Practical eq for leaders part i slideshare

Harvard Club Masterclass
Practical EQ for Leaders: Part I
Friday 29 June 2018, UUSC Sydney
Presented by
Christopher Golis MA MBA FAID FIML
cgolis@emotionalintelligencecourse.com 0418-222219 1

cgolis@emotionalintelligencecourse.com 0418-222219
2
Agenda
 Define EQ
 The Humm-Wadsworth technology
 The Big 5, Ψcopaths, AA
 How to apply the Humm to EQ
 EQ for Leaders, Gates & Jobs
 Personality dissonance

What is IQ?
 1916 Alfred Binet (Mental Age/Chronological Age)
 WWI US Army Alpha/Beta tests
 1955 Wechsler Adult Intelligence Scale WAIS
 Mean IQ = 100 SD = 15
 Multiple intelligences General, Verbal, Numerical
3

1983 Gardiner’s
Multiple Intelligences
 Musical–rhythmic and harmonic
 Visual–spatial
 Verbal–linguistic
 Logical–mathematical
 Bodily–kinesthetic
 Interpersonal
 Intrapersonal
 Naturalistic
 Existential
4
Lack of empirical evidence, high correlation with g

What is Emotional Intelligence?
 1990 Peter Salovey and
John D. Mayer proposed EQ
is like IQ
 The ability to Recognise,
Understand, Label, Express
and Regulate Emotions
 RULER
 Inborn talent vs learned
skill?
5

6
Goleman publishes EQ in 1995
1. Self Awareness
2. Self Management
3. Social Awareness or
Empathy
4. Social Skills or Relationship
management
No model of core emotions!?

7
cgolisau@gmail.com
What is Emotional Intelligence?
Self
Understanding
Ψ test
Self
Influencing
Mindfulness
Others
Understanding
Empathy
Others
Influencing
Social Skills
Self
Others
Understanding Influencing

8
Why is EQ important?
 Walter Mischel
 Bing Nursery School @ Stanford
 653 four-year olds
 10% could hold back
 Later in life these 10% were significantly more
successful
New Yorker 18 May 2009 Don’t: The secret of self control

9
+Contempt & Surprise
Paul Ekman’s 7 Core Emotions

Goleman’s Emotional Intelligence
P290: Appendix A Final Paragraph
10

People drive performance,
emotions drive people,
temperament drives emotions
 Luck & memory very important
 Kings College, London study of 11,117
twins
 58% of exam success due to genes
 29% due to teachers & schools
 Nature 2x nurture
 Temperament = genetic emotional bias
11

EQ is achieving self- and
social mastery by being
smart with core emotions.
 Self-Mastery = Awareness + Management
 Social Mastery = Empathy + Social Skills
 Temperament > Transient emotions
cgolisau@gmail.com 0418-222219
12

13
The 7 core emotions
 1920 Rosanoff: What drives our core emotions?
 “We are all slightly mad”
 There are only 4 mental illnesses
 1935 Humm & Wadsworth 7 components
 1993 Empathy Selling: The new names
 2016 7MTF: More new names & mental illnesses

#1414
Mover/Socialiser
 Desire to communicate
 Mania
 Extrovert
 Active and dynamic
 Cheerful and enthusiastic
 Either black or white
 Fluctuations in mood
 Multi-taskers
M = introverted, self-sufficient & independent

15
Doublechecker
 Desire for security
 Depression
 Agreeable
 Cautious, double checkers
 Apprehensive and nervous
 Compassionate and
sympathetic
 Pessimistic and critical
 Low energy output but can
show D drive
D = High resilience, calm, composed, impulsive

16
Artists
 Desire to create
 Autism
 Sensitive & inquisitive
 Inarticulate, aloof and reserved
 Stubborn and single-minded
 Good visual imaginations
 Individualistic: beat to a
different drum
 A = down-to-earth, reliable, frank & outspoken

17
Politicians
 Desire to win
 Paranoia
 Drivers & strivers
 Competitive and assertive
 Persistant & tenacious
 Defend fixed ideas skillfully
 Suspicious
 P = likable, relaxed, balanced

18
Engineer
 Desire to complete projects
 Obsessive Compulsive Disorder
 Conscientious
 Painstaking planners, read everything
 Practical and objective
 Dedicated enthusiasm
 Hands-on operators
E = Jump in, erratic, slipshod

19
Hustler/GoGetter
 Desire for material success
 Psychopathy
 Empathetic & Charming
 Astute, good financial acumen
 Love of gambling and excitement
 Winners and losers
 Opportunistic
 Self-interest: WIIFM
 Egocentric
H naive, gullible, suckers, victim, martyr

20
Normal/Regulator
 Desire for order
 1/Neuroticism
 Co-operative and law abiding
 Mature and self-controlled
 Consistent and rational (boring?)
 Self reliant and confident
 Unemotional (cold fish?)
N = Adaptable, rule breaker, carpe diem, over-emotional

21
Normal/Regulator
 Normal is comparable to
Freud’s superego:
conscience, rules & standards
 As your age increases, your
Normal increases
 The Normal is soluble;
In vino veritas

22
Humm Distribution
40%
14%
56%
52%
44%
39%
57%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
N H M D A P E
%ofpopulationhavingdominantcomponent
Component
Dominant Humm Component Distribution
Sample size = 65,508 people

23

24
The Big 5
 O = Openness to creativity
 C = Conscientiousness
 E = Extraversion
 A = Agreeableness
 N = Neuroticism (lack self-control)
Where is the dark triad? Corporate
psychopath
Where is the Type ‘A’? Corporate bully
24

25
The Big 5 & The Humm
 O = Artist
 C = Engineer
 E = Mover
 A = Doublechecker
 N =  Normal
Corporate psychopath = Hustler & N
Corporate bully = Politician & N
25

26
Corporate Psychopaths
Dr John Clarke
 Charming but frequently lie (very flexible)
 Does whatever it takes to close a deal
 Take credit for other peoples’ work
 Guiltlessly blame co-workers and subordinates,
never remorseful
 Self-focused and act self-important
 Good at manipulating people emotionally
 Multiple sexual encounters
 Never ask permission but if caught out will
sincerely ask for forgiveness

27
Why is identifying
corporate psychopaths
important?
 Myers-Briggs converted a 85,000
employee company 16 people in
one year.
 Myers-Briggs destroyed Arthur
Andersen

28
Arthur Andersen
 1913 start-up
 “Not enough money in the city of Chicago”
 Company motto = Think Straight, Talk Straight
 First firm to introduce consulting
 Eliminated conflicts with the Method ( Probity)
 Post WWII Myers-Briggs embraced
 1989 John Edwards & Eye of the Tiger conference
 1992 Great Partner Purge (Probity Profits)
 2001 Enron and Worldcom
 2002 85,000  16 employees in 1 year!!!

29
The 4 steps of EQ
 Self Awareness
 Self Management
 Social Awareness
 Social Skills

30
Step 1: Self Awareness
Chris's chart
0
1
2
3
4
5
6
7
N H M D A P E

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Ipsative vs. Normative
Ipsative vs. Normative
0
1
2
3
4
5
6
7
N H M D A P E

32
Caveat 2:
67% of individuals cluster
around the average

33
Caveat 3: The 7 components
are like a web with several
strong and several weak
strands
cgolisau@gmail.com

34
Caveat 4: You can’t change your personality
but you can change your behaviour
Source: Me, Myself, and Us: The Science of Personality
and the Art of Well-Being by Brian R. Little

Personal Strengths
 Normal - Self-disciplined
 Hustler - Hard-headed realist
 Mover - Enthusiastic
 Doublechecker - Sympathetic
 Artist - Sensitive
 Politician - Competitive
 Engineer - Persistent

Personal Weaknesses
Normal - Unbending
Hustler - Sharp dealings
Mover - Impulsive
Doublechecker - Negative thinking
Artist - Re-invents the wheel
Politician - Arrogant
Engineer - Poor at delegation

Step 2:
Self Management
 Illusion of superiority = above average effect
 Projection bias = Everyone is like me
 Trait ascription = I vary; you stay the same
37

Self-Management
Delphi Commandments
 Know thyself
 Everything in moderation

Everything in
moderation
 Build your Normal
 Suggestions for Self Development
 Get into the habit of observing your impulses
rather than acting on them

40
Step 2:
Self Management
 Hot button for a Engineer
 Criticise their expertise then demonstrating
incompetence yourself
 Habits for Self Development
 You are good at understanding things, use
that understanding to identify with people

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