in Your Work and in Your Life"
Sample Program Copy
Your long-term success depends more
on your Emotional Intelligence , than on your IQ
or your professional and technical competence. Learn the five
powerful principles of EI, and how you can use them to motivate
yourself and communicate with others more authentically. You
will leave this session with a 5-step program to nurture your
own EI -- and with methods such as 'Nailing Your Shoe to the
Wall' with which you can awaken your colleagues to its importance.
Scenario and Client
Some of the nation's top professionals are discovering "another
way to be smart" -- a way that is even more important than
IQ, in assuring career success.
At Bell Labs in Naperville, Il., for example, where all the
professionals have advanced degrees, a small group of engineers
were clearly the top performers. Naturally, management was eager
to learn what qualities distinguished these "stars"
-- and whether those qualities were teachable.
Studies by researchers from Carnegie-Mellon University revealed
that the stand-outs use a set of "intra-personal and inter-personal"
skills that enable them to get the best out of themselves --
and out of their colleagues. Those skills have been dubbed "Emotional
Intelligence" -- and they are proving highly serviceable
in fields ranging from engineering and medicine, to merchandising
and social service.
Emotional Intelligence is the capacity to regulate our feelings
-- positive and negative -- so that they move us where want to
go, instead of getting in our way. The main components of EI
are maintaining a positive attitude, keeping in touch with your
feelings, handling negative emotions and set-backs, and using
EI determines how well the members of your organization can:
* motivate themselves to top performance
* empathize with the concerns of others
* profit from their imagination and intuition
* deal with stress and set-backs
Failure in one or more of these areas explains why some professionals
fail to achieve their potential -- despite great abilities, training,
and opportunity. "Emotional Intelligence can matter more
than IQ, in determining one's success and happiness," declares
Daniel Goleman in his best-selling book on EI, which has been
featured on the cover of TIME and Reader's Digest.
Therefore, many associations are upgrading their offerings
in these areas, even though their conferences have consist mostly
of highly technical presentations.
A dramatic example is the American Society of Military Comptrollers.
Yes, you read right: these folks are Comptrollers...who are
in the Military or in industries doing their main business with
"Just think of us as accountants," explained one
of their meeting managers, "but with sidearms!"
You can imagine the kinds of topics and issues which dominate
the agenda of their regional and national conferences. Pretty
technical, "left-brain," analytical stuff. And with
good reason. These men and women excel in applying logical intelligence
to making organizations more efficient and effective. They literally
assure that we get the biggest bang from our military bucks.
Do professionals like these need Emotional Intelligence?
I wondered myself, when they approached me to speak. regional
But their sophisticated meeting managers assured me that "people
skills" were what their members needed for the future.
Among their issues which demand greater Emotional Intelligence
are: declining morale caused by "draw-downs" and cutbacks;
changes in their own roles, from exercising oversight to providing
"internal consulting; and challenges to their personal sense
of career and mission.
So we gave it a whirl, starting with some regional conferences
in the northeast: New York, Pennsylvania, Virginia, Boston, New
The subjects have included: "Profiting from Your Creativity,"
"Using Your Whole Brain," "How to Be Twice as
Smart," "People-Skills for Success," and "Working
Some of the presentations were keynotes to inspire confidence
and a positive outlook. Others were workshops devoted to skills
like criticizing constructively, handling your own negative emotions,
empathizing with others, and instilling a "can-do"
It was clear from the start that we'd hit some hot buttons.
The initial offering, at a conference in Arlington, was Standing
Room Only -- so we hurriedly put in place a "Night Flight"
repeat after dinner -- which also drew standees.
The evaluations were so enthusiastic that the Association's
journal devoted a whole section to the materials from the sessions.
We planned plenary presentations for future conferences.
Now, major presentations have been offered at three successive
national conferences -- and each year the attendance has increased.
Susan Nichols, one of the Association's conference planners,
summed up the reactions: "Our members saw at once that they
could double and triple their effectiveness by upgrading their
capacities in this area. You have helped us grow -- not only
as better comptrollers, but as human beings."
Copyright © 1999 Ronald Gross
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