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This document discusses emotional intelligence and its importance for workplace safety and supervision. It defines emotional intelligence as being aware of your own and others' feelings and managing emotions smartly. Developing emotional intelligence competencies like self-awareness and empathy can enhance leadership, improve relationships, and aid in conflict resolution. The document advocates training supervisors in emotional intelligence to promote a positive safety culture through open communication and accountability.
2014speaker
- 1. Brian K. Grossguth Corporate Safety Manager Blount Fine Foods 1
- 2. Emotional Intelligence and Workplace Safety Front-Line Supervision: The Emotional Link 2
- 3. Emotional Intelligence •What is it? •Why it matters in the Workplace? •Supervisors and Emotional Intelligence Genesis of Emotional Intelligence to Blount Fine Foods •Introduction •Development •Success 3 Topics
- 4. “We are being judged by a new yardstick; not just how smart we are, or by our training and expertise, but also how well we handle ourselves and each other.” Daniel Goleman, Ph.D. “Working with Emotional Intelligence” Moral maturity and emotional intelligence 4
- 5. Emotional intelligence? What is it? Emotional intelligence is not about being “touchy-feely.” 5 It is about being aware of your feelings, and those of others
- 6. Emotional intelligence? What is it? Emotional intelligence is not about being nice all the time 6 It is about being honest.
- 7. Emotional intelligence? What is it? Emotional intelligence is not about being emotional. 7 It is about being smart with your emotions.
- 8. The 5 Essential Competencies of Emotional Intelligence Self-Awareness Self-Regulation Self-Motivation Empathy Effective Relationships Relate to Ourselves Relate to Others 8
- 9. Emotional Intelligence: Why it Matters in the Workplace? •Enhance Leadership Skills •Improves Relationships in the Workplace •Conflict resolution •Better Teamwork •Improves Communication 9
- 10. Factors Influencing Safety • Management Systems • Work Factors 10 Supervisors and Emotional Intelligence Human Elements o Behaviors o Skills o Knowledge o Abilities o Intelligence o Motives
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- 13. 13 On June 3, 2009, Employee #1 was working on an unrelated task in close proximity to a working fork lift, Raymond Model No. R50- C50TT, with 5,000 lb capacity. The forklift was loaded with two 37-in. high insulated boxes, each containing 1,500 lbs of clam meat. The load was raised to a height of 6 ft. Employee #1 was killed when the load fell off the forks and crushed him.
- 14. 14 Safety at Blount Fine Foods • Safety was lacking structure and focus. • Incident rate was almost 3 times the average for our industry • Appointed Safety Manager 2011… – Survey of Employees
- 15. Dr. Alaa Zidan Introduced the concept of emotional intelligence into the organization • The ability to perceive, control and evaluate emotions into the curriculum of safety training and leadership, will promote a positive safety culture and safety excellence. 15 National Safety Council 2013
- 16. • Safety is a philosophy, among many other things, and tends to attract a fair number of philosophical, reflective people • Safety needs emotional connections • Being positive in a negative situation is leadership • Good leadership works through emotions • Be aware of our strengths and weaknesses • Openness to Feedback • Managing emotions is a full time job 16 National Safety Council 2013
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- 18. “With great power comes great responsibility” Well the same can be said for the following: “With managing people, comes great responsibility” 18
- 19. • Anybody can become angry - that is easy, but to be angry with the right person and to the right degree and at the right time and for the right purpose, and in the right way - that is not within everybody's power and is not easy. Aristotle 19
- 20. Say what you mean, mean what you say, and don’t say it mean 20Hector J Poulin
- 21. 21
- 22. Leadership Traditional oCompliance focused oEnforced by management oPunish unsafe behavior oTop down decision making oDictate policy/processes oRigid, consistent oConfrontational 22 Contemporary oValues focused oExemplified by management oPositive reinforcement of safe behavior oShared decision making oDelegate and empower oFlexible, innovative oConfidence and trust
- 23. Supervisor 23 • Role in Safety • Tools to help the supervisor achieve success • Coach/Mentor approach • Employee engagement • Coach the supervisor in providing feedback • Positive • Corrective • Expectations • Accountability • Interpersonal Skills
- 24. Effective Supervisors 24 • Are person-centered. They rate higher in the consideration function than do unsuccessful supervisors. • Are supportive. They are more helpful to employees and more willing to defend them against criticism from higher management than are less effective supervisors. • Are democratic. They hold frequent meetings with employees to solicit their views and encourage participation. Less effective supervisors are more autocratic.
- 25. Effective Supervisors 25 • Are flexible. They allow employees to accomplish their goals in their own way whenever possible, consistent with the goals of the organization. Less effective supervisors dictate how a job is to be performed and permit no deviation. • Effective supervisors describe themselves as coaches rather than directors. They emphasize quality, provide clear directions, and give timely feedback to their workers.
- 26. EI Components • Self awareness • Self Management • Motivation • Empathy • Social Skills Conclusion 26
- 27. • Success in the workplace is determined less by IQ and more by Emotional Intelligence (EI). • EI is necessary for people to work together in harmony towards the organizations goals • EI is largely learnt. • EI is maturity and character. Why EI is important 27
- 28. • Good leadership works through emotions • People rely on connections with others for their emotional stability • Emotionally intelligent leaders create resonance • Good leadership works through emotions • Effective leadership involves a combination of feeling and thought Why EI is important 28
- 29. • Recognizing the need for change and removing barriers • Challenging the status quo and acknowledging the need for change • Championing the change and enlisting others in its pursuit • Modelling the change expected of others Change Management 29
- 30. 30 Promoting an emotionally healthy workplace is good for the bottom line. It is also a realistic goal There are four “Vitamin Cs” of an emotionally healthy workplace. When your workplace has the recommended dose of these “Vitamin Cs” the emotional health of the entire organization improves. The Cs are: • Commitment • Challenges • Control • Caring
- 31. 31 This conclusion is more a function of belief and values, than based on traces of what we observe in the workplace today. “With managing people, comes great responsibility”
Editor's Notes
- #4: Emotional Intelligence: