Tag Archives: emotional intelligence

Coaching and mentoring – an interpretation


By Elisabeth Goodman, 22nd March 2018

The 9th ‘building block’ or ‘primer’, in Daniel Goleman et al’s series for Emotional Intelligence is all about the coach and mentor role of leaders.  The style of these primers is very discursive, with chapters from several experts in the field.

I mapped out the key points that emerged for me as I was reading the primer, and then re-produced them in slide form.  I hope that readers will find this visual guide helpful.

(By the way, there are many more interesting points in this seemingly small book.  So I would definitely recommend those who would like to discover more about this topic to read the booklet for themselves.)

An interpretation of Daniel Goleman et al’s primer 9. “Coach and Mentor”, Key Step Media, 2017

 

Coaching and  mentoring is about focusing on the individual’s goals.  The key themes in the primer seem to centre on these four main points..

1. The goal of coaching and mentoring

2. What coaching and mentoring are not!

3. The qualities that a coachee needs to be successful

4. Qualities of a good coach

What a coach or mentor does first: create a safe and trusting space

Examples of good questions to ask in a coaching session (there are lots more possibilities!)

How to dare and support an individual to change as the result of coaching and mentoring. (Again, there are lots of tools and frameworks available.)

Some final tips for the coach and mentor on developing their competency…

TO CONCLUDE

This seems like an excellent little guide for aspiring coaches and mentors.

The RiverRhee team not only provides one-to-one personal coaching for individual contributors and managers, but also develops manager’s competencies in this area, with a course “Coaching Skills for Managers“.

So a great resource to add into the mix…

NOTES

About the author. Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting., a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We support our clients through courses, workshops and personal one-to-one coaching.)  Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  RiverRhee is a support supplier for One Nucleus and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals). Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. She is a member of CILIP and of APM (Association for Project Management) in which she was a founding member of the Enabling Change SIG.

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On leadership, emotional intelligence and influencing skills


By Elisabeth Goodman, 9th March 2018

My colleague, Liz Mercer, and I recently bought the whole set of  Daniel Goleman et al’s twelve”Building Blocks of Emotional Intelligence” between us.

The 70+ page booklet on “Influence” caught my attention as we have a course on Effective Influencing and Communication Skills with RiverRhee.  We also have a section on Influence in our Transition to Leadership course.  And how to influence others is also a topic that comes up in our one-to-one personal coaching for individual contributors and managers. I wanted to see what I could learn to pass onto our delegates.

8. Influence in “Building blocks of emotional intelligence”, More than Sound, LLC, 2017

We all need to influence, whether formal leaders or not

As Daniel Goleman reminds us, we all find ourselves in situations where we need to influence others to do something.

In a home situation it could be encouraging a friend or a member of our family to join us on an outing or to stop doing something that annoys us!

In a work situation it could be asking a colleague or a direct report to carry out a piece of work, or get involved in a new initiative.

We are all potential leaders for any given activity, whether we have a formal leadership job title or not!

The relevance of emotional intelligence for influencing strategies

Our influencing strategies will have more long-lasting effect if we achieve buy-in and engagement from those concerned in a positive way, than if we coerce them to do something against their will.

In RiverRhee’s course and module on influencing strategies we help delegates to appreciate potential differences in their own and others’ communication and influencing styles and preferences.  They explore how they can use this understanding to adapt their approach so as to build greater rapport and interact more effectively with those that they seek to influence.

We use the MBTI (Myers Briggs Type Indicator) to help build this form of emotional intelligence.  But indeed use of any personality tool could help with this.

Daniel Goleman researched the competencies of about 100 organisations.  He found that emotional intelligence was, on average, twice as important as cognitive ability for jobs at all levels of an organisation.  For top leadership positions, 80-90% or even 100% of the competencies for star performers were based on emotional intelligence.

Leaders with these competencies are the ones who tend to produce a “positive work climate” that is more conducive to employee engagement.  They are the ones who are more likely to achieve long-lasting influencing strategies.

Leadership styles conducive to effective influencing strategies

Goleman lists four leadership styles which will result in greater engagement and commitment from their teams.  They echo some of the ideas we’ve picked up previously on inspirational leaders.

The four styles that are more likely to be conducive to effective influence are:

  1. The “visionary” leader – who shares a clear and compelling log-term vision
  2. The “participative” leader – who involves the team in generating ideas and agreeing the way forward
  3. The “coaching” leader – who takes time and provides resources for their team’s personal and professional development
  4. The “affiliative” leader – who builds positive relationships within the team

Goleman contrasts these styles with purely directive, or even coercive styles.  He also cites “pacesetting” styles which are focused on meeting targets, often accompanied by negative rather than positive feedback.  Leaders with these styles are apparently characterised by having strengths in only three or less of the 12 Emotional and Social Intelligence (EI / SI) competencies.  Whereas leaders with the more positive styles are likely to have strengths in at least six to ten of the EI / SI competencies.

Additional tips for enhanced influencing strategies

Peter Senge has an excellent chapter in the “Influence” booklet entitled “3 Companies, 3 Paths to Influence”.  I picked out the following tips (some of which the author likened to a salesperson’s skills) in my interpretation of  these case studies:

  1. Listen – to really understand the other’s perspective
  2. Go where the energy is – also known as the “open door” approach.  There is no point in trying to push an idea for which there is no energy.  But when the energy is there..
  3. Have a vision and talk about what it will do for the other person
  4. Find where your interests and the other’s interests converge
  5. Use the language of your decision makers
  6. Understand the other person’s values and how you can help them in that context.  (We sometimes also talk about this in terms of the other person’s motivations.)

Being a “warm-demanding” leader

Matthew Taylor’s chapter in the “Influence” booklet describes the concept of “warm-demanding” leadership.  It’s about deeply believing in others, demonstrating that deep belief, and at the same time “holding them to high expectations”.

A “warm-demanding” leader will use their strong emotional intelligence competencies to build strong rapport with the person they are seeking to influence.  The individual will understand that they are valued and believed in.  They will also have the support, encouragement, challenge even that appeals to their own motivation and values to go beyond what they are doing today.

To conclude

There is a rich mine of lessons available to us, whether individual contributors, managers or leaders, about effective influencing strategies that we could use.

The “Influence” booklet in “The Building Blocks of Emotional Intelligence”, whilst not the final word on the topic, has some very useful insights to add to these.

As always, I would love to hear about other thoughts and experiences from readers of this blog.

Notes

About the author. Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting., a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We support our clients through courses, workshops and personal one-to-one coaching.)  Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  RiverRhee is a support supplier for One Nucleus and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals). Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. She is a member of CILIP and of APM (Association for Project Management) in which she was a founding member of the Enabling Change SIG.

Dealing with the dark side of our personalities!


By Elisabeth Goodman, 9th November 2017

Current approaches to management put emphasis on identifying and developing our strengths.  And rightly so.  Our individual strengths give us the opportunity to make significant contributions in our home and work lives.  The diversity of strengths within a team contribute to the success of organisations.

Personality tools such as Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and others likewise put an emphasis on understanding and developing our strengths.

However, we also have a “dark side” to our personalities!

In Belbin language these are our “allowable weaknesses”, in MBTI language it is our “blind spots”.  The Hogan Development Survey (HDS), described by Tomas Chamorro-Premuzic in the September-October 2017 issue of Harvard Business Review (see note 1 below), focuses entirely on eleven of these “dark side” traits.

From weaknesses and blind spots to the dark side…

The HDS survey is based on the work of Robert and Joyce Hogan, two psychologists who, about 20 years ago, identified aspects of personality that, if unchecked, can derail interactions at work, individual careers, and the effectiveness of teams and organisations.

Dark side traits taken from the Hogan Development Survey

The eleven traits are categorised under three headings:

  • Distancing traits – ones that push people away by making it hard to build trust
  • Seductive traits – ones that pull people in but, if overdone, can then have negative or destructive consequences
  • Ingratiating traits – that can impress others, but result in self-harm through being too submissive

It can be difficult to know where to focus our attention with so many personality tools out there.  The HDS traits have some echoes of the Belbin Type Roles and their “allowable weaknesses”, and of the MBTI personality types and the “blind spots” that people might experience.

Word cloud generated from words used to describe Belbin “allowable weaknesses”

But the most important take-home lessons from all of this are probably to:

  1. Be aware of when the “dark side” of your strengths may be having a negative impact on yourself or on others
  2. Develop some strategies for minimising these negative effects

Strategies for minimising the negative effects of our “dark side”

The Harvard Business Review article references a few strategies which could apply to any definition of personality weaknesses.

The first thing is to be aware of our actual or potential negative traits and the impact it may be having on others.

Resources available to us are:

  • Reflection on situations that did not work out as well as we would have liked and whether our own behaviour triggered that
  • Ad-hoc feedback from others
  • More formal feedback e.g.
    • 360 degree questionnaires
    • Observer input available through Belbin questionnaires
    • The HDS survey

The MBTI personality type descriptions also provide a rich source of information about some negative characteristics that might emerge when we are feeling mildly stressed or severely so (“in the grip”).

All of these are ways to build your emotional intelligence (self and social awareness) about yourself and your interactions with others.

Identify and practise some new strategies to help you deal with your “dark side”

As with all endeavours to do something new or different, it’s a good idea to start small and build from there.

Pick something you feel most motivated to do something about, and something you can relatively easily put in place.

So, for example, using some of the words above, if you have a tendency to:

  • Be overly sceptical (an HDS trait, the allowable weakness of a “Monitor Evaluator” in Belbin Team Roles and a characteristic of MBTI “extraverted thinking” types). The impact of that on others is that they may feel discouraged or defensive about sharing ideas with you.  You may want to choose an area of your work, or a specific occasion, to deliberately demonstrate greater openness to others’ views.
  • Lose touch with reality (Belbin “Plant”, HDS “Imaginative” trait), MBTI “extraverted intuition”).  The impact of that on others is that they may get impatient with you, or not pay attention to you. You could identify a typical situation when this might happen, perhaps a weekly team meeting, and focus on demonstrating greater collaboration with others.

You could also ask a helpful colleague or friend to alert you when they see you demonstrating one of your negative traits, and support you in whatever corrective action (“self-management” or “relationship management”  in emotional intelligence terms) you’ve identified.

Don’t be shy about asking for help from others

There are a few suggestions above about how feedback and support from others could help you detect and address your “dark side”.

Coaching is also an option.  The MBTI coaching and emotional intelligence resources are rich with tips on how to deal with “blind spots” and developmental challenges associated with the MBTI Types.

Notes

  1. Tomas Chamorro-Premuzic.  Could you personality derail your career?  Harvard Business Review, September-October 2017, pp.138-141
  2. About the author. Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting., a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We support our clients through courses, workshops and personal one-to-one coaching.) Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  RiverRhee is a support supplier for One Nucleus and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals).Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner. 

    She is a member of CILIP and of APM (Association for Project Management) where she was a founding member of the Enabling Change SIG.

Reaching for emotional intelligence – a manager’s guide


By Elisabeth Goodman, 17th May 2016

Why is emotional intelligence such an important skill?

Emotional intelligence helps us, as individuals, to cope more easily with the ups and downs of work and life.  It helps us to build stronger relationships, collaborate with and influence others more effectively and to make better decisions.  In a work situation, it helps us to be better managers.

What is emotional intelligence?

Emotional intelligence enables us to be more aware of our own and other people’s responses to the situations that we find ourselves in, and to more consciously and actively change those responses.

It relies on us being more in tune to the relationship between how we think, feel and behave, and how changing any one of these can actively influence the other two.

Emotional Intelligence enables us to be more aware of our responses to change. (The survivor illustration from "The Effective Team's Change Management Workbook", RIverRhee 2013

Emotional Intelligence enables us to be more aware of and to influence our responses to change. (The survivor illustration from “The Effective Team’s Change Management Workbook”, RIverRhee 2013

How does emotional intelligence work?

I have been watching Gareth Malone’s work with the Invictus Choir, a simultaneously heartbreaking and uplifting experience.

The two one-hour episodes were graphic portrayals of many of the individuals’ journeys from barely coping with the aftermaths of the physical and emotional traumas that they had experienced, to releasing their emotions and moving to a new stage of acceptance and hope. Their injuries are still there and things to be dealt with every day, but they can now choose how they respond to them.

The choir’s opening lines :”Don’t turn your eyes away, and leave me in the dark” summarise for me how we can all interact with each other at a deeper level.

Gareth himself was truly impressive in how he steered and supported the members of the choir. He combined his impressive technical skill in teaching them to find their voice and excel, with what seemed to me tremendous emotional intelligence.

One of Rob Jeung’s publications focuses on emotional intelligence and I turned back to my copy to remind me of some of the key concepts. These are the ones that particularly stood out for me in watching Gareth Malone and what he achieved with the Invictus Choir.

Click here for information on RiverRhee's training courses for managers

Click here for information on RiverRhee’s training courses for managers

  1. Be alert to and aware of each individual. Respond to each person appropriately.
  2. Listen, really listen – use your eyes and ears, pick up on body language and tone of voice, not just the words.
  3. Give people one-to-one time – it shows them that you care about and value them, and gives them the space and time they need to say what’s on their mind, as well as build rapport between you.
  4. Say what it is you are observing – just that can open up the conversation.
  5. Don’t try to solve their problems – only the individual can do that.
  6. Judge when it is best to leave people alone, when to give them a chance to talk, when to give them a hug (if this is acceptable behaviour).
  7. Recognise that you are also learning how to deal with other people’s emotions, and that it’s alright to have your own “wobble” now and then!
  8. Don’t forget to be assertive. You still need to influence your team to achieve their primary objective. Being clear and direct about what this is will give them an anchor and a goal during their emotional journeys.

How are you applying emotional intelligence

What works for you?  What are your challenges?  As ever I’d be really interested to hear about your experiences.

(You might also want to read one of my previous blogs about empathy – the magical leadership ingredient.)

ABOUT THE AUTHOR

Elisabeth Goodman is the Owner and Principal Consultant at RiverRhee Consulting, a consultancy that specialises in “creating exceptional managers and teams”, with a focus on the Life Sciences. (We use training, facilitation, coaching, mentoring and consulting in our work with our clients.)

Elisabeth founded RiverRhee Consulting in 2009, and prior to that had 25+ years’ experience in the Pharmaceutical Industry in line management and internal training and consultancy roles supporting Information Management and other business teams on a global basis.  

RiverRhee is a support supplier for One Nucleus, a quality assured training provider with Cogent Skills and a CPD provider for CILIP (Chartered Institute for Library and Information Professionals).

Elisabeth is accredited in Change Management, in Lean Sigma, in Belbin Team Roles, MBTI (Myers Briggs Type Indicator) and is an NLP (NeuroLinguistic Programming) Practitioner.  

She is a member of CILIP and of APM (Association for Project Management) where she leads the Internal Collaboration theme of the Enabling Change SIG committee.

Banishing the Monday morning blues: Being Exceptional


Holidays are an excellent time to catch-up with my reading, so I have just had a very stimulating week reading Rob Yeung’s “E is for Exceptional”.  I’ve previously enjoyed Yeung’s books on networking, and emotional intelligence, and picked this one up at random, not really knowing what to expect.

It’s a gem!  Like his other books it’s extremely readable – with anecdotal illustrations from the many exceptional people that he has interviewed, backed up by references from the literature, exercises to start developing our own capabilities for being exceptional and summaries at the end of each chapter in case we missed anything.

I would strongly recommend everyone to read this book, but in the meantime, here’s my own interpretive summary.

(By the way, the key capabilities in this book are aimed at individuals, but many would apply to businesses or teams – so I’ll be writing the next issue of my company newsletter based on this too.  Look out for ‘Creating Exceptional Teams’ on http://riverrheeconsulting.wordpress.com)

Banishing the Monday morning blues (authenticity)

I’m always sad when I come across people who feel glum or worse at the start of the working week.  I’ve wondered if I’m naïve to think that people have a choice: that they could take the plunge and go for something different.

Rob Yeung backs me up: he calls this ‘authenticity’ and suggests that we should absolutely be true to ourselves and find work that is inspiring: what we enjoy most and are good at.  It’s what will help us feel fulfilled and, whilst doing it, put us ‘in the flow’ – where time just goes by without us noticing.  If we find and do what is authentic to us, Yeung maintains that the money will follow!

Being ‘authentic’ does not necessarily mean completely changing what we’re doing – it may be possible to craft a current job or role to bring it closer to what we enjoy doing the most.  This relates to other blogs that I’ve written about taking a self-employed attitude when working for an employer.  Fostering this may also lead to greater employee engagement and empowerment.

Having a vision

The idea of writing a business or team vision is well established – that of writing one for ourselves as individuals is less so.  Yeung makes a strong case for both developing and writing down our personal vision.

A vision acts as a framework for our ‘authenticity’.  It helps us create work-life balance so that we give enough time to all the things that are important to us: family, friends, physical health, social activities or anything else, as well as our work. It helps us enjoy the ‘here and now’ and avoid ‘destination fixation’.  And it puts our shorter term goals into a longer term context so that we can make sure we don’t get inappropriately side-tracked.

Up till now my personal vision has been very much in my head – but I’ll be writing it down, referring to it and refreshing it as Yeung suggests.  I’ve written my first draft.

Daring

I’m following a different order in describing these capabilities than the one in the book, because I believe that finding our area of ‘authenticity’, and then putting it within the context of a personal vision gives us the focus from which everything else can flow.  Daring is then all about taking action: pursuing opportunities that come our way even if they’re scary, but with the conviction that they’re the right thing to do – as I did in starting my own business!

Being daring is about doing things that we would otherwise regret not having done.  But it’s also about articulating these daring activities as individual goals, with specific measures (so we know when we’ve succeeded), timelines (to avoid procrastination), and a series of steps that we can follow one at a time and so maintain and build our motivation as each step succeeds.

I love Yeung’s suggestion of having a ‘setback manifesto’, so that we can constructively review what’s happened if things go wrong, identify actions to take to reduce the likelihood of reoccurrence, and know how to behave if something similar happens again!

All the ‘C’s

Yeung describes 5 other capabilities of exceptional people, which would seem to ‘feed’ and sustain our authenticity.

Curiosity or ‘awe’ enables us to develop our knowledge, pick up new ideas, be more creative.  In a work situation this is what enables us to ‘work smarter not harder’: solve problems more effectively and innovate.  Yeung encourages us to read widely – not only in our area of expertise, but across disciplines too.  Incidentally he challenges the group approach to brainstorming, saying it is less effective than individual brainstorming and suggesting a new (4-tier) model, which combines the two.  I will definitely be trying this different approach with teams.

Connecting with people to achieve diversity in our contacts, but with an emphasis on ‘netfriending’ rather than ‘networking’ so that we build relationships with the people that we get to know.  Yeung talks about ‘seeking the spark’ with people where connecting comes easily rather than forcing ourselves to try building relationships with everyone we meet.  He also reminds us that making connections with people can come through speaking at and running events or courses, writing, joining committees, going to conferences etc. not just attending pure networking events.  For those working within an organisation, connecting can come from going to lunch with people, joining task forces, or simply stopping by to say hello to colleagues.

Cherishing is about building that rapport with people; having the emotional intelligence to put ourselves in other people’s shoes; really listening to others and giving them space to express themselves.  Yeung also encourages us to look for the ‘3rd way’ in conflict situations in that both people could be right in their views, and the way forward could build on both views, rather than on only one or the other.

Centredness is also a form of emotional intelligence.  In this case it’s about developing our inner calm; cultivating more positive than negative inner thoughts; recognising that ‘thoughts are just thoughts’; and developing a mindfulness or focus on the here and now.  Yeung has some very helpful exercises on how we can help ourselves feel better about both short-term and more serious emotional setbacks.

Citizenship is all about integrity, being a responsible member of our community, and respecting the environment (sustainability).  It’s about focusing on our personal legacy and managing our reputation.  Without it, all the other efforts we might make at being exceptional could be wiped out!

Closing thoughts

“E is for Exceptional” has been an inspirational book.  There are lots of ideas that I have taken away for developing my own capabilities, and I’m looking forward to exploring how these ideas can be applied to ‘Creating Exceptional Teams’ in my RiverRhee Consulting newsletter.  Hopefully some of you will also pick up Rob Yeung’s book, and/or follow my newsletter.

I do hope that anyone suffering from Monday morning blues will discover a way to banish them forever, and will be daring enough to follow it through!

[Footnote.  It’s interesting to compare Rob Yeung’s “E is for Exceptional” with Stephen Covey’s “The 7 Habits of Highly Effective People” and “The 8th Habit – From Effectiveness to Greatness” – there is a strong overlap in the capabilities covered between them and I may re-read Covey’s books in that light on my next holiday!  I would also mention Michael Bungay Stanier’s “Do more great work” as another easy to read, exercise based approach for helping you to find your ‘authenticity’.  I wrote a blog some time ago (Building Strong Personal Careers)  inspired by “The 8th Habit” and “Do More Great Work” which readers might also find interesting.]

Notes

Elisabeth Goodman is Owner and Principal Consultant at RiverRhee Consulting, enhancing team effectiveness through process improvement, knowledge and change management. Follow the links to find out about how Elisabeth Goodman and RiverRhee Consulting can help your team to work more effectively for greater productivity and improved team morale.

Read Elisabeth Goodman’s blog for more discussions on topics covered by this blog.