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EI

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Geeta Varma,

HR Freelancer,

Mumbai

EMOTIONAL INTELLIGENCE IN TEAMS

“Emotional intelligence (EI) is a term used to describe the ability of an individual to recognize their own and other people’s emotions, to discriminate between different feelings and label them appropriately, and to use emotional information to guide thinking and behavior.”

The above would be the apt dictionary meaning of the now famous terminology existing amongst the professionals from all walks of life. This term was famously explored by Daniel Goleman in his groundbreaking book “Emotional Intelligence” in 1995, although Psychologists were already aware of this term and its importance in life. If we the people sit and think on this term, we would not surprise ourselves by realizing that EI is ever present in our religion or various religious texts as well..

Each time an individual went through crisis in life, the person would be wisely told by parents, teachers, friends or acquaintances on how to deal with the situations keeping their nerves calm, tempers under control and manage the turmoil with dignity. In short, from time immemorial all of us have been told, guided and reminded to tackle any situation with maturity indicating emotional maturity. Why? Simple reason stated is if you are mature (emotions under check), you will deal with any problem sanely and conclusion arrived would be a smart choice.

Emotional Intelligence generally requires three skills which may be inherent:

  1. Emotional awareness, including the ability to identify your own emotions and those of others;
  2. The ability to harness emotions and apply them to tasks like thinking and problems solving;
  3. The ability to manage emotions, including the ability to regulate your own emotions, and the ability to cheer up or calm down another person.

EI in Teams are needed most because in any organization there are varieties of personalities co-existing for completion of task or tasks. It is indeed a known fact that teams or groups of individual brought together for any activity need to know one another in order to get the best out of each other. The above stated skills therefore are required to ensure that every team member knows themselves, and make an effort to understand others in order to successfully finish the task(s) assigned. Personality clashes are known to exist amongst team members but if each individual manages to influence other and bring back the focus of the team to the task, it should not surprise anyone that the team can show wondrous results.

In a team if every member exhibits an emotional maturity in both tackling the problems as well as managing self and others, the task assigned to the team can be accomplished in time.

The organizations are smart in selecting teams to work together as they pick and choose members by understanding the individual’s strength and the impact that it can have on other team members. As said by John Myers & Peter Salovey “People with high EI, we believed, could solve a variety of emotion-related problems accurately and quickly. High EI people, for example, can accurately perceive emotions in faces. Such individuals also know how to use emotional episodes in their lives to promote specific types of thinking. They know, for example, that sadness promotes analytical thought and so they may prefer to analyze things when they are in a sad mood (given the choice). High EI people also understand the meanings that emotions convey: They know that angry people can be dangerous, that happiness means that someone wants to join with others and that some sad people may prefer to be alone. High EI people also know how to manage their own and others’ emotions.”

Hence, in conclusion, if we desire to achieve the targets, reach the set goals and have happy workforce, select individuals and teams with care and those who show strong EI should be preferred over high IQ individuals.

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Emotional Intelligence in teams

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Ms. Deepshikha Singh,

Assistant Professor,

OB & HRM,

Amity University

 

EI in teams

Emotions are the most vulnerable subject to deal with in the present context. It is being understood by Edward de Bono, “person with a strong IQ can be compared with a car with powerful engine.  EQ is the driver of the car.”Intelligence is what one needs to shield the discrete gamut of emotions in a human being. It enables an entity to camouflage him/her in a manner that they remain pachydermal in the challenging organizational settings

Technological evolution and the medium of robust internet protocols have resulted the societies across the globe to move under rapid transitions, at every level. Culture is being seen as an unequivocal binding force among individuals, irrespective of their caste, creed, color or gender. A person is not born with a given culture: rather, he or she acquires it through the socialization process that begins at birth: .”Societies have evolved through the times, immemorial. Societies are made up of an individual and individual is a social being, as is advocated by Aristotle, the father of Political Science. And that an individual has an incessant need to interact. Individuals report to work places from these constantly evolving societies and cultures. They carry with themselves a different set of values, meanings, apostles, psychological designs, a unique fabric exclusively associated to their identities. How to make organizations function in harmony with the teams of societal men, each with a unique set of values, cultures, traditions, values, variations, is a question!

There are two types of emotional competencies, first is, personal competence and the second is social competence. Personal emotional competence deals with self awareness, knowing one’s internal states, preferences, resources & intuitions, emotional self awareness, accurate self assessment, self confidence, self management: managing and controlling one’s internal states, impulses, emotional self control, trustworthiness, transparency, flexibility , adaptability, achievement Orientation,Initiative,Optimism,Conscientiousness. Social Emotional Competence Deals with managing relationships, inspirational leadership, influence. developing others, change catalyst, conflict management, building bonds/teamwork,    social awareness, awareness of others’ feelings, needs and concerns ,empathy ,organizational awareness ,service orientation.

Once the personal emotional competence in an individual gets built through training and other means, the social emotional competence supersedes into the person’s fabric and they become ready to deliver in the turbulent team settings. Ei subjugates the inability to express emotions. This implies that when we do not send the signals about ourselves in the work settings, the result is that our need may not be met. Can Ei be Learned? Ei is born largely in the limbic system, which governs feelings, impulses, values and drives. To enhance emotional intelligence, organizations must refocus their training to include the limbic system.

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Emotional Intelligence in Teams

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Keshav Sridhar

Founder | Chief Trainer – ORATE Training & Placement Services

Founder | Director – Globalliance BizNES Pvt Ltd

Emotional Intelligence in Teams

‘Team dynamics’ is a derivative of emotions and emotional intelligence is a virtue. The ‘thoughts-action-feelings’ cycle keeps our life moving. However, to ensure we reach our goals, it is critical to find the right direction amidst the dualities of life.

Let’s discuss the What, Why & How of it.

 

Emotional intelligence is being aware of our emotions in operation during different situations and knowing how to utilize them to be able to ‘respond’ to the situation without getting bogged down or drifted. This maturity is a product of knowing what we stand for and what we don’t. The better we understand ourself and our priorities, the more emotionally intelligent we become.

 

Applying it with the team means, we being aware of our own emotions and also that of the team. The equation becomes more dynamic with more people in the team. However, one thing which remains a constant is the priority/goal of the Team.

Let’s understand the importance of emotional intelligence with an example:

The training team of a BPO has four trainers who take different modules of training and educate the new hires of the company in a 1 month long training program involving Soft Skills & Process Training. The team is led by a Training Manager. In order to continue working with the company, the trainees have to get certified by passing the examination conducted by the Operations team at the end of the new hire training program. Obviously, the goal of the Organization is to ensure everyone hits production. Hence, the company gives the incentives/appraisal to the trainers based on the ‘training throughput’ which is nothing but a yard stick to measure the training team’s performance (number of trainees getting certified from a batch). The message to the training team like any other team is very clear: Train/Perform well, ensure everyone passes and you will be rewarded.

Isn’t this a simple “bread & butter” task for the training team!

Well, it is not as simple as it appears. Let’s consider the dynamics now. Firstly, say there are 13 new hires in a batch, all in the age group of 21 to 25 years. Of these 13, say 11 are guys and 2 are girls. After the initial few days of training, the trainer observes that two guys and the two girls from the batch have struck the love chord and these two couples are losing focus. It is the usual “Main duniya bhula dunga, tere chahat main”. They sit together, eat together and have also started taking leaves together. The certification is just 1 week away and the trainees have already shown the Trainer Ashiqui 1 & 2. The effort of this lone trainer who is struggling to motivate them to learn is washed away by the other three trainers who have ganged up to tarnish his image in front of the Trainees. While delivering their respective modules, these trainers never miss out to very subtly speak ill about this trainer. The trainees no longer take his words seriously. The reason for this ganged jealously is that the lone trainer is more skilled and experienced and hence is getting double the salary of these other three trainers. In fact, the training team is not really bothered about the training throughput but the difference in pay.

Next, the Training Manager calls the Operations Manager to interact with the batch and set expectations about the Operational requirement. In his interaction, the Manager says that after the certification, people may be split into different teams and may also have to work in different shifts. Hearing this, the couples decide to quit and join a company where they can work together. The trainer senses this and informs the Training Manager. The Manager instructs the Trainer not to counsel/motivate them to stay back. The Training Manager has his own motives. A cold war has been brewing between the Operations and Training team for quite sometime now and they don’t miss a single chance to stone at each other. The Training Manager asks his Trainer to document the interaction of the new hires with the Operations Manager and highlight this interaction as the reason for the possible attrition/failure of the Trainees. The email has been sent to all the Senior Managers.

The Operations team in turn escalates it to the Senior Managers highlighting the attitude of the Training team and rubs some salt by recommending a ‘Train the Training team’ program. The Training Manager is now hell bent on going for the kill and in turn pushes off the heat by blaming the Recruitment Team because he knows there is a collusion happening between the Recruitment Manager and the Operations Manager during recruitment.

Things get bloody and dirty when there is no ring master to tame such teams. Now that we have understood the importance of emotional intelligence, let’s stop this tug-of-war story here. Mind you, such incidents of ‘we vs they / me vs them’ happens in almost every company. After all, people are people where ever they are!

Think, what is that one most important thing which is missing here? That one thing whose presence will ensure everything else being present! Well, its TRUST which comes when people start feeling secure, which in turn happens when there is effective leadership.

A frank introspection will help us realize that this is how things work or rather this is why things don’t work in many Organizations. Lack of trust and leadership crisis.

So, how do we build this Trust and there by emotional intelligence in our teams?

Every behavior has a stimulus and the way we behave depends on what stimulus we are picking up from the situation around us and how we feel about it. In a simple team interaction there are many stimuli like the Gender, Religion, Education, Pay, Recognition, Competition, Sense of accomplishment to name a few.

Gender for example, plays a very important role in team behaviors. When a lady is inducted into a team with only gentlemen, the dynamics change completely. Its absolutely true vice-versa too. In such situations, it takes lot of time for the team to cool down, hold their horses and focus on the team’s goal. If they are a bunch of folks driven by their primitive instincts, they will light up all woods: Holly, Bolly, Kolly, Tolly, you name it!. Nothing wrong though, good that they are evolving but the question is can the company afford this process of evolution at the cost of their performance?

Obviously not and that is why multiple rounds of group discussions & stress interviews are conducted to ensure we get a trainable resource. True test of character is under stressful situations. Rehearsal/drill is very important to produce seasoned teams. Hence, it is extremely critical that these resources are given experiential learning during the training phase. Also, it is of utmost importance to ensure that the Training Team itself is highly competent and has the moral/ethics to walk the talk.

No matter how good an individual contributer one may be, he is and has to be a part of a team. If he is not able to contribute effectively towards the team’s decision making, then that individual is not contributing towards the growth of the organization. Remember, not a team player = not worth a player

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Motivation to Knowledge Workers

UntitledAyatakshee Sarkar

Allstate India

Senior Training Specialist

 

Motivation to Knowledge Workers

Peter Drucker, the modern management guru rightly said, “The most valuable asset of the 20th century company was its production equipment and the most valuable asset of the 21st century institution is the knowledge worker and its productivity”. So who are these knowledge workers and why is their productivity important in the socio-economic growth of a country? In my opinion, knowledge workers are a class of people in an organization whose main asset is knowledge. They are characterized as experts, creative and innovative professionals. Being a storehouse of tacit knowledge, they enable their organization to get the competitive edge, thus become the backbone of any industry.

In today’s scenario, major challenges are faced by any organization. In an IT organization these are hiring and retention. Adoption of appropriate motivational strategy plays a vital role in employee retention and engagement. In one study it was revealed that money is not the only motivating factor; it goes beyond tangible rewards as it deals with human behavior which is very complex.  An organization must lend thought to what motivates this class of employees to enhance productivity. Designing a proper motivation strategy is not the function of HR alone; it is an overall corporate strategy.

Below are some of the key points related to motivational study conducted globally:

  • Important motivational factors for knowledge workers are: meaningful work, full appreciation of the work done, promotion and job security.
  • Motivational variables differ from person to person; hence an organization must not assume what motivates employee ‘A’ will also work for employee ’B’. Regular dialogues and feedback is useful on an individual basis.
  • For global companies, motivation factors differ across employees based in different geographical locations.
  • Tangible rewards undermine the intrinsic motivation for interesting tasks; hence managers need to be innovative on this.

Overall, a study on motivational factors on knowledge workers becomes important due to following reasons:

  • Enhance productivity
  • Counter attrition
  • Retention and dissemination of tacit knowledge
  • Retention of intellectual property

If care is not taken in designing a proper motivational strategy, organizations may not only lose its knowledge workers but also the tacit knowledge which they carry with them, thus losing its competitive edge for sustainability.

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Emotional Intelligence at work

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Gladys Durairaj

Prodapt Company
Consultant

 Emotional Intelligence at work

With the current organizational demands the employees are subject to lot of stress and pressure at the work place. In the process HR has a very unenviable task of dealing with the emotions of these employees. Hence HR needs to be emotionally intelligent to ens
ure the employees are content and retain to stay in the organization. It is a big challenge today, indeed.

Of course being emotionally intelligent is one of the means if not the only one.

What does it take to reach there?

  • Communicate effectively
  • Bonding
  • Positive attitude

Today the role of HR has become very complex and demanding. They need to handle recruitment, retention, employee morale, solving issues of employees at critical times and above all hold esteem with the employees and the management. Emotional intelligence is one of the strategic tools which successful HR fraternity has deployed very effectively.

One can develop on Emotional Intelligence through the following means:

  • Understand your emotional. This will help in understanding others emotions
  • Be attentive and empathetic towards other’s emotional outbursts.
  • Body language
  • Measuring the moods of others
  • Choosing the right environment and time for one on one meeting.
  • Patient and attentive

Once being emotional was considered as a negative quality in people. But today it is playing a very important role in all walks of life. Hence Emotional Intelligence has become a must in every walk of life.

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Emotional Intelligence

 

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Ritu Dadhwal

Citius Tech Inc.

Deputy Manager

 

Emotional Intelligence

 

“Emotional Intelligence (EI) is the ability to monitor one’s own and others’ feelings and emotions, to discriminate among them and to use this information to guide one’s thinking and actions” – John D. Mayer and Peter Salovey. Simply put it means that EI is the ability to use emotions effectively.

A research recently highlighted that a person’s Intelligence Quotient is able to contribute only 20% to their success. The rest of the 80% is contributed by the person’s Emotional Quotient.

EI becomes imperative especially in a formal set up especially for people who deal with not only their emotions but also emotions of others. In an organization what differentiates good leaders from outstanding leaders is their high quotient of Emotional Intelligence. Emotional intelligence may contribute to a leader’s ability to successfully implement changes in an organization.

EI in general, and the extent to which a leader accurately perceives and is able to influence followers emotions in particular, captures the emotion-related abilities or skills result in a leader’s ability to make major changes – Wasielewski (1985) suggests.

When working in teams a manager or leader needs to deal with various emotions and situations. Daniel Goleman believes that outstanding leadership requires a combination of self-mastery and social intelligence, which have two competency areas: perception and skills.

Some of the EI competencies that a leader is required to possess are:

INTRAPERSONAL (self-awareness)                              

  • Self-Regard
  • Emotional Self-Awareness
  • Assertiveness
  • Independence
  • Self-Actualization
  • Self–Confidence
  • Accurate Self-Assessment

 

INTERPERSONAL (social awareness)     

  • Empathy
  • Social Responsibility
  • Interpersonal Relationship
  • Organizational Awareness

 

Effective leaders should generally exhibit one or more competencies from each of the above mentioned domain. As a leader possesses and uses more of these competencies, higher the Emotional Quotient of the leader.

To bring about changes and increase the EI level one needs good coaching and time to change behavior/ approach.

 

 

 

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Ambition

naga   Professor, A. Nagaraj Subbarao

Alliance University, Bangalore, India

Director – Human Resources

AMBITION

“I would rather be a little nobody, then to be an evil somebody.”   Abraham Lincoln

An often bandied word, used in variously different contexts is ambition. Ambition may be defined as : Eager or inordinate desire for some object that confers distinction, as preferment, honor, superiority, political power, or literary fame; desire to distinguish one’s self from other people. The word itself owes its rather interesting origin to Latin ambition ‎ (“ambition, a striving for favor, literally ‘a going around’, especially of candidates for office in Rome soliciting votes”), from ambitiō ‎(“I go around, solicit votes”).

Ambition drives success is the message that is doled out more often than not to young managers.

The recent murder mystery (well, not so much of a mystery) that has enthralled Indians; where a highly ambitious Indrani, allegedly murdered her daughter is a case in point. Most people who knew Indrani say without hesitation that she was highly ambitious. Where has this untrammelled ambition landed her, if she is indeed guilty?

Hence, possibly we need to be able to distinguish between ambition that is positive and negative, which is good and bad, which leads to sustained success or an eventual abyss. Ambition that drives, efforts for the larger good of the less fortunate as against ambition that is solely inward looking, wherein the person is so selfish that he/she has nothing to offer those looking for succour, is in my opinion the fundamental difference between good and ill directed ambition. One may argue that, selfish ambition, eventually delivers results for the larger good, but my guess is that this rarely happens, as inward looking ambition is so consuming that it devours the person.

A person that many admire is the founder of INFOSYS N. R. Narayanamurthy, whose success may largely be credited to his ambition, hard work and conscientiousness. What was his ambition? He looked to create jobs, put India on the Informational Technology map of the world ( when most people thought of India as poverty ridden land, rich in snake charmers) and create wealth for his investors. Contrast this with Indrani, who unfortunately comes across as a grasping, conniving, small minded woman looking to acquire pelf for herself, at the cost of others. Success driven by ambition has to always be measured against the price that was paid. If humanity has paid too heavy a price, then that success might be one of futility. Chengez Khan, the great Mongol emperor, and his successors, ruled one of the largest empires, geographically, but at humongous cost to humanity, where he slaughtered entire towns for his success. What drove the man? Historians say he looked for immortality – sadly he died, like all of us would one day, when his time came. Ambition for personal well-being is disastrous, but is unfortunately what seems to drive many of us today.

Ambition that drives service for the larger good is what is needed in large measure. I would call it being conscientious and responsible for the results of your ambition and those actions driven by that ambition. Results that are not for the benefit of a larger society are wasted and so are the efforts that caused them. Understanding this would keep us from being blindsided by a word that packs immense power, but which cannot distinguish good from evil.

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