Showing posts with label conversations. Show all posts
Showing posts with label conversations. Show all posts

11 April 2016

15 Behaviours of Emotionally Intelligent People

This article originally appeared in Inc.com 
When emotional intelligence (EQ) first appeared to the masses, it served as the missing link in a peculiar finding: people with average IQs outperform those with the highest IQs 70 percent of the time. This anomaly threw a massive wrench into the broadly held assumption that IQ was the sole source of success.
Decades of research now point to emotional intelligence as being the critical factor that sets star performers apart from the rest of the pack. The connection is so strong that 90 percent of top performers have high emotional intelligence.
Emotional intelligence is the “something” in each of us that is a bit intangible. It affects how we manage behavior, navigate social complexities, and make personal decisions to achieve positive results.
Despite the significance of EQ, its intangible nature makes it difficult to measure and to know what to do to improve it if you’re lacking. You can always take a scientifically validated test, such as the one that comes with the Emotional Intelligence 2.0 book, but unfortunately, most such tests aren’t free. So, I’ve analyzed the data from the million-plus people TalentSmart has tested in order to identify the behaviors that are the hallmarks of a high EQ. What follows are sure signs that you have a high EQ.
1. You have a robust emotional vocabularyAll people experience emotions, but it is a select few who can accurately identify them as they occur. Our research shows that only 36 percent of people can do this, which is problematic because unlabeled emotions often go misunderstood, which leads to irrational choices and counterproductive actions.
People with high EQs master their emotions because they understand them, and they use an extensive vocabulary of feelings to do so. While many people might describe themselves as simply feeling “bad,” emotionally intelligent people can pinpoint whether they feel “irritable,” “frustrated,” “downtrodden,” or “anxious.” The more specific your word choice, the better insight you have into exactly how you are feeling, what caused it, and what you should do about it.
2. You’re curious about peopleIt doesn’t matter if they’re introverted or extroverted, emotionally intelligent people are curious about everyone around them. This curiosity is the product of empathy, one of the most significant gateways to a high EQ. The more you care about other people and what they’re going through, the more curiosity you’re going to have about them.
3. You embrace changeEmotionally intelligent people are flexible and are constantly adapting. They know that fear of change is paralyzing and a major threat to their success and happiness. They look for change that is lurking just around the corner, and they form a plan of action should these changes occur.
4. You know your strengths and weaknessesEmotionally intelligent people don’t just understand emotions; they know what they’re good at and what they’re terrible at. They also know who pushes their buttons and the environments (both situations and people) that enable them to succeed. Having a high EQ means you know your strengths and how to lean into and use them to your full advantage while keeping your weaknesses from holding you back.
5. You’re a good judge of characterMuch of emotional intelligence comes down to social awareness; the ability to read other people, know what they’re about, and understand what they’re going through. Over time, this skill makes you an exceptional judge of character. People are no mystery to you. You know what they’re all about and understand their motivations, even those that lie hidden beneath the surface.
6. You are difficult to offendIf you have a firm grasp of who you are, it’s difficult for someone to say or do something that gets your goat. Emotionally intelligent people are self-confident and open-minded, which creates a pretty thick skin. You may even poke fun at yourself or let other people make jokes about you because you are able to mentally draw the line between humor and degradation.
7. You know how to say no (to yourself and others)Emotional intelligence means knowing how to exert self-control. You delay gratification and avoid impulsive action. Research conducted at the University of California, San Francisco, shows that the more difficulty that you have saying no, the more likely you are to experience stress, burnout, and even depression. Saying no is a major self-control challenge for many people, but “No” is a powerful word that you should unafraid to wield. When it’s time to say no, emotionally intelligent people avoid phrases such as “I don’t think I can” or “I’m not certain.” Saying no to a new commitment honors your existing commitments and gives you the opportunity to successfully fulfill them.
8. You let go of mistakesEmotionally intelligent people distance themselves from their mistakes, but do so without forgetting them. By keeping their mistakes at a safe distance, yet still handy enough to refer to, they are able to adapt and adjust for future success. It takes refined self-awareness to walk this tightrope between dwelling and remembering. Dwelling too long on your mistakes makes you anxious and gun shy, while forgetting about them completely makes you bound to repeat them. The key to balance lies in your ability to transform failures into nuggets of improvement. This creates the tendency to get right back up every time you fall down.
9. You give and expect nothing in returnWhen someone gives you something spontaneously, without expecting anything in return, this leaves a powerful impression. For example, you might have an interesting conversation with someone about a book, and when you see them again a month later, you show up with the book in hand. Emotionally intelligent people build strong relationships because they are constantly thinking about others.
10. You don’t hold grudgesThe negative emotions that come with holding onto a grudge are actually a stress response. Just thinking about the event sends your body into fight-or-flight mode, a survival mechanism that forces you to stand up and fight or run for the hills when faced with a threat. When the threat is imminent, this reaction is essential to your survival, but when the threat is ancient history, holding onto that stress wreaks havoc on your body and can have devastating health consequences over time. In fact, researchers at Emory University have shown that holding onto stress contributes to high blood pressure and heart disease. Holding onto a grudge means you’re holding onto stress, and emotionally intelligent people know to avoid this at all costs. Letting go of a grudge not only makes you feel better now but can also improve your health.
11. You neutralize toxic peopleDealing with difficult people is frustrating and exhausting for most. But high-EQ individuals control their interactions with toxic people by keeping their feelings in check. When they need to confront a toxic person, they approach the situation rationally. They identify their own emotions and don’t allow anger or frustration to fuel the chaos. They also consider the difficult person’s standpoint and are able to find solutions and common ground. Even when things completely derail, emotionally intelligent people are able to take the toxic person with a grain of salt to avoid letting him or her bring them down.
12. You don’t seek perfectionEmotionally intelligent people won’t set perfection as their target because they know that it doesn’t exist. Human beings, by our very nature, are fallible. When perfection is your goal, you’re always left with a nagging sense of failure that makes you want to give up or reduce your effort. You end up spending time lamenting what you failed to accomplish and should have done differently instead of moving forward, excited about what you’ve achieved and what you will accomplish in the future.
13. You appreciate what you haveTaking time to contemplate what you’re grateful for isn’t merely the right thing to do; it also improves your mood by reducing the stress hormone cortisol (in some cases by 23 percent). Research conducted at the University of California, Davis, found that people who work daily to cultivate an attitude of gratitude experience improved mood, energy, and physical well-being. It’s likely that lower levels of cortisol play a major role in this.
14. You disconnectTaking regular time off the grid is a sign of a high EQ because it helps you to keep your stress under control and to live in the moment. When you make yourself available to your work 24/7, you expose yourself to a constant barrage of stressors. Forcing yourself offline and even–gulp!–turning off your phone gives your body and mind a break. Studies have shown that something as simple as an email break can lower stress levels. Technology enables constant communication and the expectation that you should be available 24/7. It is extremely difficult to enjoy a stress-free moment outside of work when an email with the power to bring your thinking (read: stressing) back to work can drop onto your phone at any moment.
15. You limit your caffeine intakeDrinking excessive amounts of caffeine triggers the release of adrenaline, which is the primary source of a fight-or-flight response. The fight-or-flight mechanism sidesteps rational thinking in favor of a faster response to ensure survival. This is great when a bear is chasing you, but not so great when you’re responding to a curt email. When caffeine puts your brain and body into this hyper-aroused state of stress, your emotions overrun your behavior. Caffeine’s long half-life ensures you stay this way as it takes its sweet time working its way out of your body. High-EQ individuals know that caffeine is trouble, and they don’t let it get the better of them.
16. You get enough sleepIt’s difficult to overstate the importance of sleep to increasing your emotional intelligence and managing your stress levels. When you sleep, your brain literally recharges, shuffling through the day’s memories and storing or discarding them (which causes dreams) so that you wake up alert and clearheaded. High-EQ individuals know that their self-control, attention, and memory are all reduced when they don’t get enough–or the right kind–of sleep. So, they make sleep a top priority.
17. You stop negative self-talk in its tracksThe more you ruminate on negative thoughts, the more power you give them. Most of our negative thoughts are just that–thoughts, not facts. When it feels like something always or never happens, this is just your brain’s natural tendency to perceive threats (inflating the frequency or severity of an event). Emotionally intelligent people separate their thoughts from the facts in order to escape the cycle of negativity and move toward a positive, new outlook.
18. You won’t let anyone limit your joyWhen your sense of pleasure and satisfaction are derived from the opinions of other people, you are no longer the master of your own happiness. When emotionally intelligent people feel good about something they’ve done, they won’t let anyone’s opinions or snide remarks take that away from them. While it’s impossible to turn off your reactions to what others think, you don’t have to compare yourself to others, and you can always take people’s opinions with a grain of salt. That way, no matter what other people are thinking or doing, your self-worth comes from within.
This article originally appeared on Inc.com


11 March 2015

High-Impact Coaching by Design - {Guest Article}

By Chris Groscurth, Ph.D., ACC


Coaching sessions are a unique type of conversation. Coaching conversations have a specific function, form and design. These conversations look, sound and feel different than the conversations that take place in a business meeting, over dinner with friends, during an argument with a spouse or in a classroom. The specific conversational “moves” that coaches make while working with a client are different than the moves that one makes while discussing current events around the water cooler with a colleague.

The difference between high-impact coaching and a “nice chat about strengths” is in the design that the coach uses to structure the conversation. “Conversational design” describes how a coach intentionally structures and adapts the direction of the coaching conversation to help the client reach their desired results. Just like how buildings are designed and built for certain purposes, coaching conversations deliver exactly what they are designed to deliver. 

Why Design Matters
There’s a basic design principle that states: “Form follows function.” Coaching conversations must take on a form that helps clients achieve results. Formless coaching conversations result in negative consequences that include:
  • Unclear role expectations between the coach and the client;
  • Coaching conversations that “wander” and lack direction; 
  • The coach talking too much and the client not talking enough;
  • The client takes over the coaching process and leads the coach;
  • There isn’t enough time for action planning or the coach moves too quickly toward premature solutions during the conversation; 
  • And the worst of these, the coaching session lacks impact and is a waste of everyone’s time. 



These pitfalls can be avoided by spending time learning and practicing conversational design. By practicing conversational design and reflecting on your successes and struggles with a mentor coach, you’ll discover new ways to improve the impact that your coaching has on clients’ results. 

High-Impact Conversational Design
The four design elements I consider vital for coaching impact are: issues, results, communication, and actions. These four elements are the most powerful leverage points for facilitating learning and personal transformation through coaching. These elements are the basics of high-impact design. The best coaches are masters of transitioning clients between these design elements, whether during a single session or over the course of a coaching program. Let’s unpack each element below.

Issues: People seek out coaching to address a variety of issues. Issues can be concerns, problems, challenges, disputes, etc., or they can include things like questions, raising the bar on personal or team performance, winning followership, maximizing one’s strengths, or simply learning more about one’s potential. Cleary identifying what issue(s) are most important to your client should be your first conversational design consideration. What’s going on with the client? What’s top of mind for the client? How are they describing the issue? Is what they’re describingreally the issue? What’s your gut telling you? In the course of a 45-minute coaching session, you should spend no longer than five to 10 minutes trying to identify the issue. At this point, you’re simply seeking accurate information about the issues that the client would like to focus on. 

Results: The second design consideration for high-impact coaching is results. Given the issue(s) that the client has described, what results are they seeking? What does success look like for the client? Your job as a coach is to help the client paint a clear picture of what they really want relative to the issue that they’ve brought to the session. You want the client’s picture of success to be so clear and so magnetic that they start to pull themselves toward their desired future. 

It’s often the case that to help the client close the gap between their current state and desired results you will need more than one coaching session -- but maybe not. If, however, the gap is too large and complex to close in a single coaching session, it’s your job, as the coach, to invite the client to decide where they would like to start. My favorite question to help focus a coaching session on a manageable issue or question is: “Given that you want [insert desired result], where would you like to focus during our time today?” This question puts the client in the driver’s seat in determining the direction of the coaching conversation, and it creates a conversational contract for the client and coach to follow.

Communication: After clarifying the issues and focusing on desired results for the coaching session, you move into the communication element. Communication is where coaches should spend the majority of their time asking questions, listening actively, sharing observations with the clients, offering interpretations of the clients’ strengths and raising considerations. There are a variety of coaching tools, frameworks and techniques that can be used during the communication phase of a coaching session. For strengths coaches, this phase is where we help clients develop a deeper relationship with their strengths and better understand theme dynamics relative to the issues at hand.

The communication that occurs during coaching has structure and design intention behind it. It isn’t formless or haphazard. The best coaches use design thinking in the moment to direct the conversation toward the clients’ previously stated desired results. They make decisions in the moment to ask the right question at the right time. The best coaches talk less and listen more. They challenge and push the client when appropriate. They refrain from directing the client or telling them what to do, and instead partner with the client to generate solutions, new ways of thinking and new ways of acting in the world. 

Actions: As the communication phase reveals new insights, self-awareness and possibilities, the coach is always thinking about the clients’ desired results and impact. With the last 10 minutes of the coaching session, it’s important for the client to identify specific and time-bound actions that they want to be held accountable for. Caution: sometimes clients will want you to tell them what to do. That’s not you’re role -- it’s their responsibility. As a coach, your job is to help the client plan specific actions, to challenge them on when, where and what support they’ll need to put their actions into practice, and to help the client clearly define first steps. If you’ve designed and effectively implemented the first three elements of this coaching framework, the actions that the client wants to take will naturally flow out of the communication phase. Trust the process. The better you get at defining issues, focusing on results and communication, the easier and more impactful the action planning will become. Some people say they may see coaching as ill-defined “soft work” that lacks impact. I push back on this sentiment every time I hear it. Well-designed, high-impact coaching is neither soft, nor is it unstructured feel-good chitchat. The design framework described here will help you align the form and function of your coaching. Ultimately, enhancing your ability to help clients around the world name, claim and aim their strengths at performance. By focusing on the issues, results, communication and actions that are most meaningful to your client, you can greatly impact your clients’ performance and help them maximize their potential. 

Chris Groscurth is a Gallup Senior Practice Consultant and executive coach. His work focuses on leadership development and organizational effectiveness. In addition to being a Gallup-Certified Strengths Coach, Chris is a credentialed and active member of the International Coach Federation. 

Chris' top five strengths: Strategic | Input | Achiever | Maximizer | Ideation.