SUMMARY: Improve emotional intelligence related to leading, managing or supporting employees.

Leaders with strong emotional intelligence:

  • Understand emotional triggers
  • Are aware of making automatic assumptions related to other people’s behaviour
  • Listen first, without interrupting, and acknowledge and validate what they hear
  • Ask questions that recognize another person’s positive strengths
  • Employ reflective listening skills
  • Provide negative feedback in a respectful, helpful and effective manner
  • Regularly touch base with each person who works under their supervision.

COMMUNICATING MORE EFFECTIVELY

Communicating without Judgment

Non-judgmental listening can help develop an understanding of a situation to move forward effectively.

Spreading Positive Talk

Speaking with employees individually and expressing your respect and appreciation for their work can be a powerful way to build morale.

Identifying Your Interaction Style

Learning about your interaction styles when you are under stress can help you modify it to be most effective.

Creating Uplifts (a brief communicative encounter)

Evoking positive emotions through brief conversations.

Listening Without Interrupting

Pausing and listening to others can be helpful for gathering information and building a connection with employees.

Providing Negative Feedback, Constructively

Providing negative feedback in a respectful, helpful and effective manner.

Building Reflective Listening Skills

An effective communication method that involves listening, demonstrating, understanding, reflecting and paraphrasing.

Monitoring Your Communication Style

Understanding the different communication styles to help you minimize your use of less effective patterns.

ENGAGING EMPLOYEES

Connecting with Your Team

Taking time to connect can help create strong relationships, and can reduce the impact of negative emotions in the workplace.

Evaluating Judgments

Learning not to automatically assume the worst about the behavior of others.

Using Appreciative Inquiry

Asking questions that recognize employee’s positive strengths by affirming their past and present achievements, abilities and potentials.

Distinguishing Acknowledgment from Agreement

Acknowledging that someone’s feelings are valid can allow them to feel heard and therefore better able to listen.

Eliciting Feedback

Offering and accepting feedback can help create strong relationships in the workplace.

Eliciting Opinions

Asking someone who is distressed “What can I do that would be helpful to you?”.

Inviting Solutions

Conveying a strong sense of trust and respect, which can make employees feel included and work harder.

Reducing Barriers to Providing Negative Feedback

Becoming adept at tolerating conflict, and having the ability to respond appropriately when necessary.

IMPROVING SELF-AWARENESS

Envision Your Ideal Self

Thinking about how we wish to be viewed by people we work with.

Envision Others’ Evaluations

Using specific words and descriptors to consider how we are viewed by the people we manage.

Understanding Personal Barriers

A first step toward being comfortable and effective when dealing with negative emotions in the workplace.

Using Different Means to the Same End (approaching situations)

Approaching the same situation in multiple ways, all working toward the same goal.