Emotional Intelligence (continued)
Pamela is fully trained to assess an Individual's Emotional Intelligence and to help them draw up and implement development plans for improving aspects of their EQ, and also to assess their organisation's EQ.
Practical Applications of our knowledge and understanding of our own Emotional Intelligence levels
Senior management's emotional style and emotional self-management is critical to a company's EQM. When the Executive values feelings, so will the managers and the employees. Also, research confirms what common sense would suggest: Emotions are contagious. Thus, if the executives feel optimistic, confident, creative, flexible, tolerant, respectful, and compassionate, the employees will tend to take on these same feelings. Research also indicates that the direction of emotional flow is from top down, as we might expect, since anyone in power has, by default, more influence.
The leader with high EQ is first of all emotionally aware. This means s/he is aware of his/her own feelings and is not limited to logic, intellect and reasons when making decisions and managing people. S/He is also able to read the unverbalised emotions in others.
They are emotionally literate in that they are able to concisely articulate emotions. They are emotionally secure. In other words, they do not feel threatened by others or their differing opinions or beliefs. Thus they do not easily become defensive or angered.
They are empathetic. They tend to accept others and show compassion, rather than to be demanding and intolerant. They treat all feelings with respect.
They are inspiring and motivating. They are able to understand what motivates their individual employees and adjust their management style to the employee's values and motives.
Hiring and Placement
Selecting employees with relatively high emotional intelligence and better placement matching
Turnover reduction through helping employees feel appreciated, recogni s ed, supported, challenged, rewarded and respected.
The ability to de-escalate conflicts and to use conflict as a source of valuable feedback and improvement. The treatment of feelings, both that of the customer and of the employee, as an important variable in the total success formula.
Learning how to help your customers feel heard, understood, helped, served, respected, valued and important.
High Technology Management
Helping technical experts improve their emotional & people skills; i.e. creating a high-tech, high-touch workplace.
Raising EQ at all levels of the business through Emotional Literacy and EQ awareness workshops.
Corporate Culture or Climate
Creating an environment where employees feel safe, trusted, special, needed, included, important, cooperative, focused, productive, motivated, respected and valued.
Developing intrinsic motivation. Increasing employee commitment, cooperation and cohesion. Reducing lost time spent on conflicts, turf-battles, defensiveness and insecurity.
Long term reduction of health care costs
Setting goals which include feelings. For example, stating the goal that we want customers to feel satisfied, appreciated, etc. and setting similar goals for employees, and then getting feedback on feelings and measuring and tracking performance.
Negative emotions such as fear, worry, anxiety, and stress have been shown to reduce the functioning of the immune system, increase blood pressure, increase chance of heart attacks, prolong recovery times, cause migraine headaches, and increase the risk of cancer. On the other hand, emotional support has been shown to have tangible health benefits.
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