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EQ #9 Coming Through

Adele Lynn HRD Press, Inc. PDF

EQ #9

Coming Through

EQ Target

Self-Awareness and Control

Empathy

Social Expertness

Personal Influence

Mastery of Vision

Objectives

• To help participants acknowledge their emotions in the workplace

• To heighten awareness of the emotions that the leader has during the course of the workday

• To help participants recognize that their emotions impact others in the workplace

• To help participants recognize the appropriate time to express emotions in the workplace and the need for self-control regarding negative emotions

Estimated Time

75 minutes

Materials

Emotional Intelligence Exercise #9

Uses

Training workshops on leadership

Private coaching sessions with all levels of leaders

Risk/Difficulty

High

Coaching Tips for the Coach/Trainer

Whether emotion should be displayed or kept in check in the workplace depends on many things. The emotionally intelligent leader knows when and how to place negative emotions in check. This leader also realizes the impact and harm that negative emotions can have on the workforce.

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EQ #24 Take a Stand

Adele Lynn HRD Press, Inc. PDF

EQ #24

Take a Stand

EQ Target

Self-Awareness and Control

Empathy

Social Expertness

Personal Influence

Mastery of Vision

Objectives

• To help participants realize the importance of commitment toward a goal

• To help participants recognize that commitment toward a goal is a hallmark of leadership

• To understand the damage done by sending mixed messages to employees regarding goals

Estimated Time

35 minutes

Materials

Emotional Intelligence Exercise #24

Uses

Training workshops on leadership

Private coaching sessions with all levels of leaders

Risk/Difficulty

High

Coaching Tips for the Coach/Trainer

Leaders set direction. Leaders decide on what is important for the work team and where the priorities and resources are best allocated. Although the best leaders do this through involvement and influence rather than strong-arm tactics, nonetheless, the leader is the visionary who decides on the path. One common concern of followers is that some leaders do not take a stand when, indeed, it is the leader’s responsibility to do so.

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EQ #15 A Grateful Heart

Adele Lynn HRD Press, Inc. PDF

50 Activities for Developing Emotional Intelligence

However, using positive energy requires many attributes on the part of the leader. The first of which demands that the leader be genuine about his or her positive feelings for the people in the workplace and their contributions.

If the leader isn’t genuine, more harm and damage can be done to try to express feelings that are not honest. The paradox lies in the fact that most leaders have been trained to think critically. Critical thinking allows leaders to make improvements to the status quo, to improve quality, and to otherwise drive for excellence. However, sometimes too much critical thinking has blocked our path to being grateful for the existing contributions, gifts, and skills that are present around us.

Therefore, the challenge for leaders is to maintain their critical thinking, yet balance it with genuine appreciation for what exists. This requires looking at things with a grateful heart and being able to see the good, not just what needs improving in our workplace and in our workforce.

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EQ #36 Working toward the Vision

Adele Lynn HRD Press, Inc. PDF

Working toward the Vision

Trainer’s/Coach’s Notes

Approximate

Time

2 minutes

1.

Overview

Explain to the individual or group that all employees working toward a vision is a leader’s dream. It is the leader’s role to identify who is working and aligning themselves toward the vision and who is not. The reason to determine who is not working toward the vision is so that the leader can intervene and work with the team member to get him or her aligned. All members working together are a very powerful force toward achieving the vision. However, if some members are misaligned, the force toward the vision is diminished. (Show the graphic on the handout.)

2.

Purpose

“The purpose of this exercise is to help you assess the members of your team and determine if they are aligned toward your vision. By assessing our team members’ alignment, we are better prepared to coach our employees toward the vision. Sometimes our employees are hard workers who are expending much energy, but they are working toward things that are unimportant. This exercise helps us to get all team members aligned in the same direction and spend their time on the important things. “

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EQ #14 I Was Appreciated

Adele Lynn HRD Press, Inc. PDF

I Was Appreciated

Trainer’s/Coach’s Notes

Approximate

Time

1.

1 minute

Overview

Explain to the individual or group that positive emotional energy is contagious, and in the workplace, one of the ways to spread positive emotional energy is through genuine gratitude. Explain that each of us reacts to gratitude in our own way, however. When the employee perceives the gratitude as genuine, the reaction is always positive.

Developing an adeptness at using positive influence is central to leadership. Emotionally competent leaders know that they hold tremendous power over the emotional climate of the workplace.

2.

1 minute

Purpose

“The purpose of this exercise is to explore our own experiences for evidence of the benefits of feeling appreciated at work. If we think about times when we felt genuinely appreciated for our effort, contribution, skill, or other gifts, we can begin to recognize the power and obligation that we have as a leader. In this exercise, you will recall times when you felt appreciated and also times when you felt unappreciated and discuss the reactions caused by these incidences.”

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