Friday, 17 October 2014

A Core Secret of Emotional Intelligence



One of the great misconceptions about Emotional Intelligence is that you should let emotions control your behaviour and “go with the flow”.  I have heard podium speakers repeatedly say this is the secret of emotional intelligence.  However the secret is the complete opposite.

Daniel Goleman’s widely accepted definition of emotionally intelligent people described them as having four characteristics:

1.      They were good at understanding their own emotions (self-awareness);
2.      They were good at managing their emotions (self-management);
3.      They were empathetic to the emotional drives of other people (social awareness); and
4.      They were good at handling other people’s emotions (social skills).

To help define EQ Goleman used the marshmallow experiment carried out by Walter Mischel in the late 1960s at the Bing Nursery School on the campus of Stanford University. To those unfamiliar with the study, Mischel got 653 four-year olds (including his three daughters) to participate in a simple task. They were taken into a room where there was a marshmallow on a table, and told they would be left alone for 15 minutes. If when they came back there was still a marshmallow on the table, they would be given a second one. About ten per cent of the children were able to hold back.  You can see a great video of the experiment here.

Walter Mischel, now 84 has now written his first popular book: The Marshmallow Test.  The key message of the book is that the secret of success in life is to be able to delay self-gratification.  And the way to do that is to change your perception of the object or action you want to resist. Trying to avoid the tasty treat in front of your nose? Put a frame around it in your mind, as if it were a picture or photograph, to make the temptation less immediate.  For example Mischel was diagnosed as a celiac late in his life but was able to overcome his adoration of Viennese pastries and pasta Alfredo by picturing these foods as poison.

Even more interesting is that Maria Konnikova, a former student of Mischel’s and a writer for The New Yorker has just written a blog about the book and her time with Mischel.  The blog is fascinating in that she describes how Mischel has great difficulty in practising what he preaches.  He has an infamous temper, cannot stand waiting in lines, and eats his food too rapidly even at formal dinner parties. 

If there is one critical EQ skill in self-management it is the ability to delay self-gratification.  A good definition of Emotional Intelligence is the delay between impulse and action.  It is the ability to control your emotions that distinguishes the emotionally intelligent leader.  I have ordered a Kindle version of the book but there is excellent summary of Mischel’s work in an earlier edition of The New Yorker: Don’t!: The secret of self-control. Surprisingly Konnikova does not mention it in her blog but the article provides a lot of background to the development of Mischel’s theories.

Tuesday, 14 October 2014

A counter argument to Is Emotional Intelligence Overrated?




Earlier this month Adam Grant (a Wharton Business School Professor) posted a blog on the Huffington Post Emotional Intelligence is Overrated.  The blog went viral in the Twittersphere. 

Grant described how he thought a CEO who considered EQ to be more important than IQ and who was spending millions on training and EQ assessment was wasting his company’s money.  In the end they agreed to a study which using hundreds of salespeople demonstrated that IQ was 5 times more powerful that EQ in determining compensation.  Grant then quoted a meta-analysis by Dana Joseph and Dan Newman which demonstrated that IQ accounted for 14% of job performance and EQ only 1%.  However after convincingly arguing the case that EQ is overrated Grant then backtracks saying that it is a set of skills that can be useful particularly in jobs where emotions are important such as sales (even though his own study showed it was not).

Part of the problem stems back to Daniel Goleman.  Unfortunately his book Emotional Intelligence contained the subtitle “Why It Can Matter More Than IQ”.  Since the book’s publication in 1995 many EQ practitioners have converted the result that IQ accounts for job 20% of performance into a hypothesis that EQ will predict 80% of future performance.  Even Daniel Goleman has publically disavowed the 80% hypothesis yet it is still continually repeated.  However what Goleman puts forward and I agree is that once “once you’re in a high-IQ position, intellect loses its power to determine who will emerge as a productive employee or an effective leader. For that, how you handle yourself and your relationships — in other words, the emotional intelligence skill set — matters more than your IQ.”

I have an interesting confirmation of this which I use in my training programs.  One question we discuss is the ideal components of leadership.  I ask my participants which are the two most important components from the following list:
·         Change Agent
·         Ethics
·         Flexibility
·         Intelligence
·         People skills
·         Self management
·         Strategic thinker
·         Team player
·         Visionary

The list was taken from a study done for the Karpin report (1994) which asked 100 experienced business managers from Australia’s largest organisations the same question.  “People skills” was ranked far and away the most important component.  (Ethics, by the way ranked stone motherless last.)  I have been running workshops since the early 1990s and my experience has been that the more senior the manager the higher the ranking of “people skills”.

So while I differ from Grant do not think that EQ is overrated I do agree with another statement in his blog namely EQ and IQ are correlated.  IQ is the capacity to learn. The higher your IQ, the easier it is for you to develop emotional intelligence.  However the key to emotional intelligence is understanding your core emotions compared to your transient emotions.  Your core emotions are driven by your temperament – what you are genetically born with.  Based on a study of 11,000 identical twins nature is around twice as important as nurture.  I have found the Humm-Wadsworth model of seven core emotions the most practical tool for people to use and once understood (takes a day) dramatically lifts their emotional intelligence.

People drive performance, emotions drive people, temperament drives emotions.

Tuesday, 7 October 2014

Emotional Intelligence and the CryptoLocker virus




There I was sitting at my computer one day after flying back to Sydney from Istanbul (a 22 hour journey) looking at my 300 or so emails (I deleted over 1000 during the month I was away) when I saw a new email from Australia Post asking me to open an attachment containing information about a missed parcel delivery.  I was expecting a delivery of wine.  Also my mind was suffering from jet lag and what the Buddhists call “monkey mind” — and we think of one thing and then another like the random movements of a pinball in one of those old fashioned machines.

After checking to see if Australia Post does send emails (they do) and despite a lifetime warning people never to open attachments I clicked on the attachment.  Up it came, a notice that my computer files had been encrypted.  I had been done in by the latest scam, the CryptoLocker ransomware.  .

For those unfamiliar with CryptoLocker when the malware is activated it encrypts your document files using RSA public-key cryptography, with the private key stored only on the malware's control servers. The malware then displays a message which offers to decrypt the data if a payment of 1.26 Bitcoins is made within 72 hours.  If the payment is not made the price doubles.  Although CryptoLocker itself is readily removed, your files remained encrypted.  So after chastising myself for being so stupid the first thing I did was check my backup and then discovering my last back up was some five months ago.  Again this is stupid but my excuse was that I had been travelling on two of the five months and I had not done a back up in the interval.  I could do a restore but I done a lot of work over the financial year end on my accounts which I wanted to recover do I decided to pay the ransom which was approximately A$650.

Payment of 1.26 Bitcoins is surprisingly easy but it could be intimidating to the compture novice.  Setting up a Bitcoin wallet is takes about five minutes.  Then you have to buy some Bitcoins which can is not that hard.  You set up a transaction and then go to a bank to transfer the money which you have to do in 60 minutes.  The transaction is completed within 2-3 hours.  The problem is that when you do the transaction .00001 Bitcoins is deducted as fee so you no longer have 1.26 Bitcoins in your wallet but 1.2599 which is not enough to pay the ransom.  So I had go through the process again this time  putting in $50 minimum.  All the time I was saying to myself keep calm you will fix this.

Anyway I then paid the ransom.  A message came back saying thank you and it could take about 4 hours to de-encrypt the files.  In fact in took around 30 minutes.  I then did a restore and overwrote most of the files with the back up.

The de-encryption did not work perfectly.  Certain folders were missed.  Also when I loaded my spreadsheets and word documents an error message came up saying part of the file was unreadable but I just told the program to ignore it.  When I saved and reloaded the document no error message reappeared.  I also ran a clean up program on the registry and using Regedit removed some suspicious looking files.

Then I rescanned my computer to check if any viruses were on the system.

It took me about two days to recover.  Lesson learned:


1.      Keep calm and you will get there in the end. (Step 2 of EQ)

2.      Never ever open up attachments even from trusted friends.  Mine was a pseudo PDF file.  My virus software said it was not a PDF but an executable program but I was in a muddled state and clicked OK. 

3.      Do backups at least once a month (weekly is better) and the day before you are going overseas on a trip.

 
I now have a wallet containing 0.09729 Bitcoins.  If anyone goes through the same heartache as me and is short by .001 of a bit coin send me an email with your Bitcoin wallet identifier and I will send it to you.  All I ask is that you first down load one of my free Emotional Intelligence whitepapers.


Thursday, 7 August 2014

The Emotional Intelligence of Contrary Combinations: Mover-Engineers



The two most common strong components in the Humm universe are the Mover and Engineer.  Accordingly of all the combinations the Mover-Engineer (ME) is the most common.  Unfortunately Mover-Engineers suffer psychological stress because the desire of the Engineer to concentrate on and complete one project conflicts with the desire of the Mover to meet people and multi-task. 

The positive is that once they have decided on a project, Mover-Engineers try single-mindedly to finish it, with impatient forcefulness.   Once they are convinced that your product has a useful goal and social benefits, they will usually become talkative and fervent supporters of it.

MEs seek to complete a variety of projects, particularly those that involve people.  They prefer to work as a member of a team rather than as an isolated specialist.  They do like to work undisturbed at times, particularly when engaged in a challenging project, but at the same time they like people to be near.  Supervision of an ME can sometimes be difficult; they may either become lost in the details of a project, or become distracted, depending on which component is stronger at the time.  In general, provided the Normal is average to high, they will only need spot-checking, as they work conscientiously at their tasks.

MEs will show enthusiasm for any activity that they think has a purpose.  The combination of enthusiastic energy and detailed thoroughness can make them a valuable employee or ally for a new project.  If you want to secure their co-operation first outline the goal or objective you wish them to achieve and then urge them to express their ideas.  Build on their enthusiasm, show them how it is an opportunity to achieve something worthwhile, and emphasise the human implications of your proposal.  Remember that they tend to see other implications of new ideas, so keep to the point and make sure they follow your line of thinking. 

MEs, provided they have a reasonable amount of Normal, make popular managers.  They are not only concerned with the orderly progress of work but also human issues.  They often bring off inspired accomplishments by building up a good team spirit because of their warmth and eagerness. 

If their Normal is low, however, they are inclined to exhaust themselves physically, and then become over-excitable and irritable.  MEs with low N may be unable to determine priorities, scattering their attention among various projects but never finishing them.  They will tend to be over-talkative and disorganised in their thinking.

If you have gained the support of an ME for a project you need to make sure that they do not get carried away with some derivation  that subsequently turns out to be impractical and so causes subsequent problems of implementation.  Mover-Engineers are prone to go off on wild goose chases.

They may also have emotional outbursts that end in sheepish apologies.  If this happens pay no attention to them, just excuse yourself and say that you will return in a few minutes.