https://soundcloud.com/user-391857605-716056917 Mon, 12 Nov 2018 19:03:49 +0000 Mon, 12 Nov 2018 19:03:49 +0000 60 en All rights reserved feeds@soundcloud.com (SoundCloud Feeds) Podcast by Michael Byrne Podcast by Michael Byrne Michael Byrne feeds@soundcloud.com Michael Byrne no https://i1.sndcdn.com/avatars-000534685365-4tsj0l-original.jpg https://soundcloud.com/user-391857605-716056917 tag:soundcloud,2010:tracks/528612828 Mon, 12 Nov 2018 12:37:03 +0000 https://soundcloud.com/user-391857605-716056917/introduction-to-emotional-intelligence 00:25:26 Michael Byrne no The term “Emotional Intelligence” is frequently heard nowadays. You may have heard it used – you may even know what it means. But do you know how to use Emotional Intelligence analysis to create value for your business? Michael Byrne specialises in using Emotional Intelligence to help managers drive better Employee Engagement and Customer Experience in their organisations. In the first of a series of podcasts on the subject, he explains what Emotional Intelligence means, and how it can be applied in practice. This introductory episode will be followed by 5 episodes 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? The term “Emotional Intelligence” is frequently h… The term “Emotional Intelligence” is frequently heard nowadays. You may have heard it used – you may even know what it means. But do you know how to use Emotional Intelligence analysis to create value for your business? Michael Byrne specialises in using Emotional Intelligence to help managers drive better Employee Engagement and Customer Experience in their organisations. In the first of a series of podcasts on the subject, he explains what Emotional Intelligence means, and how it can be applied in practice. This introductory episode will be followed by 5 episodes 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? tag:soundcloud,2010:tracks/528621819 Fri, 15 Jun 2007 00:00:00 +0000 https://soundcloud.com/user-391857605-716056917/employee-engagement-2 00:20:43 Michael Byrne no In this podcast, Michael discusses the Intrapersonal elements of Emotional Intelligence and explains their significance for a leader who wants to drive higher levels of Employee Engagement. 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? In this podcast, Michael discusses the Intraperso… In this podcast, Michael discusses the Intrapersonal elements of Emotional Intelligence and explains their significance for a leader who wants to drive higher levels of Employee Engagement. 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? tag:soundcloud,2010:tracks/528621804 Fri, 15 Jun 2007 00:00:00 +0000 https://soundcloud.com/user-391857605-716056917/employee-engagement-3 00:16:39 Michael Byrne no After InTRApersonal attributes, come the InTERpersonal ones. As a leader, how do your interpersonal skills influence the performance of your team? 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. After InTRApersonal attributes, come the InTERper… After InTRApersonal attributes, come the InTERpersonal ones. As a leader, how do your interpersonal skills influence the performance of your team? 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. tag:soundcloud,2010:tracks/528621789 Fri, 15 Jun 2007 00:00:00 +0000 https://soundcloud.com/user-391857605-716056917/employee-engagement-4 00:15:25 Michael Byrne no The challenge to respond appropriately is never greater than when you are under stress. But Stress Management is not just about keeping your cool under pressure. As Michael explains, stressed-out managers become disengaged from their work - and from their workers. How can you engage your employees if you yourself are disengaged? 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. The challenge to respond appropriately is never g… The challenge to respond appropriately is never greater than when you are under stress. But Stress Management is not just about keeping your cool under pressure. As Michael explains, stressed-out managers become disengaged from their work - and from their workers. How can you engage your employees if you yourself are disengaged? 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. tag:soundcloud,2010:tracks/528621753 Fri, 15 Jun 2007 00:00:00 +0000 https://soundcloud.com/user-391857605-716056917/employee-engagement-5 00:16:59 Michael Byrne no For the manager who has the intention of driving higher levels of engagement, adaptability means having a strong sense of reality. Michael describes attributes that demand a manager “tell it like it is”. To keep levels of engagement high, it is important for managers not cover up and bring challenges out into the open. Reality Testing, Flexibility & Problem Solving are discussed in the light of recognising the team’s efforts and keeping them engaged. For the manager who has the intention of driving … For the manager who has the intention of driving higher levels of engagement, adaptability means having a strong sense of reality. Michael describes attributes that demand a manager “tell it like it is”. To keep levels of engagement high, it is important for managers not cover up and bring challenges out into the open. Reality Testing, Flexibility & Problem Solving are discussed in the light of recognising the team’s efforts and keeping them engaged. tag:soundcloud,2010:tracks/528621735 Fri, 15 Jun 2007 00:00:00 +0000 https://soundcloud.com/user-391857605-716056917/employee-engagement-6 00:17:26 Michael Byrne no Our final Emotional Intelligence podcast in the Employee Engagement series focuses on the area of General Mood. There are two attributes to consider: Optimism and Happiness. 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. Our final Emotional Intelligence podcast in the E… Our final Emotional Intelligence podcast in the Employee Engagement series focuses on the area of General Mood. There are two attributes to consider: Optimism and Happiness. 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.