The Emotional Intelligence Activity Book: 50 Activities for Promoting EQ at Work / Edition 1

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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."

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Product Details

  • ISBN-13: 9780814471234
  • Publisher: AMACOM Books
  • Publication date: 12/26/2001
  • Edition number: 1
  • Pages: 304
  • Sales rank: 701,663
  • Product dimensions: 8.50 (w) x 11.00 (h) x 0.61 (d)

Meet the Author

Adele B. Lynn (Belle Vernon, PA) is the founder of Lynn Learning Labs, which consults with companies throughout the world. She is a frequent guest on radio talk shows, as well as a member of the National Speakers Association.

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Table of Contents

"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 #16--Gifts

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 #23--Action/Reaction

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

Additional Ideas

EQ Activities for Communication Skills

EQ Activities for Team Building

EQ Activities for Interpersonal Skills

EQ Activities for Leaders, Managers, and Supervisors

Recommended Resources"

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First Chapter

The Emotional Intelligence Activity Book

By Adele B. Lynn


Copyright © 2002 HRD Press
All right reserved.

ISBN: 0-8144-7123-4

Chapter One

Emotional Intelligence Quotient 23: Action/Reaction


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.


45 minutes


Emotional Intelligence Exercise #23




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.



1. Overview

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.

2. Purpose

"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.

4. Debrief

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.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

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