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Archive for the ‘emotional intelligence’ Category
Monday, May 2nd, 2011
Using the most recent research in neuroscience as a springboard for talking about leadership skills seems, at first, to be a strange pairing. I admit that I expected to be bogged down by the science and to glean little practical information from the text. But The Brain Advantage by Van Hecke, Callahan, Kolar, and Paller failed to meet my expectations, and I was thrilled.
This book uses the research it offers to start a conversation about leadership, never browbeating the reader into believing, without question, that what they say must apply to all leaders, all the time. The authors respect the fact that every leader operates in a different environment; that by their very nature, interpersonal styles and situations are personal, and the ways that each circumstance is dealt with will inevitably differ significantly from person to person. And neither does this book ask us to understand the research for the sake of pure knowledge. Instead, we are asked to use what we learn about how the human brain works to become better partners, communicators, and leaders, both for the sake of ourselves and for the sake of our relationships with others.
 Each section of the book focused on a different topic: innovation, relationships, culture, decision making, personal effectiveness, and the implications of this research for the future. Using a smart, accessible format, the authors of The Brain Advantage begin every chapter by grounding the research in an anecdote, illustrating for the readers how the subject under discussion fits into the real world. Once they have taught us whatever they intended us to know, they move on to a section entitled “Interesting, but so what?” where we learn how to apply this new knowledge to our lives.
The Brain Advantage also humbly acknowledges that brain science is still an emerging field. As we learn more about how the brain works, we will be able to integrate what we know now with what we will come to know, and we will be able to use that knowledge in a more holistic way. But regardless of what future research may teach us, the principles that these authors present are sound: treat others with sensitivity and be respectful of the differences between you; understand that instinct frequently makes choices for us before our conscious minds have a chance to speak up; realize that our brains are elastic and that learning new things, although difficult, keeps our minds healthy, active, and nimble; be aware that trust is difficult to establish and easy to damage; and so on.
Although The Brain Advantage purports to be a book written for those in positions of leadership, I believe it to be equally valuable for those who are not. The information provided is applicable to relationships of all kinds, regardless of whether those relationships are professional or personal; the authors seek to create genuine empathy for others through a scientific understanding of the mind. And empathy isn’t one-sided. Although it is written from the perspective of a leader, this text also has the ability to provide individuals (employees or otherwise) with deeper insight into the reasons why people make the decisions that they do; there is power in knowing, and this knowledge gives people the power to make educated choices about how, when, and where to interact with others.
Tags: book review, leadership, Leadership Book Review, Leadership Books, Strategic leadership development, The Brain Advantage
Posted in character, emotional intelligence, leadership, learning, recognition | 1 Comment »
Monday, July 20th, 2009
 The Decorator Crab is found in various parts of the ocean, and has a lot to teach us about the way the workplace can affect performance. As all living things have predators of sorts, the Decorator Crab survives and avoids its predators by camouflaging or blending into its environment. This crab will collect items found in its habitat, such as corals, anemones, sponges, and various algae, and attach them to their shell using a hook appendage. Their collection will eventually grow attached and permanently change the look of the crab. When I began thinking about how this species relates to the workplace, I had two totally separate insights that I think are valuable lessons. As such, this blog will be presented in Part One: Finding a Positive Work Environment, and Part Two: Standing Out at Work.
Part One: Finding a Positive Work Environment
After reading a book called The No Asshole Rule, it was plain to see some parallel concepts being presented and the Decorator Crab. The No Asshole Rule suggests that if you work in an environment full of caustic, lazy, or negative peers, you will inevitable, and without intentions, adopt those traits yourself. I imagine there have been many a crab who have chosen to put items from the sea floor on their shell that they don’t particularly want to be a part of them or think will be a positive addition to their appearance. Similarly, I’ve seen firsthand, both for myself and for others, bad habits developed and undesirable characteristics acquired. These new traits are often permanent or hard to be rid of and will stay with an individual as they move from one workplace to another. As a person adds various negatives from their workplace, it becomes even more difficult to be accepted and wanted in a new environment. This insight led me to the conclusion that we should all take a close look at our work environment to understand if it is adding to our “shell” in a positive way, and what we as individuals are contributing to the environment.
Tags: Occupational satisfaction, optimistic employees, organizational optimism, strengthen work enviornemnt
Posted in character, conflict, emotional intelligence | No Comments »
Wednesday, February 18th, 2009
Howard Gardner, Harvard professor of education, believes that intelligence is more than what it has generally been defined. He identifies eight intelligences, each being a different way to solve a problem or fashion a product that is valued different in various cultural settings.
 1. Language Intelligence
This intelligence includes both verbal and written skills. It applies to those who are drawn in by material that is written or verbally described by the facilitator. Bring content to life with stories, descriptive narratives, editorials, well-written handouts, or even poems for these learners. Key words, phrases, or quotes can be extremely moving and powerful for those of this intelligence.
2. Logical and Mathematical Intelligence
This intelligence involves logical sequencing of information and numbers. Help these learners by teaching with statistics, facts, proven theories, and data. Use step-by-step presentation of materials and activities that demonstrate logical application of knowledge, skills, and abilities.
3. Visual and Spatial Intelligence
This intelligence applies to those people who are able to use their imagination to create a picture, are able to see how something will look before it is finished, and are aware of and can calculate distances from one point to another. Tap into their imagination and creativity during training with the use of experiential exercises and activities that allow them to think outside of the box. Design activities that allow the participants to take a concept and explain it to others using visuals.
4. Music Intelligence
This intelligence is all about rhymes, rhythms, beats, and sounds. These people are able to bring such sounds together in a manner that can be stimulating, refreshing, and relaxing. Utilizing creative lyrics to support training concepts is a great way to draw out these learners. Selecting the right type of music to play at the beginning of the training session, during breaks, and while they are having small group discussions and reflective time to help these learners process the material they are learning.
5. Physical Intelligence
This intelligence applies to such learners as dances, athletes, and surgeons. These types have a physical intelligence that allows them to perform at maximum capacity using their body to get things done. Target their training with hands-on activities that get them up and out of their seat and their bodies moving. Learning by doing is essential to keeping their attention.
6. Interpersonal Intelligence
This is the social intelligence to communication and get along with others. It translates into one’s ability to be a team player and deal with conflict in a proactive rather than a reactive manner. Avoid lengthy lectures and presentations with these types. Opt to use group learning activities and allow for opportunities to interact and connect with other participants during training.
7. Intrapersonal Intelligence
This intelligences deals with innermost feelings, what people know and feel about themselves. It is one’s intrapersonal intelligence and understanding of self that gives us our individual levels of confidence and abilities to perform. Engage these learners with opportunities to exam themselves, their skills, and their knowledge. Personality profiles, self-questionnaires, tests and quizzes, and opportunities to give and receive feedback are great ways to keep their interest and challenge their learning.
8. Naturalist Intelligence
This intelligence applies to those who have a sensitivity for and an appreciation of the natural elements of the environment. These people respect and understand the delicate balance between humans and natural and are very in tune with their surroundings. Help these learners by establishing an optimal learning environment. Pay special attention to room temperature, set-up, and appearance to avoid their senses from distracting their learning. If possible, conduct part of the training outside.
Adapted from: Jim Vidakovich, Trainers in Motion.
Tags: brainstorming, training
Posted in brainstorm, emotional intelligence, facilitation skills, train the trainer | No Comments »
Friday, February 13th, 2009
Trainers and facilitators often use color to enhance the training experience. Whether it be PowerPoint slide backgrounds, markers for flipcharts, or bright colored handouts, different colors can elicit different responses in people. Here’s a look at what colors can do! 
- Blue: Relaxes people and sparks creativity. Use blue when brainstorming, but avoid it for writing or posting warnings or cautions.
- Red: Stimulates people (increases blood pressure, pulse, and respiration). Use red for cautions, warning and exclamatory tiles. When writing or printing in red, make word big because red is hard for people to see.
- Green: Both excites and pacifies people, so use it with caution. Great is great for borders and accents.
- Purple: Creates a sense of power and confidence. Unlike red, purple reduces blood pressure, pulse and respiration rates.
Tags: training
Posted in emotional intelligence, facilitation skills, meeting management, talent, train the trainer | 1 Comment »
Wednesday, November 12th, 2008
I love seeing great customer care live and in person. It gives me hope, as a consumer, that companies are being proactive to promote better customer relations.
Several days ago, I was able to see a great effort by a sales associate as she dealt with a very difficult customer. I was in my wireless carrier’s store picking up a couple of phone accessories. As I was completing my purchase, a lady entered the store and shouted she would like to speak to the store manager now. Apparently the store manager was at lunch so a young sales associate walked over to woman and asked if she could help. The customer was visibly angry. She shouted “you guys are liars” and stated her bill was wrong again.
Because the customer kept shouting, employees and customers alike were focused on the situation. The sales associate was doing everything possible to keep the woman from exploding even more. Unfortunately, this customer was in no mood to be told to calm down. I watched the sales associate closely. She was poised. She listened and spoke to the customer in a soft and kind tone. She apologized for the problems, asked for clarity about the customer’s frustrations, and offered her personal assistance to solve the problem as best she could. I was very impressed that she was prepared for this kind of extreme customer situation.
 After several minutes of this customer yelling, causing a scene, and embarrassing herself, the situation finally ended in a positive way. The sales associate never took the yelling and nastiness personal. Instead, she realized this customer needed special attention and took it upon herself to quickly respond. Steve Yastrow the author of the book We – The Ideal Customer Relationship says that “a policy designed to ensure that all customers get consistent service ensures that personalization will be blunted.”
Good thing the sales associate recognized this customer was different and therefore required deviation from “consistent service” for their customers. The sales associate explained the contract and the billing process clearly to her customer and asked the customer a very important question. Did I resolve all of your concerns? It was gratifying to see the sales associate take a “we are in this together” approach. She consistently communicated to the angry woman; I am your partner in this problem, so let’s work on it together.
Rigidity and inflexibility usually mean an end to customer satisfaction. When businesses are inflexible with their customers, you can bet that conflict will arise, customers will become frustrated, and ultimately will take their business elsewhere.
To learn more about customer service training initiatives, please contact us or leave a comment below.
Tags: customer service, dealing with a difficult customer, difficult customers, resolving customer concerns
Posted in character, customer service, emotional intelligence, problem solving | 3 Comments »
Monday, July 21st, 2008
You’ve probably heard jargon such as “He’s got a short fuse,” “I’ve had it up to here,” “She is going to blow up,” or other phrases that equate to irrational behavior and poor emotional control. It is safe to say that many of us, likely all of us have felt this way at one time or another. At some point we have blown our tops and acted irrational in one way or another.
The Tipping Point
While I admit to having reached this tipping more than a few times throughout my life, it still is unacceptable in any situation. In my blog posted on July 23rd, The All Star Athlete Doesn’t Necessarily Make A Good Coach, I quoted a real life employee who had reached her tipping point as indicated by the feedback she provided in an organization assessment.
While reaching this point doesn’t mean one is ineffective or poor at their job, it is something one should learn to control. I’m not saying you can’t be passionate or engaged in work, because that is important too. What I am saying is when you start to feel an emotionally investment in a project, meeting or conversation, it is important to share your thoughts, feedback, and perspective with respect. Don’t allow emotions or passion to be trapped where it builds up uncontrollable pressure. If you do, this pressure will compound continually over time and cause more frustration. This build-up often leads to behaving irrationally or unprofessionally.
Avoid The Tipping Point
One way to avoid reaching the tipping point is to properly engage your team, employees, or managers in open and candid discussion. For example, set ground rules before team meetings for dealing with heated issues. Some examples of ground rules to experiment with in your next meeting include:
- Everyone must actively participate
- No side conversations
- Avoid getting defensive
- Be authentic in your comments and behavior
- Stay focused on the topic or issue at hand
- Don’t shoot down other people’s ideas. Take the best, leave the rest.
Establishing ground rules often helps people express themselves, their ideas, and their passion in a way that doesn’t alienate. Simply put, don’t hold out until you’re emotionally invested.
Tags: anger, business, emotions, frustration, relationships, resentment, team building discussions
Posted in communication, emotional intelligence, organizational development | No Comments »
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