Pooja Vanjani – PG 12060

Pallavi Jadhav – eMBA 12076

Supriya Semwal – PG12119

Megha Thakkar – eMBA 12058

Lynn’s Model of

Emotional Intelligence

Self Awareness & Self Control

Technical Mastery

Interpersonal Connectedness

Careful Timing of Emotional Expression & Emotional Control

The Ability to Convince

The Ability to deal with Conflict Professionally

Personal Influence

Mastery of purpose and vision

Star Performers v/s Average PerformersL'Oreal - Recruitment as per EI Dynamic increase in salesHuge savings by reducing turnoverUnited States Air Force – Recruitment of

recruiters as per EIThree times more people were recruitedCost of recruitment reducedSecretary of Defense ordered that all the

recruiters be selected as per EIStudy at Bell Labs

Role of EI in Professional Success

Matching EI with Job-Positions Simons EQ Profile

1) Energy

2) Stress

3) Optimism

4) Self-Esteem

5) Work

6) Detail

7) Change

8) Courage

9) Direction

10) Assertive

11) Tolerance

12) Consideration For Others

13) Sociable

• Match EQ with Job Role required Competencies

• Accuracy 97% to 100% and helps in reduction of Turnover

• Examples of organizations using the EQ profile

• Methodist Hospitals in Memphis, Tennessee

• MAPCO – a large convenience store

• Olsten Temporary Services

• Not a “One Size Fits All “Assessment

• Identification of Coaching Needs

• Coaching helps in aligning the current behavior with the Job requirements

• Effects of scarcity of coaching in workplace

• Managers – Lack of knowledge & Time to give feedback

• Employees have reacted emotionally to corrective feedback

• Managers Perceptions– They feel they don’t need to praise their own staff– “No news is good news” approach is sufficient– Managers may come across as less than genuine– Employees may interpret the praise as manipulative– Its their work as they are paid– Praising will stop them from working hard

Why managers don’t coach as often as they should

Continuous Improvement of own EI

Personal Mastery of Vision and Values

Strong Personal Relationships with Direct Reports

Frequent Spontaneous Coaching

Structured Conversations when spontaneous Coaching does not get the Job Done

Five Requirements Of Effective Coaching

Opening Statement

(category of performance)

Observation

(describe the performance of behaviour)

Impact

(describe the impact on the job)

Request

(describe how to improve performance/behaviour)

A Structured Format for Coaching

Effective Praise

Behaviors That Require Coaching - by Application Of

Lynn’s Model

Mastery Of Purpose and Vision

Lacks Inspiration

Lacks Personal Vision for leading a Unit

Displays lack of Drive to achieve.

Empathy

Fails to listen to co-workers

While listening says its completely off-mark

Lack of Caring amongst staff

Self Awareness and Control

Lacks Self-confidence

Takes Issues Personally

Uses Anger to Over-power

Socially withdrawn

Social Expertness

Displays lack of honesty

Gossips about others

Inflexible

Sarcastic Sense of humor

Provide feedback to raise Self Awareness

Help people to “own” the Behavior

Formulate a change Strategy

Provide continuing support for change efforts

4 steps in Coaching for emotional intelligence

– What is the performance problem that concerns you?

– What is the Impact of the performance problems?

– What do you want to see the employee doing from now on?

– What will you do next if you see no improvement?

The Coaching Preparation Worksheet includes the following

questions

Ask the employee to listen to you first.

Communicate your viewsAsk for restatementAsk for Employees ViewsAsk for a commitmentPromise follow-up

Structure of Interview

The Outstanding performer

The Average performer

Whose Performance is Unacceptable but who is a good candidate for coaching.

Marginal or Problem Employee.

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