our thinking in order for us to make optimal decisions and take effective action.
The ability approach to EI respects the importance of traditional or analytical intelligence (IQ). The ability approach to EI has a solid grounding in basic and applied research.
We demonstrate the role emotions play in decision making and in leadership which allows participants to buy into the concept. Our training applies emotions and EI to the everyday work life of participants.
The Way to Teach EI
The model we use – Perceive, Use, Understand, Manage – is simple and serves as a template or what we call an Emotional Intelligence Blueprint for learning. Workshop participants acquire insight into themselves, develop new skills, but most importantly, they acquire a process that they can use to help them address key issues and problems in their work life.
It is essential that participants are given intellectual support for every activity and component of EI, as well as an emotional experience to cement their learning. We also recognize that great training needs to be delivered with integrity. Every program we conduct begins with a statement of our ethical principles of Confidentiality and Non–Disclosure.
However, talking about action, and talking about emotion, is simply not enough. Interactive cases and exercises are critical to demonstrating the primacy and power of emotions in the workplace. We are able to customize some of the case studies to better reflect the work experiences and unique needs of your group.