BUILDING BLOCKS Of EMOTIONAL INTELLIGENCE

BUILDING BLOCKS ofEMOTIONAL INTELLIGENCEEMOTIONALSELFAWARENESSAPRIMER

EMOTIONALSELFAWARENESSAPRIMER

TMERWHAAA KE S A LEDMORE THANSOUNDmorethansound.netBuilding Blocks of Emotional Intelligence:Emotional Self-Awareness: A Primer / by DanielGoleman / Richard Boyatzis / Richard J.Davidson / Vanessa Druskat / George KohlrieserISBN 978-1-934441-87-9Copyright 2017 by More Than Sound, LLCAll Rights ReservedPublished by More Than Sound, LLC221 Pine St., Suite 408, Florence MA 01062

Emotional Intelligence LeadershipCompetencies: An Introdutionby Daniel Goleman.6Leadership Effectiveness and EmotionalIntelligence by Richard Boyatzis.21Emotional Intelligence: What’s Happeningin Your Brain? by Daniel Goleman.26Emotional Self-Awareness: An Introductionby Daniel Goleman.34The Brain and Body Basis for Self-Awarenessby Richard J. Davidson.38How Do We Know If We’re Self-Aware?by Daniel Goleman.45Self-Awareness in Actionby Richard Boyatzis.48Cultivating Self-Awarenessby George Kohlrieser.50The Group Equivalent of Self-Awarenessby Vanessa Druskat.53Conclusionby Daniel Goleman.60

Emotional Intelligence, a different way of beingsmart, is a key to high performance at all levels,particularly for outstanding leadership. It’s notyour IQ ; it’s how you manage yourself and yourrelationships.There are four parts to the Emotional and SocialIntelligence model: Self-AwarenessSelf-ManagementSocial AwarenessRelationship Management

Emotional Self-Awareness is the ability tounderstand your own emotions and their effectson your performance. You know what you arefeeling and why – and how it helps or hurts whatyou are trying to do. You sense how others see you,and so align your self-image with a larger reality.You have an accurate sense of your strengthsand limitations, which gives you a realistic selfconfidence. It also gives you clarity on your valuesand sense of purpose, so you can be more decisivewhen you set a course of action. As a leader,you can be candid and authentic, speaking withconviction about your vision.

Building Blocks of Emotional IntelligenceEmotional IntelligenceCompetencies:An IntroductionBy Daniel GolemanWho was the best leader or manager you’veever worked with? What did they say or do tomake you love working with them? These qualitiesare grounded in how they related to you and toothers—reflecting their emotional intelligence.Emotional Intelligence, a different wayof being smart, is a key to high performance atall levels, particularly for outstanding leadership.It’s not your IQ ; it’s how you manage yourselfand your relationships. It’s not usually taught inschools. You learn it in daily life—at home, on theplayground, or in the office. David McClelland, mymentor in graduate school, made a radical proposalfor those days. He wrote an article in the main6

Building Blocks of Emotional Intelligencepsychology journal that argued it would be betterto hire for competence rather than intelligence.1Test for competence, not for intelligence.A Competence ModelWhat McClelland meant was this: If youwant to know the best person for a given job,don’t look at their IQ scores, don’t look at howwell they did in school. Look, instead, at peoplenow in your organization who are in the top 10%of performers who hold that position. Comparethem with people in the same job who are onlyaverage. Do a systematic analysis and determinethe abilities or competencies that you find in thestars that you don’t see in the average performers.That gives you what is called a competencemodel. Today, every organization that has ahigh-quality human resources operation uses acompetence model for their key positions. Theyuse it to hire people, they use it to promote people,and they use it to help people develop into starleaders.7

Building Blocks of Emotional IntelligenceWhat Kind of Competence?There are two kinds of competencies.There are threshold competencies that everyoneneeds to get the job. IQ turns out to be largelya threshold competency. When you apply for ajob, you must show you have the intelligence tohandle the cognitive complexity of that particularposition. But once you’re hired, you’re workingwith and competing with people who are as smartas you are. There’s what’s called a “floor effect” forIQ. That is, it’s an important base-level skill thateveryone must have for that position. The otherkind of competency is called a distinguishingcompetency, and is what sets the outstandingperformers apart from the average ones at anygiven job.It’s the distinguishing competencies thatcount in terms of promotion, in terms of being ahighly effective, star performer, or an outstandingleader. I did an analysis after I wrote EmotionalIntelligence.2 I asked close to 100 organizations8

Building Blocks of Emotional Intelligenceto let me look at their competence models. It’sunusual because these are normally proprietary.A given company wants to know who theyshould hire and who they should promote. Theydon’t want to share this information with othercompanies.I aggregated all of these models and lookedat the composite with one question in mind. Ofthe distinguishing competencies independentlychosen by these organizations, how many arebased on IQ—purely cognitive abilities likeanalytical reasoning or a technical skill—and howmany are based on emotional intelligence?Why Emotional IntelligenceMattersWhat I found was quite revealing. Itturned out, for jobs of all kinds at all levels, onaverage, emotional intelligence was twice asimportant as cognitive ability in terms of thedistinguishing competencies. The higher you go9

Building Blocks of Emotional Intelligencein the organization, the more it matters. For topleadership positions, many organizations havedetermined that 80 to 90%, sometimes 100%, ofthe competencies that set apart their star leadersare based on emotional intelligence.What is Emotional ENESSRELATIONSHIPMANAGEMENT10

Building Blocks of Emotional IntelligenceThere are four parts to my Emotional and SocialIntelligence model: Self-AwarenessSelf-ManagementSocial AwarenessRelationship ManagementWithin each of these four parts, or domains,there are learned competencies based on theunderlying abilities that make people outstandingin the workplace. By learned competencies, Imean that these are skills that can be developed.To understand those competencies, my colleagueRichard Boyatzis from Case Western ReserveUniversity and I looked at the full range ofcompetencies that companies identified in theiroutstanding leaders.11

Building Blocks of Emotional IntelligenceWe distilled them down to twelvegeneric Competencies that embody the core ofdistinguishing abilities of leaders in organizationsof all kinds. From that we developed a 360-degreerating instrument called the Emotional and SocialCompetency Inventory. By 360-degree, I meanthe instrument has the leader rate themselvesand choose people whom they trust and whoseopinions they value to also rate them. This givesthe fullest picture, combining a self-assessmentwith the same evaluations by other people. Thisassessment instrument, called the ESCI 360, isavailable from Korn Ferry Hay Group.312

Building Blocks of Emotional IntelligenceEmotional AWARENESS13

Building Blocks of Emotional TABILITYACHIEVEMENTORIENTATIONPOSITIVEOUTLOOK14

Building Blocks of Emotional ARENESS15

Building Blocks of Emotional ADERSHIP

Building Blocks of Emotional IntelligenceThere are two sets of emotional intelligenceabilities. The first is crucial for leading ourselves,for self-management. It includes EmotionalSelf-Awareness and Emotional Self-Control.You see it in outstanding individual contributorssuch as a top software engineer. These are peoplewhose excellence is based mostly on solo work,not on teamwork. The second set of abilities dealwith our relationships, with Empathy, with ourawareness of others. And these abilities are crucialfor teamwork, for sales, for handling clients, andparticularly for leadership.The self-management Competencies are: Emotional Self-AwarenessEmotional Self-ControlPositive OutlookAchievement OrientationAdaptability17

Building Blocks of Emotional IntelligenceThe relationship management Competencies are: EmpathyOrganizational AwarenessInfluenceCoach and MentorInspirational LeadershipTeamworkConflict ManagementIn The Building Blocks of EmotionalIntelligence: The 12 Crucial Competencies series,my colleagues and I look at each of theseCompetencies, what they are, why they matter,and how to develop them.This concludes the exclusive excerpt fromEmotional Self-Awareness: A Primer. Click to getthe complete Primer, written by Daniel Golemanand fellow thought leaders in Emotional andSocial Intelligence. More details here.18

Building Blocks of Emotional Intelligence Emotional Intelligence Competencies: An Introduction By Daniel Goleman Who was the best leader or manager you’ve ever worked with? What did they say or do to make you love working with them? These qualities are grounded in how they related to you and to others—