Improving Emotional Intelligence In The Workplace

Three Instances of Negative Emotional State or Stress at Work

Three Instances of Negative Emotional State or Stress at Work

Context 1: Kim Sweeny, the Operations General Manager, had implemented restructuring programs by decentralising a few core operations and organising the regional cost centres.

Cause of Stress: The decision resulted in a regretful state of affairs as junior employees refrained from accepting it as it meant out of hours for them. I was stressed looking at the progress’s pace and it had to be met with high personal cost.

Emotional and Physical Response to Stress: The rate of absenteeism increased among the junior employees which increased my stress level as productivity lowered. I felt agitated most of the time which in turn had affected my sleep cycle. In addition to this, I faced issues of stomach-ache and headache.

Context 2: As a direct consequence of restructuring, training needs among the existing employees needed to be addressed. However, sufficient opportunity for reskilling and up-skilling were not provided.

Cause of Stress: My stress was related to the conflicting nature of the higher management who showed little concern in the training needs of my commercial agents appropriate with the new branch office.

Emotional and Physical Response to Stress: I felt isolated and misunderstood and started to eat unhealthy food to avert my stress and gained considerable amount of weight in few weeks. I also felt restless and sick for most of my waking hours.

Context 3: Restructuration of Max Lionel Realty had increased the responsibility and accountability of the manual workers who had to shift to the branch locations.

Cause of Stress: The responsibility of those of us who had to shift to the branch location had increased but no adequate training was provided to address those new challenges. Our targets were high and lack of productivity created the fear of layoff among us.

Emotional and Physical Response to Stress: The fear of layoff had increased my level of anxiety and stress. I was having to work overtime and therefore I missed my social life and could not spend enough time with my famil

Triggers of Emotional States at Workplace and the Control Responses to Achieve Positive Outcomes

Trigger 1: Arguing to make a point without justifying one’s comment or opinion triggers a passive aggressive emotional state within me.

Control Response Impacting Other’s Work Performance: I have tried adapting a different response which involves in responding with honesty without reacting to such argument. It often helps in calming down the other person and lets him or her take note of their own unscrupulous points in the conversation.

Trigger 2: When someone does not pay attention to details and further ignores the concern when indicated, it trigger an aggressive emotional state within me.

Control Response Impacting Other’s Work Performance: I have tried practicing a more commendable response patter that focuses on building mutually enhancing relationship and interdependence through effective communication and counselling the person to identify his or her skill gap.

An Instance where I demonstrated a Workplace Behaviour Model pertaining to Emotional Intelligence

Triggers of Emotional States at Workplace and the Control Responses to Achieve Positive Outcomes

            I have been recently promoted to the position of Assistant Operations Officer and have to lead a team of twenty members. In a workplace scenario it was important for the leader to exhibit characteristics that is mutually beneficial for him as well as the team. Only then they will look up to the leader as their role model.

            In order to achieve this purpose, on our first meeting, I demonstrated emotional intelligence by allowing each member of my team to express their own view about the monthly forecast without major interruptions from my end or others. An atmosphere of flexibility was generated whereby each member was allowed to come up with an innovative solution. Thus, the meeting ended with a constructive conclusion about future prospects.

Three Actions to Improve Emotional Intelligence

• By Recognising the Skill Gaps: In addressing a crisis-driven novel situation, the possibility of failure made me nervous.
• By Identifying the Training and Learning Options: I followed my manager closely and then consulted with her regarding my problems to which she asked me to focus on the context of the issue in order to deliver a solution. She helped me to resolve my nervousness by encouraging me to participate in higher circle meetings and express my views.
• By Following a Well-Constructed Personal Development Plan:

Identified Gap	Development Activity	Details (provider, location, etc.)	Objective of Development Activity	Time Frame	Cost
Communication Skill	·         I have to be collected while making tough calls. ·         Need to develop my emotional intelligence associated with communication skill.	·         I have to work on my confidence and composure ·         Undergoing the soft-skill trainings organised by company ·         Start by taking charge of small issues and finally working up to the larger ones	·         To enable myself of being a team leader who can assume responsibility without anxiety of self-consciousness ·         Be a role model that team members can look up to in times of need.	·         3 weeks of official training ·         3 weeks of training through simulation and role play with guidance from seniors	Total cost of training for 6 weeks is 1300 Australian Dollars

 Response to store Manager’s Behaviour and Modelling Positive Leadership Behaviour

• Hearing her out and taking note of specific points amounting to the crisis.
• Hold a meeting with department managers and consult with them about a viable solution.
• Make a presentation highlighting why revenue was not raised as per target. Along with that, focus on facts like resistance against competition from smaller firms by introducing innovative distribution methods.
• Show the presentation to the Store Manager along with realistic forecast and quantitative assurance of meeting the revenue target.

            Model of Positive Leadership for my team members:

• I consulted with them to comprehend their limitations.
• Keeping that and the revenue needs in mind I came up with a realistic plan of action that could induce optimism in my team members.
• I demonstrated before them how positive outcomes can be achieved based on that plan of action.
• I assured them of taking accountability if consequences were unfavourable.
• Principles of Emotional Intelligence that the Store Manager Failed to Demonstrate

• She was not being able to effectually recognise the needs and limitations of the department managers.
• She reacted unjustifiably blaming her subordinates which was enough to create mistrust among them against her, jeopardizing the mutual working relationships.
• Her behaviour was erratic and lacked empathy and self-awareness which is highly detrimental for the overall organisational culture and can distort the positive feelings and attitudes that her junior employees have for the company.
• Behaviour in line with Emotional Intelligence that the Store Manager should have conformed to

• Diagnosing the problem universally and understanding it to the core instead of arriving at erratic conclusion just by witnessing negative results.
• Instead of criticising and condemning the subordinates for not meeting the goals, consult with the concerned departments to know why the objective was not fulfilled and then, through productive discussions, figure out how the issue can be resolved.
• Connection between Store Manager’s Behaviour and Store Morale

            The Store Manager being a senior manager at a position of authority has the power to influence her subordinates through both words and action. This fact makes it absolutely important for her to sincerely abide by the principles of Emotional Intelligence while conversing with her juniors. Even with a slight negative attitude she can considerably bring down the morale of the entire team. Similarly, in a situation of crisis, it is she who, with her composure and encouragement, can drive others towards performing their best to yield positive outcomes.

Illustration of two instances, in context of the present scenario, where the co-workers misinterpreted the expressions an employee           

Instance 1

            The employee, in question, did not participate in social gatherings and after-office parties. This had offended her team mates who considered her to be absurd and self-contained who did not like to mingle with others. However, the truth of the matter was that her culture was such that it forbade drinking alcohol. Since alcohol consumption was one of the primary parts of those social gatherings, she had to avoid it.

Instance 2

            Her co-workers also complained about her not participating in any normal day to day conversations with them and being aloof and all by herself for most part of the day. Being culturally different and belonging from a conservative background, it was it was a little difficult for her to make her co-workers understand the complicacy of her personal life. Moreover, had her co-workers tried to go beyond their own perceptions about her, she would have gradually approached them. But their unfriendly attitude had caused her to avoid sharing her personal life with them.   

Understanding how Cultural Expressions might be misinterpreted

            In context of the present scenario, I would be highlighting to my team that their co-worker who belongs from a different culture is a valuable employee to the firm and even she wants to socially mingle with them maintaining her cultural limitations. I would be further explaining them that it was vital for them to respect the limiting aspects of her culture. Only then she would feel welcomed and can interact with them without any inhibition.

An Instance where I demonstrated a Workplace Behaviour Model pertaining to Emotional Intelligence

Raising awareness of Cultural Expressions to Promote Effective Communication

• Keep a flexible mentality free from any cultural prejudice.
• Acquire knowledge about the other new cultures, especially those aspects that define them and whose deviance hurt their sentiments.
• Try and be a good listener to comprehend the sensitivities easily.
• Practice appropriate non-verbal communication skills.
• Instead of being judgemental, try and maintain a personal touch with the other person[1].
• Setting aside Personal Emotions and Attempting to understand other’s Emotions

            The Principles of Emotional Intelligence that can be used in understanding the employee’s feelings:

• Self-Awareness: Even though the said employee shows little or no interest in the training programs and team-building sessions, I as his manager would not react to it. Instead, I would slow down my feelings on strong resentment against his attitude and direct it into understanding his aloof behaviour
• Self-Regulation: Going by his negative reports on his interpersonal skills, it would be easier to jump at a conclusion and label the employee as an introvert and recluse. However, that could hurt his emotions and he might decide to leave the organisation. That way it would be a loss for the organisation since he is a valuable and productive employee. Hence, I would refrain from being judgmental about him.
• Motivation: As a manager, I would be taking this employee’s capabilities and skills into consideration and would try to motivate him for improving his interpersonal skills so that he can contribute to the company’s productivity more effectively.
• Empathy: This is perhaps the most important aspect of Emotional Intelligence that can lead to huge transformation in the attitude and behaviour of an individual and help them comprehend both the positive and negative aspect of situations from other’s perspective.
• Social Skill: In order to improve the employee’s social skill, I would first try to apprehend what is the cause of his unwillingness to be a part of team building and training sessions. If there is any valid issue then I would try to resolve it without further delay.
• How Knowledge of Learning Styles, Personality Types and Communication Styles help in Understanding one’s Employees

• The cognitive skills of separate individuals, the way they will assimilate knowledge about certain things would differ. The pattern of their comprehensive skills would impact on how they would socially interact with others and would lead to the development of their emotional and awareness associated with this aspect.
• An extrovert individual’s approach would be different from that of an introvert’s. But care should be taken of not forming any negative bias towards individuals of any personality type.
• I would be maintaining an assertive tone with him based on mutual respect. While conversing I would encourage him to share his opinion and insights and state him clearly about the company’s and team’s expectations from him.
• Using principles of Emotional Intelligence to Imbibe Awareness and Understand Different Needs

            The attempt to bring my personal needs and the employee’s need on the same platform could be delegated through instilling awareness about how these needs can mutually benefit

each other. The team building sessions and trainings to help employees improve their social skills is directed towards enhancing their productivity[2].

Relationship between Emotionally Effective People and attainment of Business Objective

            Business objectives such as profitability, growth, productivity, employee retention, change management and customer service can be obtained through effective emotional awareness and self-regulation of the management. When the top level managers exhibit goal oriented behaviour along with being sensitive to the needs and limitations of the junior employees, they become a role model for them who they can look up to in their endeavour to perform better.

How Emotional Impact is Instrumental in Better Decision Making

            Emotional Intelligence is the biggest predictor of success at work which determines the receptivity of decisions taken. However, there is a conflicting concept which reveals that when employees are too curious or excited it often leads to digression from productive decision making, while stress and anxiety have been found to catalyse firm decision making[3].

The Process of Decision Making

            Decision making is a collective process that takes into account past performance records, evaluates them, segregate the productive and unproductive outcomes, assimilate the productive outcomes and administers corrective or preventive measures to transform the unproductive outcomes into effectual results. In case of business decision making, the process is often target oriented and the parameters on which it is regarded fruitful is the quantitative and qualitative achievement of those targets[4].

Managing Emotions at Workplace by identifying appropriate Policies, Procedures and Legislations

            The expected behaviour at workplace is laid down by certain statutory policies and legislative regulations. To maintain and exhibit such appropriate behaviour, in compliance with the policies, it is essential to regulate one’s emotions and render it as appropriate with the organisational culture[5].

Relevance of OHS/WHS in Implementation of Business Decisions

            The Occupational Health and Safety (OHS) members aid the managers in understanding the nature of various risks and how can it be prevented from causing major damage. It also takes into consideration the legal and ethical issues. Such information becomes instrumental in decision making process[

How Emotional Intelligence is developed through Coaching to improve the Job Performance of an Employee

            The following concept is described by means of a role play between the General Operations Manager of Australian Hardware’s Wollongong, NSW store and one of the employees, named Pat, of the company’s sales team. The Manager attempts to conduct a coaching session with Pat to observe his attitude and behaviour and find out his emotional triggers which had negatively affected the team’s morale.

Coach: So Pat, now that we are at the end of our monthly quarter, I must inform you that you have performed quite well and the customers are very happy with your service.

Pat: Thank you sir.

Coach: However, the report highlighting your revenue generation through sales assist is not up to the mark. So I need to ask you, where are you facing issue in performing with the same proficiency in your team?

Pat: Sir, I wanted to convey this to you earlier, yet I would be revealing it to you now, since you have the repot and the comparative results with you. I would like to get formally trained in leadership and management skills. Due to some reason, the organisation has not taken up and processed my request. My repeated reminders have also gone unattended.

Coach: But you have also not attended the trainings for self-development for sufficient hours. Were those trainings not addressing your needs?

Pat: Sir I want to accept more challenging tasks and discharge those through team management but I am not been able to do it appropriately. I lack the proper knowledge associated to core management which is why I wish to undergo a training program particularly in that domain. But the ones that are arranged by the company mainly involve basic communication skills rather than team handling. This is the reason I have seldom been a part of those trainings.

            Pat’s grievances were duly noted and he was assured about having them conveyed to the concerned authorities so that his satisfaction and motivation in his role is restored. In the meantime, an evaluation in relation to Pat’s Emotional Intelligence was undertaken.

Analysis of Pat’s Emotional Intelligence

Strengths:

• Experienced employee with very refined customer skills
• Revenue generated through personal sales is high
• Meets sales target
• Customer feedback on his service is quite encouraging

Weakness

• Low in interpersonal skill with peers and juniors
• Revenue generated in teamwork is lower than that of his personal sales
• Refrains from attending self-development training sessions

            Based on this evaluation, a coaching plan was formulated in line with the GROW Model. The GROW Model laid down Pat’s Goals and Performance and established reasonable options for enhancing his personal, professional and team objectives.

COACHING PHASE	ACTIVITIES/QUESTIONS
Goal	To enhance Pat’s performance in Team and help him build leadership skills.
Reality	In order to achieve the above mentioned goal, pat needs to develop his interpersonal skill which is his major performance gap.
Options	To reach Personal Goal: ·         To work on his self-awareness and keep his motivation intact. To reach Professional Goal: ·         Abide by the decisions of upper management related to developing leadership skills and uphold the integrity of the organisation. To reach Team Goals: ·         Actively participate in team building sessions to enhance his interpersonal skills and take part decision making processes and resolving issues with team.
Willingness to Perform	His willingness to perform in team could improve with healthy co-operation from his seniors and presence of those performance opportunities where he wants to excel.
Improve Team Climate Through Emotional Intelligence	Through social awareness and self-management, Pat can overcome the conflicting emotions towards his team and adapt strategies to establish Relationship management

Reference

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Druskat, Vanessa Urch, Gerald Mount, and Fabio Sala. Linking emotional intelligence and performance at work: Current research evidence with individuals and groups. Psychology Press, 2013.

Gita, P. C., and R. Thenmozhi. “Emotional intelligence at workplace.” International, 2015.

Goleman, Daniel, Richard E. Boyatzis, and Annie McKee. Primal leadership: Unleashing the power of emotional intelligence. Harvard Business Press, 2013.

Joseph, Dana L., et al. “Why does self-reported emotional intelligence predict job performance? A meta-analytic investigation of mixed EI.” Journal of Applied Psychology 100.2 (2015): 298.

Schutte, Nicola S., and Natasha M. Loi. “Connections between emotional intelligence and workplace flourishing.” Personality and Individual Differences 66 (2014): 134-139.

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Serrat, Olivier. “Understanding and developing emotional intelligence.” Knowledge Solutions. Springer, Singapore, 2017. 329-339.

Zhang, Lianying, and Weijie Fan. “Improving performance of construction projects: A project manager’s emotional intelligence approach.” Engineering, Construction and Architectural Management 20.2 (2013): 195-207.