Concurrent Session 1C
Developing your EQ
(Emotional Intelligence)
Dominic Siow
Trainer – Speaker – Coach, EQ Strategist
People Empowerment Solutions
Developing your EQ
(Emotional Intelligence)
Dominic Siow
,,
,
Principal
EQ Strategist
Blog: http://dominicsiow.com
Copyright EQ Strategist 2007-2012
What attributes
distinguish “star”
internal auditors
from the rest?
Copyright EQ Strategist 2007-2012
What is Emotional Intelligence?
• 1930’s – research shows Cognitive Intelligence (IQ) inadequate as a
predictor of human performance
• 1990 - term first used by Salovey and Mayer
“A form of social intelligence that involves the
ability to monitor one’s own and others’ feelings
and emotions, to discriminate among them,
and to use this information to guide one’s
thinking and action"
• 1995 - Daniel Goleman’s publication of “Emotional Intelligence”
Copyright EQ Strategist 2007-2012
EI Research
•
•
Hay/McBer study – 40 different
companies
– Emotional competencies is
twice as important as IQ in
star performers
Other, 27%
EQ, 73%
Amoco – Project Managers
– Threshold competencies –
analytic and technical
expertise
– Distinguishing competencies
Self-confidence, flexibility,
achievement drive, service
orientation, teamwork and
cooperation, wielding
influence, developing others
Copyright EQ Strategist 2007-2012
•
1994: D, Goleman - 181
different positions,121
companies worldwide, millions
of employees
73% of competencies defined
as key to superior
performance = Emotional
The higher the leadership
position, the more important
emotional competencies are
in predicting excellence
Copyright EQ Strategist 2007-2012
Emotional Competencies
Relationship Mgt
Social Awareness
Empathy
Service Orientation
Organisational Awareness
Leadership
Change catalyst
Influence
Communication
Conflict management
Building bonds
Teamwork & collaboration
Developing others
Self-Awareness
Self-Management
Self-Control
Trustworthiness
Emotional Self-Awareness
Conscientiousness
Accurate Self-Assessment
Adaptability
Self-Confidence
Achievement Drive
Initiative
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Leadership – High EQ
T
“How can I help
improve our
processes, systems
and governance in
order to improve our
risk management and
hence business
outcomes?
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F
A
Enthusiastic Probe and Identify
improvements to
Creative
systems,
processes and
Fulfilled
culture
R
Improved Risk
Management
Enhanced image of
audit function
Audit viewed as
positive contributor,
possibly strategic
differentiator to
business
Output-Oriented – Low EQ
T
“Are we
compliant?”
F
Suspicious
Skeptical
Meticulous
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A
Identify and report
compliance versus
non-compliance
rather than
developing a deep
understanding for
possibly good
reasons for noncompliance
R
Audit function
viewed as a
“reactive”, overhead
function, something
managers ought to
be able to do
Organisation feels
like they’re told what
they already know
Service Orientation, Teamwork &
Collaboration – High EQ
T
“How can I be a
sounding board and
provide an unbiased
perspective of what
may represent some
of the blind spots in
your business that
could help you be
even more effective
in what you do?”
Copyright EQ Strategist 2007-2012
F
A
Collaborative Active listening to
deepen
Consultative
understanding
and awareness
Proactive
suggestions of
enhancements
R
Audits become a
professional learning
experience for
auditees
Regards auditor as
trusted advisor
Enhanced profile of
audit function
“I’m here to do my job” – Low EQ
T
“I’m here to review
processes and
ensure the business
is toe-ing the line. It’s
not personal.”
F
Poor rapport
Me versus
them
A
Black and white
judgements of
whether or not
compliance has
been met
Auditees exhibit
defensive
behaviour
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R
Lack of
transparency and
openness in
discussions
Report may
highlight issues
and symptoms but
may lack details on
root cause
prevention
Empathy – High EQ
T
“People generally
come to work
everyday wanting to
do what’s right for the
business. If
something’s not
working, it’s typically
the process, system
or culture”
Copyright EQ Strategist 2007-2012
F
Empathy
Confident
Trusting
A
Good use of
probing questions
to identify root
cause of issues
Auditee feels safe
and is open about
feedback and
inforamtion about
what happens
R
Root cause prevention
opportunities are
identified leading to
improved morale,
results and effeciency
Control – Low EQ
T
“People need to be
overseen and
controlled if
compliance is to be
adhered to.”
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F
Suspicious
Skeptical
A
R
Use of closed
questions
Adversarial
relationship
Puts auditees in
the defensive
Low trust environment
Closed, “cover up the
tracks” culture
Self-confidence, Trustworthiness – High EQ
T
“I am good at this.
Working with my
auditee, we can
discover process
improvements that
will transform our
results for the
positive”
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F
Positive
Confident
Satisfied
A
Positive, solutions
oriented
R
Both parties feel they
have achieved
something meaningful
and productive
Reinforces selfconfidence
Low in Self-confidence, Lacks SelfAssessment – Low EQ
T
“I am not good at this.
We are viewed as the
business prevention
unit, just introducing
expensive layers of
bureaucracy”
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F
Low selfmotivation
A
Lacking
confidence and
assertiveness,
auditees lose
confidence as well
R
Audit becomes a “tickin the box” process,
something we had to
do
Profile of audit
function suffers
PORTFOLIO
Portfolio
Program
Project
Project
Copyright EQ Strategist 2007-2012
Project
Project
Program
Project
Project
Program
Project
Project
The Science of Influence
Get
10 % Agreement
20 %
30 %
40 %
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Inform
Understand Needs &
Concerns
Build Rapport
Contact Details
EQ Strategist – People Empowerment Solutions
PO Box 258 Roseville
NSW2069
Australia
Tel : +61 2 8901-3239
Fax: +61 2 9475-5378
Email: [email protected]
Web: www.eqstrategist.com
LinkedIn: http://www.linkedin.com/in/dominicsiow
Twitter: @dominicsiow
Blog: http://dominicsiow.com
Copyright EQ Strategist 2007-2012