Master Emotion To Enjoy Unlimited G.R.O.W.T.H.

master-emotionPeople high in this skill of mastering emotion typically …

  • Have a high threshold for being able to cope with strong emotions in themselves and in other people. For example, how frequently they demonstrate anger, remain focused when anxious at work, and fail to control their temper versus remaining calm when provoked by others or become impulsive under stress.
  • Consult their own and others’ feelings on issues at work when decision-making to help derive solutions leading to gaining greater productivity.
  • Account for the mood state of others prior to interacting or communicating with them.
  • Behave with consistency toward others influencing their mood and building a feeling of trust and security in your relationships.
  • Help people find effective ways of responding to upsetting events and creating a positive working environment for others reducing conflict.
  • Achieve greater buy-in to decisions they implement in the workplace.

The ability to master emotion will help you to…

UNDERSTAND: How you respond to stakeholders foreshadows all that follows.

DO:

  • Work on building my relationships – Leadership is relationship
  • Believe I can influence emotions – Focus on the key objectives of each habit
  • Practise G.R.O.W.T.H. – Develop an action plan to focus your goals

DO NOT:

  • Ignore the emotions of others – Respect the feelings and rights of others
  • Look for one ‘right’ way – Make no-lose decisions that affirm your identity
  • Fail to create my opportunities – Create change through awareness

MEASURE SUCCESS:

You have been successful mastering emotion when others see you:

  • Taking the risk to engage in relationship building, the key to effective leadership
  • Acting in each area of the emotional leader model to attain key objectives
  • Practicing GROWTH; taking you to a new level of success as an emotional leader

UNDERSTAND:

How you act after receiving solicited FeedForward (asking for suggestions for future action) or feedback (on the immediate prior month’s FeedFoward) is spotlighted by your response. Your response is the first opportunity for you to provide evidence of your feelings. The stakeholders will probably be thinking: “How did you take it?” Making a response or action that is a positive event for everyone involved lifts everyone’s mood and creates a much more positive environment to enjoy a life of ease.

THE BOTTOM LINE IS:

MASTER SMALL CHANGES TO MAKE A BIG DIFFERENCE

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Applying Emotional Intelligence

The term emotional intelligence conveys some aspects of present-day zeitgeists; it captures something of the many competing interests or spirits of our age (Mayer, Salovey & Caruso 2000b, p. 97).

Emotional Intelligence is an emerging idea and as such there is no absolute definition for it. Over the last two decades a number of definitions have been developed. Psychologists Dr John Mayer, of the University of New Hampshire, and Dr Peter Salovey, of Yale University, first published two scientific articles on emotional intelligence in 1990. The literature on emotional intelligence derives largely from these two articles in the research area of scientific psychology; specifically the areas of personality psychology and social intelligence (Brackett & Mayer 2003; Mayer 2000b; Mayer & Salovey 1997; Mayer et al. 2000a; Mayer et al. 2001; Salovey & Mayer 1990).

Available literature on the topic since 1990, discusses the conception, measurement, models, and utility of emotional intelligence, including vigorous debate as to whether emotional intelligence is intelligence at all (Davies et al. 1998; Emmerling & Goleman 2003; Mayer & Salovey 1993; Mayer & Salovey 1997; Palmer et al. 2005; Roberts et al. 2001; Salovey & Mayer 1990). The final form of emotional intelligence – perhaps as the best predictor of success in life (Freedman 2005) – was yet to emerge. The history of the field was still being written (Caruso 2005).

Since the popularization of the concept of emotional intelligence in a social science book of the same name (Goleman 1995), the appearance of emotional intelligence on the cover of TIME Magazine (Gibbs 1995), and the Mayer and Salovey (1997) article, “What is emotional intelligence?”, a lot has been written on the subject in the psychology, social science, neuropsychology, and management disciplines.

Despite this, a clearly identified construct of emotional intelligence had not been identified and there was no consensual definition of the term “emotional intelligence” (Davies et al. 1998; Matthews et al. 2004; Palmer, Gardiner & Stough 2003b), but work on identifying this construct has begun (Bar-On & Parker 2000). Several authors have since constructed further models of emotional intelligence.

Since its beginnings in the early 1990s a number of different models and measures of Emotional Intelligence have been developed including: Bar-On, 1997; Cooper & Sawaf, 1997; Mayer & Salovey, 1997;Goleman, 1998; Palmer & Stough 2001. You can read my 2006 summary of models of emotional intelligence here. Of these, arguably one of most theoretically advanced is Mayer and Salovey’s (1997) ability model.

The ability model has been conceptualized from research and theory on moods, emotions, and the processing of emotional information. It describes Emotional Intelligence as intelligence in the traditional sense. That is, as a conceptually related set of abilities to do with emotions and the processing of emotional information that are a part of, and contribute to, logical thought and intelligence in general.

It is the Mayer, Salovey and Caruso ability model, Bar-on EQ-i trait approach, and Genos competency model of emotional intelligence that inform EASEQuadrant, my systematic method of learning for applying emotional intelligence in your personal life, home, community and work place.

I am certified to administer three emotional intelligence psychometric tests: MSCEIT, EQ-i and Genos, and will provide you written personal development reports on where to strengthen your emotional skills. My Emotional Leader Programs guarantee that you will get from where you are to where you want to be when you apply your emotional intelligence. To review my leadership programs click here.

Emotional Intelligence Links

Dr. Mike Gosling’s 2006 Thesis – The Emotional Intelligence of Managers in Singapore

Dr. Mike Gosling’s 2006 Thesis Reference List

Emotional Leadership. Using emotionally intelligent behaviour to enjoy a life of EASE – Chapter 1

MSCEIT – Ability model of emotional intelligence

David Caruso’s EI Skills Group

Recommended Books on Emotional Intelligence

Genos EI Overview

The Emotionally Intelligent Leader – Dr. Ben Palmer

Consortium for Research on Emotional Intelligence in Organizations

Complete the Genos EI Short Inventory

Emotional Competency Inventory

Bar-On Emotional Quotient Inventory – EQ-i

The EQ-i 2.0 ® Experience