Posted by Tash Newby on Wednesday, July 13, 2011
"How is this happening again?
I swear I’ve been here before,
This is the same argument, scenario, confrontation,
It’s all the same, though the setting & characters have changed.
It can’t be my fault; they’re in the wrong,
I can’t control how they react.
But there must be a reason…
A reason this keeps occurring.
What can I possibly change?
I can’t control the uncontrollable –
People, circumstances, dilemmas…
So what can I control?"
This is where I found myself not so long ago. I had been working and managing in hospitality for almost 8 years, I had achieved some great things, and moved up steadily in my career. However there were a couple of scenarios that seemed to be reoccurring themes for me. Certain confrontations and arguments seemed to be repeated over the course of a few years in different environments.
At first, young and naïve I found it hard and refused to believe that this possibly had anything to do with me, maybe it was just a regular issue in hospitality that I had to face being a senior female manager in a male dominated industry (It is always easier to blame others for pitfalls than look at ourselves).
There have been certain scenarios that how the other party has spoken me to is inexcusable; HOWEVER, as I said there was a reoccurring theme and I seemed to be the common denominator… There had to be something I could learn or change about these interactions. As I said in the dialogue above, I cannot control the uncontrollable – particularly how other people respond to me, BUT I can control how I interact and approach people.
There was something about the way I was approaching all of these situations that was creating the same outcome time and time again. Einstein’s definition of insanity is: doing the same thing over and over again and expecting different results - This is exactly what I was doing!
So where to from there? Well first I had to acknowledge my part in these interactions, look at my past interactions and reflect on them with space from the heat of the moment and then… look to make a change.
Easier said than done some may say. Well to me, this is where my interest in emotional intelligence has stemmed from, as I believe there has to be something more to these interactions, something more we can learn and master next time around - for what is experience if we learn nothing from it? Experience gives us the foundation; emotional intelligence gives us the insight to build on that foundation.
Acknowledging and learning more about emotional intelligence and how it plays a major role in our interactions was like turning on a light in a room for me, then going through my Emotional Capital Report (ECR) was like focusing a laser beam on this new awareness. It got to the core of my strengths and areas for improvement and made complete sense of all my interactions (good and bad) in regards to management and leadership. In all my years of management this has been my most valuable lesson in regards to leadership, and I only wish that I had learnt more about it years ago. I truly believe that this is not only valuable, but also necessary in every field, and look forward to my EQ journey.
Click here to find out more and start your own EQ journey
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Posted by Stacey Newman on Wednesday, June 29, 2011
During the last weekend of May, Randstad Holding held a strategy conference on the Future of Work aboard the clipper ship Stad Amsterdam, which was docked in Monaco. Twelve international chief-level (CEO, CFO, CHRO, etc.) clients and their partners enjoyed a weekend that combined business with pleasure, including a visit to the Monte Carlo Grand Prix and our AT&T Williams F1 team.
The aim of the strategy conference was to share HR knowledge and discuss future trends in the workplace. Ben Noteboom and Brian Wilkinson of Randstad hosted the event, and the keynote speaker was our very own Martyn Newman.
Martyn led a lively roundtable discussion about trends in the Future of Work and what they mean for future leadership. The session offered numerous reference points that allowed participants to compare their views with those of peers in other businesses.
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Posted by Tash Newby on Thursday, June 23, 2011
“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader.” Jack Welch
So what does emotional intelligence have to do with your work place? Is it relevant in all work places and for all roles or just leaders? Is emotional intelligence something that can be taught or trained? These are the common questions that generally arise when the topic of emotional intelligence comes up.
So does emotional intelligence have any impact on your workplace and is it relevant for all roles? “Research shows convincingly that EQ is more important than IQ in almost every role and many times more important in leaderships roles” (Stephen Covey). We have all at some stage experienced that Manager that just seemed to be an “exceptional leader”; they lead with passion, integrity and an apparent clarity of decision. But more importantly they ignited in you these attributes. There is no arguing that these skills are invaluable in every workplace; what business owner wouldn’t want their team to be more passionate, driven, innovative and stay in the business?
Until recently these such leaders seemed a rarity, they seemed to possess a skill that you either had or didn’t, and the focus was on holding onto these people, rather than developing a whole team of “exceptional leaders”. Thanks to years of rigorous research and case studies, it seems that these skills - while rare naturally in individuals, can be developed. Martyn Newman gives us more than just theory, he gives us practical tools to develop these skills.
Newman has distilled his years of research in emotional intelligence relating to leadership into 10 core competencies:
Lets expand on one to make more sense of it all. ‘Self-knowing’, what is the relevance of this in a work place? Self-knowing encompasses emotional awareness, behavioral awareness and non-verbal communications. Typically someone who is low on self-knowing is often not good at recognizing or verbalizing their own emotions and is generally unaware of their impact of behavior on others. Now imagine this person as a manager in a work place, undoubtedly you have encountered them before, maybe they tend to ‘act out’ emotional experiences and then are surprised by your reactions; or perhaps you have come across someone who you found ‘hard to read’, as they kept their emotions & thoughts close to their chest. Both of these examples can lead to a lack of trust in the team and a general disengagement to their leadership, which is detrimental to all relationships and the working environment.
So where to from here? Well the Emotional Capital Report (ECR) focuses on these clear, tangible competencies and highlights an individual’s strengths and areas for improvement in leadership, and also gives simple coaching strategies to help develop these skills. For example, with the above illustration of self-knowing, a coaching strategy may be to:
• Introduce a brief pause before responding/reacting to check your emotional pulse
• Pay particular attention to other people’s emotional reactions to you and consider our behavior in light of the feedback.
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