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Coaching Future Leaders towards Self-Awareness through Personality and

Emotional Intelligence AssessmentsAmer Kaissi

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3©2018 Huron Consulting Group Inc. and affiliates. All rights reserved.

Agenda1. Self-Awareness

2. Birkman & EI Assessments

3. Coaching meetings

4. Peer reviews

5. Faculty performance evaluations

6. Professional Development presentations

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Leading the Organization

LeadingThe Team

Leading the Self

High Performance

95% of people think they’re self-aware, but the real

number is closer to 10%-15%

Pillars of Self-Awareness

Understanding: 1. Our strengths 2. Our areas for improvement 3. How others perceive us

Internal

External

Internal Self-Awareness: Understanding Strengths &

Areas for Improvement Helping students understand their personality Helping students understand their Emotional Intelligence (EI)

Big 5 Personality Traits

Extraversion vs. Introversion

Stimulation: Introverts and Extroverts differ in terms of the

level of outside stimulation that they need in order to function well

Introverts feel just right with less stimulation, such as sitting with a friend or reading a book

Extroverts enjoy the extra bang that come from activities like meeting new people and cranking up the stereo

Work Styles: Introverts work more slowly and deliberately, they

focus on one task at a time and have strong powers of concentration

Extroverts tend to tackle assignments quickly, make fast (but sometimes rash) decisions, and are more comfortable multi-tasking and risk-taking

Results: extroverted leaders perform better only when leading passive followers. Introverted leaders perform

better when their team members take initiative

14©2018 Huron Consulting Group Inc. and affiliates. All rights reserved.

Agenda1. Self-Awareness

2. Birkman & EI Assessments

3. Coaching meetings

4. Peer reviews

5. Faculty performance evaluations

6. Professional Development presentations

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International Coaching Federation (ICF)- College of Executive CoachingCertificate in Professional Executive Coaching

Physician Coaching InstituteCertificate in Physician Executive Coaching

Birkman InternationalCertificate in Birkman Method of Personality Assessment

High Performing SystemsCertificate in Emotional Intelligence Assessment (EQi-2.0 & EQi 360)

Investment in Coaching

Leadership I Course

Take Birkman AssessmentTake EQi 2.0

Meet with coach 1:1Receive Anonymous Peer Reviews

Receive Faculty Perf. Eval

Fall- Year 1 Spring- Year 1

Coaching & Public Speaking

Course

Leadership II Course

Meet with coach 1:1Discuss Action Plan

Present Prof. Devt PlanReceive Faculty Perf. Eval

Fall- Year 2

Take SLPIPresent Leadership CollageDevelop Leadership PlanReceive Faculty Perf. Eval

Capstone Course

Group leaders meet face-to-face with each member of their group and provide

direct performance feedback

The Birkman Personality Assessment

Developed in 1951 by Dr. Roger Birkman

Results are scientifically reliable and valid

Used in several industries all over the world

Interests: what we like to do and where we gravitate in terms of activities we enjoy

Usual Behavior: These are our strengths, our best and most productive style. This is how we act when our Needs have been met

Needs: how we need to be or expect to be treated by other people and our environment.

Stress Behavior: This is our reactive, unproductive style. This is how we act when our Needs have not been met for an extended period of time

Emotional Intelligence

Understand yourself Manage yourself Understand others Manage your relationships with others

We are hardwired to be emotional creatures

People with high EQ can channel their emotion into a behavior, rather than having

the emotions drive the behaviors

Emotional Intelligence

A study of leaders at 188 companies

Text

Emotional Intelligence

IQ and Technical skills

[Goleman, 1998]

When comparing star performers with average ones in senior leadership positions, nearly 90% of the difference in their profiles was

attributable to emotional intelligence factors rather than cognitive abilities

EQi 2.0

Coaching Meetings

1:1 meetings between faculty/coach and student Initial meetings to go over the Birkman Assessment report and

the EQi 2.0 report Agree on plan of action Follow-up meetings to update on plan of action and discuss

adjustments needed

©2018 Huron Consulting Group Inc. and affiliates. All rights reserved.

Agenda1. Self-Awareness 2. Birkman & EI Assessments 3. Coaching meetings

4. Peer reviews 5. Faculty performance evaluations6. Professional Development presentations

Pillars of Self-Awareness

Understanding: 1. Our strengths 2. Our areas for improvement 3. How others perceive us

Internal

External

External Self-Awareness:How others perceive us

“Don't accept your dog's admiration as conclusive evidence that you are wonderful.”

- Ann Landers

When compared to the validated survey, the friends’ ratings were far more accurate than the participant’s assessment of

themselves on most traits

Blind Spots Negative traits and behaviors that you

weren’t aware of

Bright Spots Positive traits and behaviors that you

weren’t aware of

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External Self-Awareness: Peer Reviews Students are asked to provide feedback on peers that they worked on a major

project with Google Form- two questions:

1. What are this classmate's strengths? 2. What are this classmate's opportunities for improvement?“Areas to consider as you reflect include team work, communication, accountability, confidence, delegation, positivity, technical skills, creativity, leadership, and other areas you feel are important to mention.”

Faculty then organize the feedback and provide a report back to the student-preserving anonymity of individual respondents.

Students receive these reports and then meet with their faculty advisor to discuss

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Sample 1

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Sample 2

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External Self-Awareness: Faculty Performance Evaluations

Faculty members prepare and compile feedback on “professional behavior” after each semester

Students are encouraged to meet with academic advisor and other faculty members to discuss the feedback and gain more clarity on areas for improvement

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Sample 1

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Sample 2

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Professional Development Presentations

Based on your Birkman report, EQi 2.0 report, peer-review, and concepts learned in the program so far: Please prepare and present your professional development plan

highlighting your strengths, areas for improvement, and plan of action.

Be as specific as possible and avoid general statements like "I need to become a better listener"- we need to learn how you will become a better listener, for example.

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Sample 1

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Sample 1

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Sample 2

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Sample 2

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Sample 3

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Immediate Applications

Work with teammates in group projects Interviews for administrative residenciesConversations with future preceptors

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Leading the Organization

LeadingThe Team

Leading the Self

High Performance

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Questions & Discussions

akaissi@trinity.edu