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"We've all heard of ""IQ""...but what's ""EQ?"" It's ""Emotional Quotient"" (aka Emotional Intelligence), and experts say that EQ is a greater predictor of success at work than IQ. Companies are increasingly looking for ways to motivate and develop their employees' emotional intelligence. This book presents trainers and coaches with 50 innovative exercises to be used for either individuals or groups.
The activities found in the book are grouped according to the various core competencies associated with Emotional Intelligence:
• Self-Awareness and Control: an awareness of one's values, emotions, skills, and drives, and the ability to control one's emotional responses
• Empathy: an understanding of how others perceive situations
• Social Expertness: the ability to build relationships based on an assumption of human equality
• Mastery of Vision: the development and communication of a personal philosophy
The book also includes suggested training combinations and coaching tips."
"Emotional Intelligenc--What Is It?
A Coach's/Trainer's Guide to Helping Employees Improve EQ
How to Use This Guide
Suggested Training Formats
EQ #1--Champion or Chump
EQ #2--Importance Meter
EQ #3--Adding Fuel to the Importance Meter
EQ #4--Rank Order Your Employees
EQ #5--Ask for Feedback
EQ #6--Picture Yourself
EQ #7--Personality Conflict
EQ #8--Music of Our Workplace
EQ #9--Coming Through
EQ #10--Open and Friendly vs. Friendship
EQ #11--Listening Habits
EQ #12--Genuine Listening
EQ #13--Turning into Our Employees
EQ #14--I Was Appreciated
EQ #15--A Grateful Heart
EQ #17--Yes, But
EQ #18--Common Mistakes with Gratitude
EQ #19--A Note of Thanks
EQ #20--Dumped On
EQ #21--Doing a Fair Share
EQ #22--The Boss's Fair Share
EQ #24--Take a Stand
EQ #25--I Value, We Value
EQ #26--Contribution Spirit Killers
EQ #27--You Expect Me to What?
EQ #28--Great Vision
EQ #29--My Vision
EQ #30--Inspiring Words
EQ #31--Sharing Your Vision
EQ #32--Who Invents?
EQ #33--Visions Apply to People Too
EQ #34--Vision Spirit Killers
EQ #35--Advice from the Pros
EQ #36--Working Toward the Vision
EQ #37--Advice from Employees
EQ #38--Today's Actions Toward the Vision
EQ #39--Fuel the Vision
EQ #40--Picture Yourself
EQ #41--Lessons From Low Points/High Points
EQ #42--It's My Show
EQ #43--Interior Power
EQ #44--Control and Empowerment
EQ #45--Steps for Growth
EQ #46--Spirit Killers That Stunt Your Growth
EQ #47--Your Most Inspired Self
EQ #48--Your Leadership Coat of Arms
EQ #49--More Reflections
EQ #50--The Power of Pictures
EQ Activities for Communication Skills
EQ Activities for Team Building
EQ Activities for Interpersonal Skills
EQ Activities for Leaders, Managers, and Supervisors
X Self-Awareness and Control
X Empathy Social Expertness
X Personal Influence Mastery of Vision
* To help participants realize the impact of their actions on different employees
* To help participants recognize the need for assessing the emotional impact of their actions before taking them
* To help leaders understand the role they have in creating an emotionally positive environment.
Emotional Intelligence Exercise #23
COACHING TIPS FOR THE COACH/TRAINER
Newton may not have had emotions in mind when he came up with his third law of motion, which states "For every action there is an equal and opposite reaction." However, this often applies to human emotion. It is essential for every leader to be sensitive to and assess her actions as to the reaction that they may cause. And unfortunately, unlike the laws of nature, this assessment may have a different answer for each person involved.
However, the emotionally intelligent leader makes conscious choices on how and when she says something or does something because of the reaction that it may cause. To the emotionally intelligent leader, this thought process is almost invisible. Research shows that deliberate thinking about the effect of one's actions on the recipient is a hallmark of intelligence that is most emotional.
This exercise helps to sensitize leaders to the wide range of reactions that one simple action can cause. The intent isn't to determine if the action is appropriate or inappropriate but to realize that many interpretations of the same action may exist depending on who's doing the interpreting.
Encourage leaders to get very creative in their answers. Ask them to have fun and stretch their imagination with this exercise.
Explain to the individual or group that the more leaders 2 can be sensitive to and predict the reactions to their minutes actions, the better equipped they are to create the work environment they desire. Explain that emotionally astute leaders assess reactions prior to an action and then alter the action based on this assessment. Give personal examples of this kind of assessment, such as deciding not to tell your spouse that you have plans to go golfing for the weekend when she is complaining about how much work there is to do around the house.
"The purpose of this exercise is to help you stretch 2 your sensitivity to your employees' reactions to your minutes actions. Part of what makes working with people so much fun is that unlike machines, they may have multiple reactions to the same action. The reason that it is important to be able to predict reactions is that you can alter your actions if you think it is appropriate before getting an undesirable reaction."
3. Give Directions
A. Give the participants Exercise #23. 20 B. Instruct each participant to complete the worksheet minutes by reflecting on a few recent memos, e-mails, or verbal communications that she has sent. For each action, ask the leader to imagine the many possible reactions that employees could have. Encourage participants to be creative and have fun with this exercise.
Have participants, in groups of four, answer the 20 following questions: minutes
A. Why is it important to give forethought to reactions to your actions as leaders?
B. What impact could this practice have on creating a desired work culture?
C. What responsibility do you have to anticipate reactions?
NOTE: Encourage the group to recognize that this is very empowering, not burdensome. The ability to shape a work environment is contingent upon the emotional climate you can create, and this practice is central to creating a desired workplace culture.
Emotional Intelligence Exercise 23
Every action you take or don't take sends a message. Recall the last 10 memos, e-mails, phone calls, or verbal instructions that you sent to any of your employees. In the left hand column jot down the intent of each message. Using your imagination, what messages could someone have gotten that would be different from your intention. Be wild and creative. Think out of the box. Think about how the messages might have made someone feel. Write your answers in the second column.
Ex. Sent memo to I don't trust him to remind John about remember meeting. safety
He doesn't have to be responsible for his own calendar.
Safety is important.
I think he is in the early stages of Alzheimer's disease.
I'm being helpful and trying to ease his burden.
Excerpted from The Emotional Intelligence Activity Book by Adele B. Lynn Copyright © 2002 by HRD Press. Excerpted by permission.
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