MD Interims Ltd April 2009
The Emotionally Intelligent Interim Manager:
Martin Dorchester
MD Interims Ltd April 2009
Biography Professional
Currently MD of £700 million business Senior Management 20 Years Interim Manager 1999 20 Assignments completed: 1 month to 14 months Private and Public sector UK, France, USA, Australia, Germany Public Relations Director IIM(2 years) CPC, Prince 2, MSP
MD Interims Ltd April 2009
Biography Academic Masters Thesis: E Commerce – Launch of an online business Doctoral Thesis: Trait management and the theory of leadership Retained lecturer
Greenwich University: Supply Chain, E Logistics UEL: E Commerce, Marketing and E Marketing Kingston University: Negotiation Skills and Techniques
Papers and Books UK Interim Management Gendered Management Globalisation and the Interim Manager The Theory of Knowledge Emotional Intelligence and the Interim Manager
MD Interims Ltd April 2009
Rationale for research Challenge the status quo in terms of
consultancy and recruitment. Raise the profile of the Interim Management
Industry Improve the quality of Interim Managers Understand what good looks like Immature market and need to build empirical
evidence
MD Interims Ltd April 2009
Definition of a successful Interim Manager A highly experienced senior executive hired
on a short-term basis of typically 3-9 months. Has completed a minimum of 3 assignments.
MD Interims Ltd April 2009
Methodology Grounded theory
“Data collection starts without the formation of an initial theoretical framework. Theory is developed from data generated by a series of observations. These data lead to the generation of predictions that are then tested in further observations why may confirm, or otherwise, the predictions.
40 Subjects to date Coding system: open, axial, selective
MD Interims Ltd April 2009
Sample Composition Sex
25 men 15 women
Education 13 undergraduate degree 12 masters degree
Location USA, Canada, Venezuela, UK
MD Interims Ltd April 2009
What is Emotional Intelligence?“Emotional intelligence, or EI is the ability to understand your own
emotions and those of people around you. The concept of emotional intelligence, developed by Daniel Goleman, means you have a self-awareness that enables you to recognise feelings and helps you manage your emotions.”
“So, for us, emotional intelligence is not a synonym for personality; it is about how we manage our personality.”
“Forget IQ. Brains may come in useful, as may social class and luck, but as a predictor of who will succeed in any area of life, EQ is the thing to worry about”
“It is with the heart that one sees rightly: what is essential is invisible to the eye”
MD Interims Ltd April 2009
The 5 Strands of EI Self-Awareness Self-Regulation Motivation Empathy Social Skills
Daniel Goleman
MD Interims Ltd April 2009
Self Awareness Knowing what you are feeling:
Passion Indifference Gut feeling Conscious Unconscious Self-confidence
“KNOW THYSELF”
MD Interims Ltd April 2009
Self-Regulation Controlling your emotions Passion, Rage, Anxiety, Worrying,
Melancholy, Repression Trustworthiness Conscientious Adaptability Innovation
MD Interims Ltd April 2009
Motivation Persisting in the face of discouragement Aptitude, Impulse control, Anxiety control,
Positive thinking, Zone, Learning Commitment Optimism Initiative
MD Interims Ltd April 2009
Empathy Ability to read emotions in others Sensitivity, Attunement, Altruism, Sociopath Service Orientation – Meeting customers
needs? Leveraging diversity Political awareness
MD Interims Ltd April 2009
Social Skills Influencing and handling other peoples emotions Communication-Expression Conflict management Leadership Change catalyst Building bonds-Showing emotion Collaboration Team capabilities
MD Interims Ltd April 2009
ResultsApril 2009
MD Interims Ltd April 2009
ResultsEI Groups
0
5
10
15
20
25
30
35
40
45
Self Awareness Self- regulation Motivation Empathy Social Skills
MD Interims Ltd April 2009
Results Self-motivation:
Feelings/gut instinct 20.8%
Self-regulation: Responsibility/religion/spiritualism/positivity 41.7%
Motivation: Values, goal driven, end results 8.3%
Empathy: Visual. Voice change, in their shoes 8.3%
Social skills: Interaction, rapport, mimic 20.8%
MD Interims Ltd April 2009
IQ Tests Results Average IQ score 104 Highest 121 Lowest 99
MD Interims Ltd April 2009
IQ Score Range Classification
140 and over Genius or near genius 120-140 Very superior intelligence 110-120 Superior intelligence 90-110 Normal or average intelligence 80-90 Dullness 70-80 Borderline deficiency
MD Interims Ltd April 2009
Comparator Interpersonal and communication
skills Gravitas Technical skills 5-10 years board level experience
£20 million to £2 billion* Programme and project management
skills* High achiever Hands-on Adaptable Not concerned with personal status Fit and healthy Self-managing Flexibility
Physical vitality and stamina Intelligence and action-oriented
judgement Eagerness to accept responsibility Task competence Understanding of followers and their
needs Skill in dealing with people Need for achievement Capacity to motivate people Courage and resolution Trustworthiness Decisiveness Self-confidence Assertiveness Adaptability/flexibility
MD Interims Ltd April 2009
Key Learnings Successful interims can be identified by:
Not concerned with personal status Trustworthiness Courage and resolution Decisiveness
MD Interims Ltd April 2009
Possible Inferences! IQ tests not conclusive but results indicate that it is not the key factor Be truthful in dealing with an interim Exhibiting the expected traits is not necessarily a true indicator for
recruitment of successful interim Interims become different types of “leaders” Interims/Providers require training in non-technical areas: Importance of CPD Importance of further research
Variance to trait management Variance to leadership theory Variance to IQ theory Variance to Core Competency theory
It is about people, relationships and methods of engagement
MD Interims Ltd April 2009
Using Emotional Intelligence in Selection of Interim
Managers
Martin Dorchester
MD Interims Ltd April 2009
Importance for Organizations
Organizations are no longer stable, predictable structures Need the ability to adapt to change and manage
relationships.
MD Interims Ltd April 2009
Importance for Interim Management Industry
Those with low levels of EI prone to counterproductive behaviour
Successful interims are found to possess high levels of emotional intelligence Anticipate, cope with, and manage change 70% of the climate is driven by the interim
MD Interims Ltd April 2009
Selecting for Emotional Intelligence - why use it? Quickest way to increase EI competencies in
the organization Selection must include a method for identifying
competencies in candidates EI can be taught, but the process is lengthy
One of the key differentiators between typical and outstanding performers IQ will only take you so far
MD Interims Ltd April 2009
Selecting for Emotional Intelligence - why use it? IQ alone is not a good predictor of
job performance. Can look good on paper and possess all
the cognitive abilities but not be able to handle change.
Ignores people aspect
MD Interims Ltd April 2009
Measurement of Emotional Intelligence Several tests exist:
EQi Bar-On Emotional Quotient Inventory Trait based measure Little difference from traditional personality factors Does not improve on predictions made by measures of
cognitive ability and personality. Significant differences based on age No significant differences based on racial, ethnic
groups or sex
MD Interims Ltd April 2009
Measurement of Emotional Intelligence
MSCEIT Mayer Salovey Caruso Emotional Intelligence Test Ability based measure Only one of the scales (Emotional Perception) found
to be correlated with individual task performance None of the other scales predicted individual
performance or group performance No significant differences shown between races or
sexes
MD Interims Ltd April 2009
Criticisms of Using Emotional Intelligence No agreed upon definition:
Difficult to know what is meant by the construct and how to identify it as a job requirement.
Measurement issues: Lack of sound research, relatively new Quantifying intangibles (subjectivity)
Reliability Face validity Predictive validity
Little published evidence to support using EI
MD Interims Ltd April 2009
Concluding Thoughts and Suggestions Insufficient data to justify basing selection
decisions on EI measures
Better suited for specific positions over others Interims
Blend with proven methods
MD Interims Ltd April 2009
Concluding Thoughts and Suggestions Additional research needs to be done before it
can be fully incorporated into selection decisions Focus on the ability based concept
MD Interims Ltd April 2009
Thank you
Any questions or comments?
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