EMOTIONAL INTELLIGENCE AND DEVELOPMENT WORK David Mainella Executive Director of Development and External Relations Massey Cancer Center September 10, 2013 Contact Information dmmainella@vcu.edu Session Objectives Understand your emotional intelligence by taking a brief survey. Realize the importance of Emotional Intelligence (EI) as a tool to enhance your effectiveness as a frontline fundraiser. Understand the components of Emotional Intelligence. Develop a plan to improve an area of EI. 1
What is Emotional Intelligence? Emotional Intelligence (EI) can be defined as a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way. Being nice Letting feelings hang out (taken from: MHS manual on EI) 3 Why should we care about EI? Because IQ doesn t explain success. Research shows that no more than 25% of one s overall success is attributable to general intelligence or IQ so to what do we attribute the rest? 60% of the remaining amount is traceable to EI competencies IQ EI Unexplained 4 2
How Does EQ Differ from IQ EQ Focus: developing an understanding of and an ability to manage emotions Can be enhanced throughout one s life Recently understood to be an important predictor of one s potential for success Fosters understanding of own emotions Promotes positive relationships Increases self motivation and drive IQ Focus: developing one s cognitive abilities; more academically oriented Generally thought to be largely established at birth and cannot be enhanced Has been traditionally used to predict one s potential for success Allows development of needed knowledge base Enables development of technical skills and abilities Enables conceptual thinking 5 What it boils down to EI is a set of teachable skills that you can improve 6 3
Leadership Success and EI STARS vs. AVERAGE PERFORMERS (Spencer and Spencer, 1993) 500 organizations (business, academic, non profit) Compared Stars (top 15%) with Average (middle 30%) on EI, Cognitive (IQ) and Technical abilities STARS performed better on 4 EI Skills, 0 Cognitive, 0 Technical than AVERAGE Higher the leadership position, the more EI distinguished STARS from AVERAGE Success and EI (Spencer and Spencer, 1993 continued) Stars produce 148% for every 100% produced by average performers Estimated average dollar figures (net) for sales personnel at 3 levels of performance Stars $3,260,000 Average $1,320,000 Unsuccessful $0 (only brought in enough to cover their salary and benefits) EI training improved performance of a typical new trainee from 80% (of the 100% for an average but experienced employee) to 120% 4
Key Findings: EI From Bradbury and Graves ( 2005) Only 36% of people are able to accurately identify emotions as they happen More than 70% of those tested have difficulty handling stress Only 15% of employees feel respected and valued by their employer Emotionally Intelligent Leadership Three Core Facets Consciousness of Context Consciousness of Self Consciousness of Others (Shankman & Allen, 2008) 10 5
Emotional Intelligence Self Awareness Exercise Pair up with a partner at your table Share your answer to each question 11 5 Factors and Subscales Scales of EQ I 2.0 Self-Perception Self-Expression Interpersonal Decision-Making Stress Management 12 6
Self Perception Self Regard Understanding and accepting one s strengths and limitations Entails respecting oneself and having high self esteem Self Actualization Willingness to continually improve oneself Making a commitment to achieving long term goals Emotional Self Awareness Recognizing and understanding one s own emotions Knows what one is feeling and why 13 Self Expression Emotional Expression Openly expressing one s feelings verbally and non verbally in an effective manner Assertiveness Communicating feelings and thoughts in a way that stands up for one s personal rights but shows respect and positive regard for others Independence Ability to be self directed Self reliant in planning and making important decisions 14 7
Interpersonal Competence Empathy Awareness and understanding of another s feelings and positions Social Responsibility Acting responsibly, having social consciousness, and showing concern for the greater community. Interpersonal Relationships Degree to which you can have mutual relationships with others, be vulnerable, share feelings and feel comfortable in social situations. 15 Decision Making Reality Testing Ability to remain objective by seeing things as they really are. Curious and examining rather than passive and assuming. Problem Solving Ability to recognize and define problems. Ability to generate and implement likely effective solutions. Impulse Control Ability to resist or delay drives or temptations to say or act without losing control or overreacting. 16 8
Stress Tolerance Stress Management Ability to withstand adverse events and conditions without falling apart Flexibility Ability to adjust emotions, thoughts and behaviors to the situation Accepting of change Optimism Tendency to look on the bright side of things Generally positive and hopeful attitude 17 What EI Areas Are Most Important in Development Work? Optimism the ability to look on the bright side, to continue in the face of adversity and maintain positive energy after setbacks Empathy awareness and understanding of another s feelings and positions Self Regard to accurately perceive, understand and accept oneself Assertiveness having impact on another s thoughts or behaviors; convincing others to follow your lead Self Actualization to strive to achieve personal goals and actualize one s potential 18 9
How Do the EI Areas Play Out in Development Work? Optimism Empathy Self Regard Assertiveness Self Actualization Pair up with another participant at your table Pick one of the 5 EI areas Come up with three ways you feel that area plays out in your development work 19 Additional EI Exercises Optimism Empathy Self Regard Self Actualization Self Awareness 20 10
Steps for Development of EI Assessment take Eqi or EI Quickbook Self Reflection Recognize Patters Feedback with trusted peer Become emotionally literate Behavioral Change select two to focus on Coaching More Feedback 21 Assessing your Strengths and Areas for Improvement Pair up with another participant. Individually, select at least two of the 15 EI competencies that you believe you currently are doing well in and at least two competencies that you feel you definitely need to improve on. Come up with ideas on how you can improve on the two competencies. Share your ideas with your partner. 22 11
EQ I 2.0 15 subscales Self Perception Self Expression Interpersonal Self Regard Emotional Expression Interp. Relationships Self Actualization Assertiveness Empathy Emotional Awareness Independence Social Responsibility Decision Making Problem Solving Reality Testing Impulse Control Stress Management Flexibility Stress Tolerance Optimism 23 References EQ i Certification Workshop, Multi Health Systems, 2006 On Course, chapter on Emotional Intelligence, Skip Downing, 2007 The EQ Edge: Emotional intelligence and Your Success, Stein and Book, 2006 MHS manual on EQ I 2.0 (http://ei.mhs.com/eq20_manual/) 24 12