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Chapter 3 : Assessing Emotional Intelligence

Emily A. Sterrett HRD Press, Inc. PDF


Assessing Emotional


The purpose of this Pocket Guide is to help you improve your leadership skills by focusing on emotional competencies that affect success in the workplace and in the world at large. Before you can identify what you need to improve, however, you must know where you are now. This chapter will help you assess your Emotional Intelligence and then target areas where it can be strengthened. It concludes with several practical suggestions.

The checklists that follow have been used quite successfully with leaders who are engaged in the developmental processes of coaching and training in order to improve leadership. They are valuable personal tools for managers seeking to gain an understanding of their strengths and weaknesses in the area of

Emotional Intelligence, in order to chart a course for personal improvement and business success.


Rating EQ: Self-Assessment

The Self-Assessment Checklist is based on the six-facet model of Emotional Intelligence introduced in Chapter 1. It will point out to you those facets of Emotional Intelligence in which you have opportunity for improvement. Chapters 5–10 include

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EQ #48 Your Leadership Coat of Arms

Adele Lynn HRD Press, Inc. PDF

EQ #48

Your Leadership Coat of Arms

EQ Target

Self-Awareness and Control


Social Expertness

Personal Influence

Mastery of Vision


• To deepen participants’ self-confidence and self-awareness

• To help participants appreciate their best leadership qualities and to feel grateful for these qualities

Estimated Time

40 minutes


Emotional Intelligence Exercise #48


Training workshops on leadership

Private coaching sessions with all levels of leaders



Coaching Tips for the Coach/Trainer

In ancient times, the coat of arms was an emblem that represented a individual, family, or country. The symbols on the coat of arms represented and identified the individual, family, or country. These symbols were as diverse as the individuals or families and represented the spirit and values of the individual or family.

As a leader, each of us has certain things that we value and view as significant and important. These items become our hallmark of leadership — they become the things that we stand for as a leader. As our leadership philosophy develops, these items become more and more significant and guide our vision of who we are as a leader.

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Spelling Out

Jaqueline Stewart HRD Press, Inc. PDF


Spelling Out

Description: This activity is designed to improve message-taking techniques.

Objective: By the end of this activity, participants will have been shown the

importance of correctly recording messages, including surnames and company names.

Group Size: Maximum of 15 participants.

Time: Approximately 30 minutes.

Materials Required:



One copy of Exercises 35.1 and 35.2 for each participant

Notepaper and pens or pencils for participants

Meeting rooms

Messages are often taken incorrectly. Individuals are reluctant to ask for spellings of names or to check them. This can cause misunderstandings and mistakes that can be very expensive for the business. A letter sent with the client’s name spelled incorrectly can result in a contract being lost to a more detail-conscious company.

A name taken without an initial or a company name may be confused with another individual elsewhere.


Ask participants how they take messages and what problems they have had.


Divide the group into two teams. The first two members of each team can stay in the room, while the others have to wait in another room so they cannot overhear.

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27 The Power of an Agenda

Glenn Parker HRD Press, Inc. PDF
Medium 9780874257366

Sort-Out Manager-vs.-Leader Competencies

Lois Hart HRD Press, Inc. PDF

50 Activities for Developing Leaders

Equipment and Supplies z z z z

Two flipcharts


Stick-on dots and stars

Paper and pen/pencil for each person

Room Set-up

Enough open space for participants to spread out their cards on the floor.


Many theorists have done extensive research on the differences between leaders and managers. In his book A Force for Change, John Kotter clearly outlines those differences. Generally, he says, those differences look something like this:

A Manager…

A Leader…

To create an agenda . . .

Plans steps, timelines, budgets, and resources.

Establishes direction and vision.

To develop a human network for achieving the agenda

Organizes structure and staff, and establishes procedures to monitor implementation.

Aligns people behind the vision.

To execute a plan

Minimizes deviations from plan to help produce predictable results.

Energizes people to overcome major obstacles toward achieving the vision.

This activity provides a hands-on way for participants to focus on their competencies and strengths, as well as identify areas that can be improved.

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