Today's People Manager must possess a great 'dose' of Emotional Intelligence (E.I) to excel. Find out the benefits of (E.I) and lots more from this presentation... Take Charge! Adetoun Omole (ACIPM)

1. MANAGERIAL EMOTIONAL
INTELLIGENCE
ADETOUN OMOLE (ACIPM)

2. INTRODUCTION
• Emotional Intelligence (EQ) is the foundation of
leadership.
• Academic training and technical knowledge cannot
take the place of emotional intelligence in our
personal and professional success.
• At the highest organizational levels, technical skills
or academic credentials alone cannot offer the
distinct advantage.
• Emotional Intelligence is the ability to perceive,
understand, manage and act upon emotional
information - both for ourselves and for others.

3. LEARNING OBJECTIVES
At the end of the lessons, participants will be able
to:
 explain the concept of emotional intelligence;
 discuss the five pillars of emotional intelligence;
 highlight the essence of emotional intelligence;
 mention the inherent benefits of emotional
intelligence; and
 state the dangers of lack of emotional
intelligence.

4. In the beginning...
• The term "emotional intelligence" debuted in several scientific
articles written by John D. Mayer and Peter Salovey during the
early 1990s.
• The researchers defined emotional intelligence as the compilation
of four kinds of skills: perceiving and expressing emotions,
understanding emotions, using emotions, and managing emotions.
• These insightful publications helped pave the way for the 1995
best-seller Emotional Intelligence: Why It Can Matter More Than
IQ and Working With Emotional Intelligence by New York Times
behavioral science columnist Daniel Goleman, which brought
emotional intelligence into the mainstream of business.
• According to Peter Salovey, chairman of the Department of
Psychology at Yale University, "Prior to 1995, only other
psychologists had heard of emotional intelligence. Goleman’s first
book made the term a household word."

5. EMOTIONS...

6. Emotionally Intelligent?

7. The Five Pillars of Emotional
Intelligence
According to Daniel Goleman, these are the five broad categories of
emotional intelligence
• Self-Awareness
People with a healthy sense of self-awareness are "comfortable in their
own skin." They understand their strengths, weaknesses, emotions, and
impact on others. One of the most telling signs of self-awareness is how
well a person responds to constructive criticism.
• Self-Regulation
Not only do the emotionally intelligent understand their emotions, but also
they can demonstrate maturity and restraint when revealing them. They do
not squelch (suppress) their feelings, instead expressing them in a manner
that shows a high level of judgment and control.

8. • Motivation
Managers generally are ambitious. However, emotionally intelligent leaders
are motivated by a strong inner drive, not simply money or titles. They are
resilient and optimistic in the disappointments. It takes a lot to break their
spirit or thwart their confidence.
• Empathy
Managers with empathy are not necessarily easy on their staffs. They do,
however, possess the compassion and understanding of human nature that
enables them to connect emotionally with others. Empathy allows them to
provide stellar customer service and respond genuinely to an employee’s
frustration or concern.
• People Skills
Emotionally intelligent managers are widely respected by their bosses,
peers, and employees. They value people and are savvy enough to know
what makes them tick. Their ability to quickly build rapport and trust with
those they relate with seems almost second nature. Power wars,
backbiting, and duplicity are not their style.

9. Emotional intelligence
skills will guide:
 the relationship
aspects of sales, and
 the internal focus
and drive of top sales
performance.
Therefore, emotional
skills of people in your
organization have a
profound effect on the
relationship between
the organization and its
customers.”

10. Do you agree ?
?  “Strong emotional
intelligence in the
leadership of an
organization directly
affects retention of
high-quality employees
and overall
productivity”.
 Let’s rub minds
together , shall we?...

11. Managers are
now aware that:
 emotional intelligence is
not just a new label for feel
- good aphorism
 emotional intelligence
is a core skill-set, grounded
in science, that underlies
performance, and
 they should commit to
bringing these assets on
board.”

12. Is Emotional Intelligence a "Girl Thing"?
 Emotional intelligence is no respecter of gender. Contrary to
popular belief, women are not more emotionally intelligent
then men. They are, however, emotionally intelligent in
different ways. An analysis of emotional intelligence in
thousands of men and women found that women, on
average, are more aware of their emotions, show more
empathy, and are more adept interpersonally. Men, on the
other hand, are more self-confident, optimistic, and
adaptable, and they handle stress better.
 In general, however, far more similarities exist than
differences. Some men are as empathetic as the most
interpersonally sensible women are, while some women are
just as able to withstand stress as the most emotionally
resilient men. In total, taking into account overall ratings for
men and women, the strengths and weaknesses average out,
so it’s an even competition between both sexes.

13. Essence of Emotional Intelligence
 As Paul* discovered from his dismal results,
emotional intelligence is crucial for those in
leadership positions. While emotional intelligence
deficiencies are career limiting for any employee,
they can be suicidal for managers.
 Likewise, from the medical perspective, we
understand there is a connect between emotional
Intelligence and your desirable state of health.
* The central character in our case study

14. Class Activity
 Break into syndicate
groups
 analyze the Case Study
 attempt the Case Study
questions.

15. Benefits of Emotional Intelligence
• Emotionally astute managers are able to deal with
contentious employees, a tyrannical boss, rapid
changes in the workplace, and unexpected
disappointments and triumphs while keeping a level
head and strong sense of self.
• They do not let their circumstances or situation
define who they are or what they stand for.
• Their employees and peers depend on them for
consistency, good judgment, and the ability to do
the right thing at the right time.

16. Conclusion
 Success in the workplace takes a lot
more than book knowledge or even
hands-on experience.
 Emotional intelligence is our key to
effectiveness and excellence as
Managers
 The gifted Manager needs a high rate
of "emotional intelligence."

17. Reference
• Goleman, D. (1995). Emotional Intelligence. Bantam
Books.
www.danielgoleman.info
• Goleman, D. (2004). What Makes a Leader?
[Article]. Harvard Business Review, 82(1), 82-91.
• Templar, R. (2003). The Rules of Work. Pearson
Education Limited. Edinburgh Gate.
• Ziglar, Z. (2006). Better Than Good. Thomas Nelson.
Nashville, Tenn.
• Maxwell, J.C. ( 2007). Talent Is Never Enough. Thomas
Nelson, inc.

18. THE END
Thank You & Good-Bye.