Why emotional intelligence can matter more than IQ
Dr. Neslyn Watson-Druée, MBE, FRCN, DUniv, FCGI
[email protected] +44 (0) 208 241 4762
Mobile: +44 (0) 7768 000321
Definition
“The capacity to reason about emotions and
the use of emotions to enhance thinking. It
includes the abilities to accurately perceive
emotions, to access and generate emotions
so as to assist thought, to understand
emotions and emotional knowledge, and to
reflectively regulate emotions so as to
promote emotional and intellectual growth.”
• Mayer, Salovey & Caruso, 2004
To be emotionally intelligent means:
Being able to tune into emotions, understand
them and take appropriate action. The word
emotion is derived from the Latin Verb
‘emovare,’ meaning to move. Emotions are
the vehicle through which the body and mind
communicate. They are constantly changing
and moving: e-motion.
“Whilst IQ should remain an important
predictor of the types of vocations a given
individual can assume, once within that
vocation the predictive validity of IQ would
seem to diminish significantly.”
• Emmerling and Goleman, 2003
Emotional Capital:
Domains of Emotional Intelligence
Personality



The totality of qualities or characteristics that
are peculiar to a specific person
A relatively stable set of traits (creative,
open-minded) which people are born with or
are naturally inclined to use
Measured by personality tests such as 16PF,
MBTI etc.
How do we
Retain your best talent
Retain our best talent while
reducing the workforce?
Develop leadership skills
Maintain staff morale
Cope with rapid change
Creatively engage staff
Mobilise talent to improve quality innovation
and productivity
Leverage improvement and partnership
Developing leadership skills and attracting and
retaining talent is the #1 strategic issue for 2010*
* according to 80% of business leaders in a recent HBP/Business Week Study


(IQ +TQ) EQ = Human Potential (Performance)
High intelligence plus technical intelligence
produces a competent person


Emotional Capital – The New Yardstick of
Leadership
“…If Daniel Goleman is the covered-wagon
pioneer in emotional intelligence, then
Newman is a builder of the Log cabins.”
 Adventure Associates 2006
“Emotional Capital is the new psychology of
leadership that describes a set of emotional
and social skills that are most effective with
influencing others. Leaders who possess high
levels of emotional capitol, are known as
emotional capitalists”
• Martyn Newman, 2007
 Leadership is the by-product of
emotions like self-confidence,
optimism, independence and
enthusiasm
 Emotions are important – they
create strong relationships
between organisations,
customers and employees
 Emotions and associated
behaviours can be developed
Theoretical Foundations
All three of the most conceptual models of EI
share four major domains or meta-factors




Self Awareness
Self Management
Social Awareness
Social Skills

Report Forms
- Summary Report: Graphic and numerical summary of scores
- Emotional Capital Report: Comprehensive interpretation of
an individual’s leadership potential
Also contains:
 Narrative description of leadership behaviours associated with
each score
 A validity scale that measures positive responsive bias
 Coaching strategies for developing emotional intelligence and
leadership
 Action plan for designing a personal blueprint to build
emotional capital



50 items
Self responses combined
with colleagues’ ratings to
provide a 360 degree
perspective


Scores compared to selfscores – to yield a gap
analysis
Verbatim section

Interpretive Section
The ECR 360 provides you with scores on a global
Total Emotional Capital score and scores on 10
emotional and social competencies. These scores
are compared to 'Self' scores to yield a gap analysis
and an understanding of differences in self/other
perception.



The Emotional Capital Report 360 (ECR 360),
provides a comprehensive comparison of your
self-perception with how others see you. It
presents you with a detailed analysis of your
performance that allows you to focus on
addressing the areas critical to your success.
The Emotional Capital Report 360, is a multi-rater
edition of the ECR that combines your responses
with the responses from invited colleagues. It
provides you with the Multi-Rater Report - a
confidential and highly detailed analysis of how
others view your leadership performance.
It also includes a verbatim section that provide
colleagues with the opportunity to elaborate on
responses and a Coaching Section examines
priority areas and provides coaching strategies for
improving leadership performance.


The Emotional Capital Report (ECR) is a 19 page personalized
leadership report that provides you with a detailed
interpretation of your scores on the Emotional Capital
Report.
The report identifies and describes your specific strengths
and development opportunities, and provides a wealth of
practical, easy-to-use strategies for building your key
leadership skills step-by-step. It also gives you an
opportunity to create a blueprint to build your emotional
wealth and leadership effectiveness.

Self Reliance


Self Confidence


Self Actualisation


Optimism


Assertiveness

Relationship Skills



Empathy
Competency

Dalai Lama
Mother Teresa
Martin Luther King
Rosa Parks
Princess Diana
Nelson Mandela
Richard Branson
Famous Person

“At times it can be enlightening and empowering
to take just a few moments to reflect on
ourselves”
“ Knowing others is intelligence; knowing
yourself is true wisdom. Mastering others is strength; mastering
yourself is true power.” - Tao Te Ching

Emotionally intelligent leaders are aware of their emotional
experience and know what they are feeling most of the time.
The have the capacity to recognise how their feelings and
emotions impact on their personal opinions, attitudes and
judgements.



Emotionally intelligent leaders accept and respect themselves
and essentially like the people they are.
Self Confidence determines how you think, feel and behave.
Your level of self-confidence largely determines what you
make happen in life.
Three components of self-confidence (a) Self-Liking – The
more you like yourself the higher standard you set for
yourself (b) Self-competence – the inner mirror, the power to
look inwards, self-image (c) Self-Assurance – attitude to the
self. Who is screening your calls?

Step 1. Recognise and accept your feelings

Step 2. Suspend judgement of yourself


Step 3. Develop an attitude of gratitude
towards yourself and value your distinctive
qualities.
Step 4. Manage your negative self-talk. What is
true for you is true for the people who work for
you
“I don't follow precedent, I establish it.”
- Fanny Ellen Holtzman

Self-reliance is at the heart of the emotional
capitalist. The journey starts with accepting
responsibility – There are three elements: (a)
Independence – independent self-directed (b) Self
Belief – Confidence in your judgement (c) Ability to
make decisions and take personal responsibility.
The four minute manager: Mastery, Model, Mentor,
Mood. The buck stops with you – be decisive –
make decisions – act upon them, following through
to deal with the consequences.

“If you pick the right people and give them
the opportunity to spread their wings and put
compensation as a carrier behind it you
almost don't have to manage them.”
 Jack Welch
Emotionally intelligent leaders maintain an
enthusiastic commitment to long-term goals. They
achieve a level of work/ life balance and derive
satisfaction from their accomplishments. Selfactualisation is an ongoing, dynamic process of
striving toward the maximum development of your
abilities and talents. Individuals with healthy selfactualisation are pleased with the location they find
themselves at on life’s highway with respect to
health, lifestyle, self-development, creative
expression, career, finance, social life and intimate
relationships.

“The world is an oyster, but you don’t crack it open on a mattress.”
 Arthur Miller
The Two components of self-actualisation are:
 Passion for what you do
 Maintenance of work life balance: eight areas
-
Health
-
Lifestyle
Self-development
Creative expression
Career
Finance
Social Life
Intimate relationship
“The more arguments you win, the fewer friends you will have.”

Anonymous
Assertiveness involves the ability to communicate
clearly, specifically and unambiguously, while at the
same time being sensitive to the needs of others and
their responses in a particular encounter. Assertive
leaders provide clear directions, feedback and
encouragement. They respond to their people’s
needs and therefore create buy in for their messages.
They also manage their emotions by maintaining a
calm yet authoritative presence, resolve conflict and
negotiate positive outcomes.
Relationship Skills


“Trust is the glue of life. It's the most essential ingredient in effective communication.
It's the foundational principle that holds all relationships.” Stephen R. Covey
Building relationship capital requires understanding and
identifying the key relationships in your business and using
practical strategies for leveraging them to improve the
business. Good relationships with a wide range of people are
necessary, and specific skills are involved to improve social
effectiveness. The first involves becoming aware of the work
and social environment, it teaches you when, where and why
to begin and end a variety of interactions. The second part,
interpersonal skills enhancement, covers verbal and nonverbal aspects of personal interactions – how to be a good
listener, how to switch topics etc and the third part centres
on presentation skills.
“Most People’s negative behaviour is a protective device”
Martyn Newman
Three components of relationship skills:
 Equality
 Mutuality
 Empowerment
“Empathic connection is the spark that drives sales, energises productive,
creative teams and makes leadership talent dance.”
 Martyn Newman

Emotionally intelligent leaders have the capacity to
be aware of, understand, and appreciate the
feelings and thoughts of others. They listen well
and take into account other people’s feelings and
circumstances before communicating their
message or making a decision.
“Self-reverence, self-knowledge, self control – These three alone lead life to sovereign
power.”


Alfred Lord Tennyson
Emotionally intelligent leaders manage their
emotions well and restrain their actions until they
have time to think rationally. They are able to stay
calm in stressful situations and maintain
productivity without losing control. They make
considered decisions and project a composed,
reliable presence.
“Stay committed to your decisions, but stay flexible in your approach.”
 Tom Robbins

Emotionally intelligent leaders are able to adapt
their thinking, feelings and actions in response to
changing situations and conditions. Flexible
leaders are tolerant of others and receptive to new
ideas and consider able to different points of view.
They are champions of change!
“The optimist proclaims that we live in the best of all possible worlds, and the
pessimist fears this is true.”
 James Branch Cabell, 1926

Emotionally intelligent leaders sense opportunities even
in the face of adversity. Optimistic leaders can see the
big picture and have a vision of where they are going.
They are characterised by three attitudes; they look for
the benefit in every situation, especially when they
experience setbacks; they seek the valuable lesson in
every problem or difficulty; and they focus on the task
to be accomplished rather than on negative emotions
such as disappointment or fear.
Plutchik's wheel of emotion
Integrated Organisational
development with coaching
and measurement Sustained organisational
and individual development
Sustained
Individual
Coaching –
Improved
performance
results
In House Training
– Some
behavioural
results
One off coaching –
minimal results
One day training for introducing emotional
intelligence into organisations, and a step-by-step
approach for interpreting and applying emotional
intelligence to improve leadership performance.

Emotional Capital Report

360 degree Feedback

Emotional Capital Selection Report –
supporting organisations to hire the best
person for the job
“Life is not what happens to you
but
What you make of what happens to you.”
• Anonymous