EQ业务的五个基本要素
优化表演情绪
情绪驱使人们。人们推动性能。
简单的想法,但是如何呢?挖掘最新研究提供了基本策略。
As in any strategic planning, we spend resources to achieve an outcome. To effectively apply the value of emotional capital, leaders need to clarify the goal. What are we optimizing for? “A positive culture” isn’t specific enough. Nor is “happiness.” To gain the full benefit of emotional intelligence, leaders need to plan their culture — in service of their goals. Here are three expert viewson how to design and implement this kind of “emotional capital strategy.”
从一个大问题开始:‘What’s our purpose?’
When that answer is clear, you’ll know what you are trying to accomplish in our emotional capital strategy, and维持绩效的文化类型。”
弗里德曼说这有点像爱丽丝梦游仙境问柴郡猫的指示。“你想去哪里,”猫问。“我不知道,”爱丽丝说。“那么您走哪条路都没关系。”
那么您需要组织去哪里?例如,假设创新是目标。组织中必须存在什么条件才能实现这一目标?人们将需要合作并从不同领域汇聚在一起,以跨越授粉的想法,并提出从未见过的解决方案。为了使人们之间的流动水平,高信任至关重要。因此,公司将需要选择和发展具有强大信任的能力的领导者。
但这不是一个合适的公式。弗里德曼(Freedman)告诫说:“您无法针对文化的各个方面进行优化,选择您的首要任务并全力投资于此。”
洞察1:
联系文化,
Strategy & Purpose
约书亚·弗里德曼(Joshua Freedman)文化
Joshua Freedman is the CEO and cofounder of Six Seconds, the global community for emotional intelligence. His best advice to leaders?
What’s the “ideal temperature” for your organization?
谁负责这样做?
当Chip Conley是加利福尼亚最大的精品酒店集团Joie de Vive的首席执行官时,他描述了他的首席执行官as “chief emotions officer.” Conley, who went on to become Head of Global Hospitality & Strategy at AirBnB, says that leaders are the “emotional thermostats.” The question, is, what “temperature” will be optimal?
弗里德曼:“对于我们自己的组织,在此阶段,我正在优化ownership. We’re working to build a community to support a billion people to practice emotional intelligence. To do so, I’m 110% clear that requires an unprecedented level of engagement from our team and members.
Against that criteria, I make decisions that will fuel emotions of commitment, passion, optimism, determination… feelings that will support a culture of shared ownership. Building this core of ‘co-owners of the vision’ is the only way we can achieve our goals.”
While “ownership,” “engagement,” or “empowerment” sound enticing, Freedman says that orgs need to pick ONE priority for culture. “Depending on your strategy, identify the top priority of the culture. For example, if your strategy requires innovation, don’t try to have a rule-oriented culture. But if your strategy is about consistency, don’t try to have a risk-oriented culture.”
弗里德曼说:“一旦整体的情感资本战略变得明确,我们就可以利用情绪智力来确定策略和领导能力以实现这一目标。”
In the 2020 Workplace Vitality research,我们看到了情商如何直接与这种以人为中心的领导力联系在一起 - 信任,乐观和企业家精神成为关键:
相信提供风险的安全。
Optimismoffers options to try.
企业家精神要求领导人拥有所有权。
弗里德曼(Freedman)提供了三个“必须回答”问题,以开始您的情感资本策略:
- 您的目的是什么?
- 您将采取的关键策略是什么?
- 最有力地支持该策略的一种情感和文化规范是什么?
Leadership is how to turn strategy into action. Get the latest Organizational Vitality research to see how
见解2:
优化for Engagement
Eldon Pasco on Engagement
埃尔登·帕斯科(Eldon Pascoe)是英国议会专业发展的前总监,他领导了全球公司培训和领导力计划的团队。
Pascoe says employee engagement is one of the most critical success factors for businesses in the region.
坏消息是,根据盖洛普(Gallup)的说法,亚太地区只有9%的人参与其中。
Mr. Pascoe advises leaders to attend to three key areas:
1.您想确保人们对组织在组织中的角色中具有意义和理解。它们有所作为吗?
- Most of us also want to have a feeling of mastery. Identifying and developing people’s strengths create an advantage in the workplace.
- Lastly there is autonomy. People want to feel like they have some control. Some ownership in their day to day life in the workplace.”
Mr. Pascoe refers to research fromThe Vital Organization, which his team applied in a highly successful management training programs.
他看到了它的作用:“如果领导者可以掌握这三个领域,那么他们真的可以对参与产生影响。”
What's the latest research on organizational vitality?
INSIGHT 3:
优化信任
Nehad Tadros on Trust
尼哈德·塔德罗斯(Nehad Tadros)是一名执行教练。中东最大的物流公司Aramex的前全球教练和领导力发展总监。
塔德罗(Tadro)的首要任务之一是提高信任。她说,为此,领导者需要从自己开始。“领导者需要意识到自己的情绪如何推动自己的行为模式。”她指出,没有这种意识,领导者将无法有效地交流,解决问题或影响力。
“自我反思是发展的能力,”塔德罗斯说。我们不纯粹是理性的,因此我们需要注意我们自己的感觉,思想和行动如何共同起作用(或不起作用)。“例如,您是否注意到在向团队做出反馈时,如何平衡头脑与心脏平衡?”塔德罗斯(Tadros)建议领导者学会问有关情绪和行为的问题。她说:“您可以询问值得信赖的同伴或团队成员。”但是,必须开始获得有关您自己的行为模式的反馈。Tadros says that when leaders begin to cultivate this awareness, trust and communication grows because, “you show your team your openness and willingness to change positively – which would impact the team positively as well.”
How will you design and implement an “emotional capital strategy?”
Start here with the latest research on organizational vitality
Low’s clients are looking for a competitive advantage to improve their effectiveness and business performance, especially in the areas of customer service and sales. Low finds“随着对良好客户体验的需求的增长,对服务专业人员提高自己情绪的自我意识的需求会加剧。”
Low points to EQ as key to service:
“最有效的服务专业人员具有非常强大的情感智力能力,例如导航情绪以取得更积极的结果(服务恢复)和同理心(能够倾听和感知他人的感觉)。”
INSIGHT 4:
优化
为了忠诚
乔纳森·洛
works with executives and organizations in Asia Pacific and the Middle East, focusing on the premise that increased self-awareness accelerates success.
当组织登机EQ时,其客户服务绩效和参与度会提高。这是一个积极的周期。Low解释说:“越来越多的自我意识具有直接的结果,帮助更好地与客户互动,建立更多的客户忠诚度并实现更高的销售额。”
Low advises leaders who want to build a great customer engagement and experience, to ask teams to “think of a personal experience of what was great. What was it about that engagement? Can they recognize those emotions? Can you do more of that?We can translate positive emotions into a higher memorable experiences for our clients and get loyalty as a result.”
洞察5:
Leaders Go First
Erdem Ercan on Performance
Erdem Ercan, CEO of Hayatin Ritmi, a Six Seconds Partner in Istanbul, Turkey
Once we know where we’re trying to set that “emotional thermostat,” how do individual leaders actually make it happen? Ercan says the first step is for leaders to be rational enough to accept that humans are not just rational.
“In business and life,” says Ercan, “performance is fueled by drivers that are underneath the surface. Emotions are constantly there, affecting all our thoughts and actions. Even we deny their existence or we don’t want to see them, emotions are propelling us, and all our employees.”
Erdem cites the 2017 Vitality research as a case in point. The study found that across 95 countries, when asked to categorize organizational challenges as “rational/technical” or “emotional/relational,” justover 70% of the most pressing organizational issues are in the emotional domain.
Ercan的结论很简单:“”如果您想要表现,则需要了解真正驱动您的团队的原因。Then work with those emotions effectively.”
他建议起点很简单:只是问。埃尔坎说:“挑战是在不判断或反应的情况下这样做的,否则他们不会说实话……或者不会再诚实。”他说,例如,开始一次管理会议,问:“人们现在对该项目的感觉如何?”尽管有些经理很难准确地回答,但只需稍作练习,他们就变得更加熟练。
“By surfacing this data,” Ercan continues, “we start getting the messages of emotions, which gives us an important perspective. At the same time, genuinely asking this question leads team members to see the leader’s commitment to them as people.”
本文从2017年10月2日更新,包括组织al Vitality Research
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我想知道如何知道90%的性能固有的固有性
很有意思。很想知道问题和挑战是如何转折的。
Dear SISSECONDS,
I look forward to reading your News Letters.
神话般的文章Patty,谢谢!