Using applied EI to enable effective procurement

Transcription

1 Using applied EI to enable effective procurement Peter Clarke, Senior Consultant/ Product Consulting

2 Who are JCA Global? Passion We are a team of highly experienced Business Psychologists. We enhance people s effectiveness and well-being to increase business success. Transformation Our solutions work at the deeper level of attitudes, feelings and motivations, delivering transformational change, with practical benefits in the workplace. Engagement Our philosophy and underpinning rationale is that Emotional Intelligence (EI) is the difference that makes the difference for sustainable success. Focus We provide added value through the application of sound applied business psychology and measure the impact of our solutions. For more information please visit www. 2

3 Session objectives To introduce you to JCA Global s perspective on Emotional Intelligence and why this matters Session agenda: Introduce the concept of Emotional Intelligence Look at why Emotional Intelligence is important to enabling change and sustained high performance Share with you JCA s Applied EI Mindful v Survival Toolkit Explore our own survival defences 3

4 How are you feeling? 4

5 Soft skills matter Soft Skills are critical to job success Insights from the CIPS/Hays Procurement Salary Guide 2016

6 Soft Skills in all its forms are important across all job levels but become more critical at senior levels, especially in relation to influencing

7 The need for development 80% of respondents believe Soft Skills training would help them perform better and have a major impact on their performance at work More than two in five (42.2%) of respondents have never had any Soft Skills training and a further third (35.6%) said they had but it was some time ago Critically, Emotional Intelligence is key to our delivery of Soft Skills for example 64.4% of survey respondents felt EI could aid effective negotiation BUT... Nearly two thirds (64.4%) of respondents felt their knowledge of EI was basic or none

8 What is the climate you create? How does it feel to procure with you? JCA Applied EI Mindful V Survival Toolkit

9 The scale of the challenge Soft Skills and stereotypes

10 The importance of climate 10

11 Your mindset matters Defensive Engenders Trust Judgemental Openness Threatening Aware of others 11

12 Check your attitude: are you in a SURVIVAL state or are you being MINDFUL? 12

13 What defenses do you use when you are in a survival state? Make sure I m right Sense of humour failure Overly sensitive Rigid perfectionism People pleasing Playing the victim Keep on checking Avoid conflict Try harder and harder Become stubborn and rigid Become overly intellectual Play dumb Be the strong one Shut down emotions Take too much on Resist help or support Ignore and withdraw Tell to dominate Become impatient / irritable Sarcasm and putdowns Talk over people Play the blame game Take the moral high ground Control everything and everyone 13

14 14 Why Emotional Intelligence matters for leadership?

15 Busy... 15

16 Introduction to Emotional Intelligence Last working week Dealt with a hectic schedule? MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY Done a lot? Worked longer than your contracted hours? Sacrificed something for work? Driven hard for excellent results? SUNDAY 16

17 Introduction to Emotional Intelligence Being too busy has consequences... Values... born from knowing our true self, ground our behaviour in times of stress 17

18 Introduction to Emotional Intelligence Being too busy has consequences... How happy are you? Happiness is a choice and underpins our sense of well-being and engagement 18

19 Introduction to Emotional Intelligence Being too busy has consequences... Focus Focusing too much on the task, affects your influence on others 19

20 Blueprint for leadership success The six major contributors to managerial and executive success are: IQ TQ MQ XQ LQ EQ Intelligence Quotient how bright are you? Technical/Operational Quotient how able are you to get things done? Motivational Quotient how driven are you to achieve and grow? Experience Quotient how many of the right kinds of experience have you had? Learning Agility Quotient how deftly do you adopt new skills, behaviours and beliefs? Emotional Quotient/Intelligence how well do you handle yourself and work with others? Lominger study of 5000 managers and 500 executives 20

21 Predicts leadership derailment Are self centred Don t relate well to others Don t inspire or build talent Defensive Arrogant Are too narrow Don t deliver results Lombardo and Eichinger, 10 year study on executives whose careers stall 21

22 Engagement in the workplace what does it look like? Engaged committed and positively contributing (13%) Not engaged lack motivation (63%) Actively disengaged unhappy and unproductive (24%) Gallup (2014), Global Engagement Survey 22

23 Our definition of Emotional Intelligence IQ: 137 EI: 0 Behaviour (what) Emotional Intelligence is the practice of managing our personality to be both personally and interpersonally effective. Feeling (how) This is achieved through the habitual practice of thinking about feeling and feeling about thinking to guide our behaviour. Attitude (when) The extent and effectiveness by which we do this is determined largely by our attitudes. 23

24 The JCA Emotional Intelligence Model 24

25 Introduction to Emotional Intelligence The power of emotion Identify emotions Feelings are part of our physiology and have a profound impact on our energy, performance and health Assess emotions Skillful management of emotions creates the potential for better relationships and greater effectiveness at work Manage emotions Feelings and emotions are at the core of inspirational leadership, trust and building the right climate 25

26 Key Principal 1: The importance of Attitude Problem behaviour Lack of motivation / reinforcement Intervention Temporary behaviour change 26

27 Key Principal 1: The importance of Attitude Problem behaviour Sustainable behaviour change Intervention Attitude change 27

28 Check your attitude: are you in a SURVIVAL state or are you being MINDFUL? 28

29 Leading with Emotional Intelligence 10 ways to develop EI 1 Smile more 2 Know and use your strengths 3 Identify your patterns and triggers 4 Check in to your feelings every day 5 Practise listening 6 Look after yourself, physically 7 Practise difficult situations 8 Know what you want 9 Keep your promises 10 Make small changes and commit to them 29

30 Any Questions