QUESTION: Discuss how leaders can use emotional intelligence today in the workpl

Question

QUESTION:

Discuss how leaders can use emotional intelligence today in the workplace. Include subject headers that introduce the following topics and relate these concepts to at least one company: accountability, transformational communication, and values. You may use multiple corporate examples your choice.

READINGS:

Guy Millar explains the importance of developing emotional intelligence in creating true corporate values business decisions."Yur priority is to establishthe right culture andleadership, makingcitizenship core to ourvalues and day-to-day"Committed to safety, respect, excellence, courageand one team.""...our behaviour being open and honest ineverything we do"."...to act with the highest integrity in everythingwe do".These are the stated values of some of theFTSE 100 companies that have been pilloried inthe press of late. However, our experience of theseorganisations has not tallied with these fine words.Users of these companies' products and serviceshave felt let down, used or cheated. Trust has beenbroken, with little faith in it being restored. Forthe employees working in these organisations,there is also a feeling of being let down, and wherebefore they may have felt proud of their company,they now feel a certain amount of shame.The soul or heart of any organisation orbusiness is the quality of its relationships. It seem the people have been forgotten and that manyorganisations' values have lost validity - losingtheir reputation and integrity along withtheir souls.The companies that do the best job of living upto their values and developing ethical employeesrecognise that the real cause of success - or failure- is always the people, not the words. Ultimatelyactions will say much more to employees aboutvalues and leadership than words ever can. Ifactions are wise, no one wiU care if the words arenot perfect. If actions are foolish or iU-considered,the words posted on the corporate website and inthe staff handbook will only look like propagandaand no one will believe it.The current wave of corporate disapprovalbegan in 2001 with the bursting of the dot-combubble, the ensuing bear market, and the financialscandals involving Enron, WorldCom, Tyco andothers. Ever since, the press has had a field daywith the top people in corporations and publiclife providing a constant source of entertainmentof the worst kind - ritual humiliation. In anutshell, the actions of these CEOs, politicians,celebrities and organisations have let them down."If people's state of being is not matched by theirstate of doing, they recklessly court disaster," saysMarianne Williamson, author and founder ofThe Peace Alliance'.References1 WilliamsonM The Ageof Miracles:Embracing theNew MidiifeHay House(2008)2 http://www.towerswatson.com/research/7177Being congruent is really important rightnow and it goes to the heart of what businessleadership needs to be about.An organisation's values should be anexpression of its culture, of what it believes to beimportant in the workplace and for customers.Values are a statement of how leaders want theirstaff to feel and behave. They are an extensionof the brand and determine how they wantcustomers and the public to experience thecompany. Think about your own organisation'svalues: can you quote (or even just paraphrase)its value statements? Questions to consider: if Istruggle to recall them, what does that mean? Arethey easy to remember? Do I really believe them?How well does my organisation live these values?What is the culture really like?Ultimately aetionswill say mueh more toemployees about valuesand leadership thanwords ever eaThink for a moment about your own values.Note the three most important that matter inyour life right now. This is more difficult thanit appears. Questions to consider: Just whatare my values? Are my values aligned with theorganisation I am working for? If not, how do Iresolve that? Does my behaviour align with myvalues? If not, what do I need to do? Do I, infact, have any values?While more companies are going well beyondsimply displaying value statements on websitesand in handbooks and are engaging in values-driven management improvement efforts liketraining staff in values, or appraising executivesand staff on their adherence to values, it will onlygo part of the way to addressing the problem. AsTowers Watson states in its 2012 Global WorkforceStudf, "these are important but, to sustainenergy, employers have to think beyond thesecore programmes and embrace the notion ofworkplace energy on a far broader plane".While not all of business is broken, thereare enough organisations reeling at this timeto justify some serious questioning and soulsearching about business-wide ethicsand behaviour.Learning and development strategiesBut what can LôcD functions do about it? Inmy opinion, there are two paths that L&JI) cantake and they are both linked. The first is tosupport the brand, both internally and externally.Every organisation wants its customers andemployees to believe in it and what it standsfor. It takes years to build brand value and itcan be destroyed in an instant. Right now,the reputations of some of our biggestFTSE 100 companies are smarting.Therefore, understanding how tolive the corporation's values mattersmore than ever. To do this thoroughlyan organisation needs to evolve itsemotional intelligence, in the onlyway it can - through the people whowork at the heartof the businessand demonstratethe organisation'sbehaviourJ and attitudeeveryday.Thesecondpath isunderstandingwhat it willtake to inspire and motivate better performancein an increasingly volatile environment in whichmore and more people are becoming disillusionedwith life. This point picks up on Towers Watson'sstudy, which states: "Put starkly, organisations arerunning 21st century businesses vâth 20th centuryworkplace practices and programmes and thecracks are starting to show."Both approaches centre on personalaccountability, self-awareness and emotionalintelligence. At their core, both approachesrecognise that feelings and emotions are apowerful and precious resource. Our conscious andskilful access to them enables us to engage in lifewholeheartedly because we are in relationship withourselves and others more fully. It is armed withthis agenda that LSdD can take the initiative topropel the organisation forward.In our training workshops, my colleagues and Idefine self-awareness, emotional intelligence andaccountability in the following way:self-aiaareness To have a strong sense aboutyourself and the part you play in your worldincluding the effect you have on the people aroundyou. It is the ability to respond in a powerful andeffective way to your environmentemotional intelligence The ability to copewith the demands of life in a competent way. Itis to understand yourself, your goals and yourbehaviour: understand others and their feelings,knowing that we act because of how we feel. Itis through emotional intelligence that we learnto manage relationships, build creative groupsand motivate ourselves and others. Learning toidentify and acknowledge emotions and expressthem clearly are key bunding blocks to successfulgroup dynamics.AccountabilityThe principle of accountability is one of the mostchallenging aspects of life, and also one of themost empowering. Simply put, it is the abilityto understand cause-and-effect and your partin it. When we become accountable and takeresponsibility, we have the power to change ourworld and solve our problems.A change for the betterTraditionally, managers have seen their primaryrole as ensuring that employees serve theorganisation's goals. I believe this needs to change.Instead of asking how employees can better servethe organisations they work for, managementneeds to ask 'how do we buud organisations thatdeserve the talents that employees bring to workevery day?' Organisations need to inspire their people and the role of the manager is to createa work environment that allows exceptionalcontribution: employees can give their all andknow it is valued. . .There is an opportunity to change theapproach to training and learning to make itmore about what is good for the people ratherthan just about what is good for the financialgrowth of the company. The differenceis important:• training is what you do to your employees, ieteaching them skills to do the job• learning needs to be a personal developmentinitiative that communicatesa valuing of theindividual as well asa company value.The focus forL&D now becomeson empowering theindividual to takecare of his own growth,which is achieved hyfacilitating the provisionof meaningful and relevantpersonal development. Thisrequires the organisation tobe progressive in its attitudeto people's learning. Donewell, learning becomesabout helping people togrow in confidence, attitude,self-awareness, tolerance,motivation, interpersonalskills and leadership: infact, everything the businesssays it wants in its peopleincluding accountability,integrity, emotional intelligence, self-beliefand courage. •• .^|^For L&D, this is where the real value can bedirected in the company as it will drive cultureand values and links directly to improved '*--.,.productivity, quality, customer satisfaction,employee engagement and financial performance.Practical stepsFor an organisation to grow, it has to evolve.Whether you are a FTSE 100 corporation or asmall company employing 20 people, we all needto evolve and recognise that our performancelevels and capability are ultimately dependenton our attitude and emotional maturity. Thisis as true in our work and career as it is in ourpersonal Hfe.When we becomeaeeountable and takeresponsibility^ we havethe power to ehangeour world and solveour problems fThe practical steps need to begin withunderstanding basic emotional intelligence,for the simple reason that it is important tounderstand how the mind works. Our psychologyaffects our business and our personal life. This iswhere people have to start if they are to evolveand this is where the L&D agenda needs to givemore focus and bring in more skills. Problematicbusiness situations reflect problematic , ^relationships - with others and ourselves.This is a totally different way of viewingour business and our lives. The following is anapproach I've used while working as a coach togive people practical steps and tools they |could use:• take responsihility Albert Einstein said:"You cannot solve a problem with the level ofthinking that created it."This is where manybusinesses are caught today. Traditionallyproblems are tackledby putting in placemore controls, anew process ora reorganisationwithout gettingto their heart.Accountability,simply put, meansrecognising that youare either part ofthe problemor part of thesolution. Itcan take sometraining to workwith this principleand to focus the minddifferently, but it createsa fast route tofinding solutions• understand the power of the mind.
Thoughts, beliefs andvalues are often hiddenfrom our au^areness andyet drive behaviourGuy Millaris the founderofThe MillarMethod.He can becontacted atguy@themillarmethod.co.ukThere are many levels of awareness.Developing emotional intelligenceallows the mind to become more openand creative. Thoughts, beliefs andvalues are often hidden from ourawareness and yet drive behaviour.Most business environments aredriven by fear-based thinking: notmeeting targets, tight deadlines, fearof losing your job. Learning toharness success-based thinkingallows for more flow and easein our life. We naturally becomemore positive, creative and effectivebecause we fully engage in life• become a master of relationship-huilding Understanding both the nature ofrelationship and the cycle aU relationshipsgo through, plus the dynamics andpatterns that will present themselves,is crucial to effective leadership. Allrelationships go through stages -identifying them and the pitfalls within them canresolve conflicts easily, diffuse power strugglesand build cohesive teams. Relationship-building is a skül that has not beenafforded sufficient recognition andvalue in business to datelearn the principlesof transformationalcommunication To be effectivein business, we need tounderstand how to communicate.The principles of transformationalcommunication act as guidanceand support in workingthrough misunderstandingsand challenging situations.They are not a scriptbut a guide to creating asupportive environment for truecommunication, in which profound,lasting and effective transformationcan take place. Developing greatcommunication skills requiresadvanced levels of emotionalintelligence, self-awareness andpersonal accountability.The challenge for LSdD is to communicate theneed for this sort of personal development totop management, who can be cynical at bestwhen it comes to emotions and feelings. In theUK, feelings are often associated with negatives:emotional trauma and mental illness. We havebeen conditioned as a nation to work with ourrational minds. Thinking and logic is accordedvalue whereas feeUngs have little place in societyand are viewed as indulgent and weak. If we donot understand the emotions and feelings thatdrive all behaviour, they wiU be acted out indestructive or disruptive ways - dishonesty, greed,corruption, rage, depression, indulgence andaddiction (sex, drugs and alcohol).We already have huge numbers of people whoare chronically disengaged at work because theyfind it all pointless and unfulfiUing but don'treally understand why they feel like this. Of evengreater worry, we also have legions of peoplewho are critically addicted to alcohol, tobacco ordrugs as a way of stimulating or suppressing theirfeelings. Both are a problem worthy of businesses'attention because the vast majority of thesepeople work in businesses up and downthis country.Last year I wrote about former Barclays Bank CEO Bob Diamond in my blog and his tacitagreement that behaviour in business had tochange. I said then that, while I believed whathe was saying, nothing would change - and ithas not. The reason why nothing has changedis that there has been no accountabilityfor the things that have gone wrong, nounderstanding of the poorbehaviour and bad judgmentthat created the events.There has been a failure ofintelligence - emotionalinteUigence. Accountability is the first step in integrity. For an organisation to be truly successful, its principal value must be that of its people and that value has to be expressed throughan upgrade in the development ofemotional inteUigence across theM whole company.I When this happens, you automaticaUyI create an engaged and motivated workforceI who live the company values because they are true and stakeholders know it to be so.

Explanation / Answer

Getting involved in the business and dealing with the situation is one of the most important required task in current society. By having inability to get along with others and communicating specifically to get the things done is one of the most required abilities which are mandatory in today's industry to survive. It's called that communication is key to success and being better and communication and communicating with your colleagues as well as creating a feeling of understanding and intelligence among them creates an advancement in the specific job. By having an ability to work on site as well as offside and being ace both of the things is the requirement of tomorrow's business world. My having an authority over both of the things an employee can easily get along with the society and can we can specific image in finding a job.
And employee should be really exclusive in emotional intelligence which can directly related to the customer and can provide a better satisfaction. By having a better satisfaction level an employee can increase the chances of services being sold to the customers. In a particular survey, it is defined that emotionally advance employees were more successful then less emotional employees. Having a strong relationship with a customer as well as their employees in curry a person can easily enhance its capabilities to overcome different problems that are present in the current market scenario. By having and strong interaction physically the person can easily improve its teamwork which would result in increased efficiency as well and productivity.
All in all we can say that emotional intelligence or the social intelligence is very essential for a person to hold a place or find a job in a business. This specific term is changing the definition of employment.

By having a sharp and skilled training procedure with curiosity to learn new things we can easily increase our quality of adopting the quality of social intelligence as well as emotional intelligence. By having an ability to communicate with other people and increase our cross cultural communication in developing the same qualities. Increasing power interest in different fields and reading about a technicality as well as learning about the technicalities of the specific stream we are going into would be very beneficial in increasing you were all emotional as well as social intelligence for a specific person.

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