Home' Trinidad and Tobago Guardian : December 22nd 2013 Contents A31
Sunday Guardian www.guardian.co.tt December 22, 2013
SERVOL CREDIT UNION COOPERATIVE
91 FREDERICK STREET,PORT OF SPAIN.
Tel: 624-9280, 623-3704
APPLICATIONS ARE INVITED FROM MEMBERS
OF GOOD STANDING TO SERVE ON
Board of Directors.
Super visory Committee.
Please call at the office from Monday to Friday
between the hours of 7.30am and 3.00pm to
collect the nomination form. The completed
form together with a curriculum vitae must be
returned to us by latest December 30th 2013.
BY ORDER OF THE BOARD OF DIREC-
Karen Warner Phillips
AMGECU CREDIT UNION
CHANGE IN OPENING
Cassie is missing from the fairways area!!
Kids are unhappy for Christmas!
If found please call 682-1182! 1221038
It is very important to
understand that emotional
intelligence is not the opposite
of intelligence, it is not the
triumph of heart over head...it
is the unique intersection of
What is Emotional Intelli-
gence (EI), and why is it
important for an organi-
sation to become emotionally intel-
ligent? To answer these questions, I
will highlight the research conducted
by the person who coined the term
"emotional intelligence," psychologist
and author Daniel Goleman.
Consequently, reference is also made
to the Institute of Social and Emotional
Intelligence (ISEI) and the knowledge
I gained in my journey towards becom-
ing a certified social and emotional
intelligence coach with ISEI.
Goleman describes EI as "managing
feelings so that they are expressed
appropriately and effectively, enabling
people to work together smoothly
toward their common goals." Goleman
further states that EI consists of four
• Social awareness
• Relationship management
Now that we have defined what is
EI, and the skills that are necessary to
become emotionally intelligent, let us
now look at the question of why is it
important. Goleman in his book "Working with Emo-
tional Intelligence" stated, "The rules for work are
changing. We are being measured by a new yardstick:
not just by how smart we are, or by our training and
expertise, but also by how well we handle ourselves
and each other."
Goleman seems to suggest that intelligent quotient
(IQ) is not the only measurement for employees,
although it can get you into the organisation, but
how well you play the game and survive is determined
by another skills set. If what Goleman said is true,
then executives, managers, supervisors and employees
have to find "the meeting point of heart and head."
Our attention now turns to why an organisation
is measuring employees performance by a "new
yardstick," according to Goleman. To examine this
point, I want to discuss the S+EI Four Quadrant
Model, which was adopted from ISEI. In this model,
the ISEI expanded on the four major skills that Gole-
man spoke about, and have attributed 26 compe-
tencies to them. However, we will examine the major
In the first quadrant of self-awareness, we examine
the first three competencies:
• Emotional awareness---recognising your feelings
in the moment and the effect it is having on you.
• Accurate self-assessment---knowing what your
strengths and limitations are.
• Personal power---having a sense of your own
self-worth, capabilities and self-confidence.
The second quadrant is about self-management,
looking at your internal state and impulses:
• Behavioural self-control---having your disruptive
feelings and impulses under control.
• Integrity---living your life by the standards of
honesty and ethical values.
• Innovation and creativity---actively pursuing new
approaches and ideas.
• Initiative and bias for action---being ready to take
action when opportunity knocks.
• Achievement drive---having a desire to achieve
excellence in everything that you do.
• Realistic optimism---keeping a positive mind-
set, setting and achieving your goals despite the
obstacles in your path.
• Resilience---be diligent and determined to achieve
what you set out to do.
In the third quadrant of social-awareness, we look
at three factors:
• Empathy---sensing others feelings and showing
interest in what they are experiencing.
• Situational awareness---being able to "size up"
a situation that a group might be feeling and plan
an appropriate response.
• Service orientation---anticipating, recognising
and meeting customers needs.
The fourth and final quadrant examines social
skills, relationship management:
• Communication---listening attentively and having
• Interpersonal effectiveness---having the right
skills that will allow you to relate to people and build
• Powerful influencing skills---applying effective
strategies for persuasion.
• Conflict management---being able to negotiate
and resolve disputes.
• Catalysing change---initiating, managing and
• Building bonds---connecting with people in a
way that builds trust.
• Teamwork and collaboration---working with a
group of people towards achieving a common objec-
• Coaching and mentoring others---identifying the
needs of individuals and groups, listening to their
concerns and getting them to move from awareness
• Building trust---being honest and ethical in your
relationships with people that foster a bond of trust.
Having outlined the ISEI s four quadrant model
and the several competencies that form part of the
major skills of emotional intelligence, it is important
to note that this will go a long way in growing leaders,
help build rapport and trust, improve communication
among colleagues, manage disagreements, respond
to changes, and learn to remain calm under pressure.
Mary Kay Ash, American businesswoman sums it
up nicely when she said, and I quote, "People are
definitely a company s greatest asset. It doesn t make
any difference whether the product is cars or cos-
metics. A company is only as good as the people it
Nashroon Mohammed is a life and workplace
Create emotionally intelligent organisation
Links Archive December 21st 2013 December 23rd 2013 Navigation Previous Page Next Page