Optimism refers to how we feel about the future, whereas happiness is about how we feel now. Not surprisingly, they are closely associated. Michael points out that these variables are very susceptible to recent events in an individual’s life, for example: bereavement. However, when unhappiness persists over time, it affects optimism, and has a significant impact on a individual’s level of workplace engagement.

Michael reminds us that the different layers of the Emotional Intelligence model are interdependent, with the roots of many issues being found in the Intrapersonal zone.

“If optimism is low … then invariably, if you look to the intrapersonal, at the inner dialogue … they are not perceiving themselves as successively successful, and they are not perceiving themselves as realising their potential.”

As we conclude the discussion of Emotional Intelligence in the context of Employee Engagement, we consider the contrarian view that feelings and emotions have no place in business. Michael points out that in the developed world, our culture places a high value on personal fullfilment and satisfaction. In a successful economy, workers have choices, and their retention and continued productivity depends on them feeling that their needs are considered, and their contributions recognised.

Next week we’ll conclude the parallel podcast track on Emotional Intelligence for Customer Experience. Having laid the ground work for the subject, Michael is looking forward to developing these ideas in future episodes using practical case studies and listener’s questions.

Feedback: Michael AT QBC.ie. Call or text +353 87 2602205.

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Feedback: Michael AT QBC.ie. Call or text +353 87 2602205.

Do you use iTunes? Click here to subscribe for free and have iTunes automatically download future episodes of this podcast. (More options)

In this podcast Michael explains the two related elements of Stress Management: Stress Tolerance and Impulse Control. He explains that Stress Tolerance is a muscle that can be exercised and developed, however, it’s also important not to work yourself beyond the tolerance you’ve developed. Impulse Control plays a role here, both in working effectively, and also in knowing when to quit.

Once again, we see how the layers of Emotional Intelligence support each other. Not just our own resources (Intrapersonal), but also the support of others (Interpersonal) come into play in helping us to manage stress.

Feedback: Michael AT QBC.ie. Call or text +353 87 2602205.

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• Empathy is the ability to identify emotion in another and to respond appropriately. It is one of the most highly valued abilities in a leader.
• Social Responsibility. In terms of Employee Engagement, a leader who is socially responsible demonstrates fairness in his or her dealings with every member of the team.
• Interpersonal Relationships. This attribute measures the individual’s ability to form and sustain relationships. It goes to the heart of Employee Engagement. Remember that there are two parties to every relationship, and that both are responsible to that relationship.
• Comments welcome. Email Michael AT QBC.ie. Call or text +353 87 2602205.

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• Intrapersonal qualities of Emotional Intelligence are all about how the individual relates to themselves. The attributes measured are: Self-Regard, Emotional Self-Awareness, Assertiveness, Independence and Self-Actualisation.
• Before a leader communicates with their team, what do they say to themselves? This is the focus of Intrapersonal Emotional Intelligence. How you relate to yourself has consequences for how you relate to others.
• Self Regard. How does the individual perceive themselves and their own success-rate? What are the implications of a leader’s own Self-Regard for the team they manage?
• Self Awareness. This describes the extent to which the individual is aware of their own emotions. Someone with a good level of emotional Self-Awareness has the ability to recognise their own emotional state, and consequently control it appropriately for different situations.
• Assertiveness. This measures the extent to which the individual gives themselves permission to speak and the effort they make to ensure their point of view is communicated and understood. This is a vital skill for managers.
• Independence. To what extent are you influenced by the emotions of others? Is your ability to communicate an important message compromised by your awareness of the emotional impact the message will have on others?
• Self-Actualisation. How do you feel about your performance in relation to the goals you set yourself? How realistic are your goals in relation to your abilities? Can you map out a pathway to success? As a leader, can you set realistic goals for your team, and see them acheived?
• This the first of five podcasts discussing different aspects of Emotional Intelligence specifically in relation to driving Employee Engagement. Join in the discussion! Leave a comment here on the blog, email Michael at qbc.ie, or call the voicemail line +353 87 2602205 to leave an audio comment. (You can send SMS text to that number also!)

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Michael Byrne specialises in using Emotional Intelligence to help managers drive better Employee Engagement and Customer Experience in their organisations. In this, the first of 11 podcasts on the subject, he explains what Emotional Intelligence means, and how it can be applied in practice.

Starting today, QBC podcasts will appear weekly, with an alternating episode each week on either Employee Engagment or Customer Experience. This introductory episode will appear in the feeds of both podcast series, and will be followed by 5 episodes in each series (10 in total), discussing each of the 5 layers of Emotional Intelligence: Intrapersonal, Interpersonal, Stress Management, Adaptability and General Mood.

• Michael defines Emotional Intelligence in practical terms as the “capability to respond appropriately to one’s environment”. He explains the distinction between Emotional Intelligence and IQ. The term EQ is often used to describe Emotional Intelligence measurement.
• Michael outlines the different areas of Emotional Intelligence: Intrapersonal, Interpersonal, Stress Management, Adaptability and General Mood, and explains how EQ measurement is conducted and assessed.
• Unlike IQ, EQ is not simply about having a “high score”. EQ analysis looks for a balance in terms of the different attributes measured. The results are as much a reflection of the individual’s current environment as their suitability for a particular role – and they should not be viewed as being set in stone. Emotional Intelligence is most useful when it helps an individual to identify his/her own strengths and weekness and to use the results as a baseline to develop their abilities.
• It might be viewed as Common Sense – Quantified. Emotional Intelligence is nothing new. Human beings assess each other in this way all the time. In the ordinary way, it takes months to get to know someone well enough to build up a good picture of their character. For recruitment, in particular, Emotional Intelligence Profiling can give a valuable insight above and beyond what is possible with CVs and interviews alone.
• Michael counsels strongly against the use of EQ profiling in isolation, without proper interpretation and a structured programme of personal development. EQ results, misinterpreted and taken out of context could potentially be demoralising.
• When working to develop the Emotional Intelligence capability of an organisation, Michael starts at the top. CEOs are not lacking in ordinary intelligence, and they often have a background of success in a technical role. But have they had sufficient opportunities to develop their people-skills along the way?
• We’d love to hear your thoughts and experiences regarding Emotional Intelligence. Leave a comment here on the blog, email Michael at qbc.ie, or call the voicemail line +353 87 2602205 to leave an audio comment. You can send SMS text to that number also!

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• Michael explains the concept of Employee Engagement and the significance of Discretionary Effort.
• Discretionary Effort occurs when people don’t check their job description in relation to a particular task, but how do you go about motivating that kind of commitment?
• According to Michael, it’s more a question of not demotivating people from being their natural, enthusiastic, empathetic, helpful selves.
• These were among the questions discussed last weekend at The Pharmaceutical Managers Institute AGM and Heathcare Forum held in Wexford. This is a forum for senior managers in the pharmaceutical industry and QBC Ltd have been among the sponsors of the annual event for the last two years.
• As with any industry, the challenge in bringing change to the health service is compounded by the legacy of employee disengagement. When people feel that their efforts have not been recognised in the past it is difficult to motivate them when they are asked to facilitate change and get out of their comfort zones.
• Organisations can use recognition programmes to systematically tackle the issue of Employee Engagement. Michael recommends recognition of the everyday efforts, not just the big achievements.
• QBC will run a public course in June for senior managers on Employee Engagement. The programme will bring together executives from different industries to develop their response to the common challenge of Engagement.
• If you’d like to engage with Michael on the subjects raised in this podcast you can leave a comment here, email Michael at qbc.ie, or call the voicemail line +353 87 2602205 to leave an audio comment.

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