Frequently Asked Questions about Emotional Intelligence.

WHAT IS EMOTIONAL INTELLIGENCE?

Emotional Intelligence, a term coined by two psychologists at the University of Yale (Peter Salovey and John Mayer) and distributed worldwide by the journalist and author Daniel Goleman, is the ability to:

1) Feeling
2) Understand
3) Check and
4) Modify
moods
a) Proper and
b) outside.

What are the practical skills of emotional intelligence?

Practical skills deriving from emotional intelligence are five, and can be classified into two areas:

1) intrapersonal intelligence (internal, self-knowledge)
2) INTERPERSONAL INTELLIGENCE (external relation)

In the first group three skills:
a) Self-awareness (ability to know what is happening in our body and what we are feeling)
b) emotional control (to regulate the expression of an emotion and / or change a mood and externalizing).
c) The ability to motivate and motivate others.
In the second group two skills:
a) Empathy (understanding what others are feeling, to see issues and situations from their perspective), and
b) Social skills (skills surrounding the popularity, leadership and interpersonal effectiveness, and can be used to persuade and lead, negotiate and resolve disputes, for cooperation and teamwork).
As can be seen by the breadth of these skills, emotional intelligence is useful in good times and essential in hard times.

GOOD CONTROL EMOTIONS

When to control means the ability to match the emotional expression to the context (location and person / s involved), the answer is yes. If control means continuously suppress the feeling and / or expression of one or more emotions that ‘we do not like’, this can lead to derangement of personality that can not be considered positive.

EMOTIONAL INTELLIGENCE CAN CHANGE OUR TEMPERAMENT

No, our temperament can not be modified, but many of our expressions can learn to control temper, either by reducing their intensity or duration, or both simultaneously.

Is good, in some circumstances, suppress emotions?

If you choke means to suppress any manifestation of a feeling or emotion, the answer is that, judging from the somatic and psychological evidence is not good to suppress the emotion is, except in extreme cases where it is imperative to do so, but these cases, try to suppress the outward expression of emotion, and his arrival in consciousness.

WHAT HAPPENS WHEN suppress emotions?

First, we can not draw any benefit from them. Secondly, like a wound, a suppressed feeling or emotion can be ‘infected’ (become more virulent). Growing up in intensity, or to fester even more negative sentiment can lead to the outbreak, which has a good come on suddenly, often without relation to the object or occasion of feeling.

Are there negative and positive emotions?

We can not describe the emotions as ‘negative’ or ‘positive’ regardless of any context in which they occur.

In principle, we might think that anger, for example, is a negative emotion that, ideally, would be good not to ever experience.

However, emotions are a survival mechanism introduced by the intelligence manifested in the evolution of species, which has allowed our ancestors to survive until today mammals, and also allows us to continue to survive.

WHAT AREAS OF MY LIFE IS APPLICABLE EMOTIONAL INTELLIGENCE?

Emotional Intelligence has five practical skills. These five practices are useful skills for four key areas of our lives:

1) They tend to our psychological well-being, the basis for harmonious and balanced development of our personality.
2) They contribute to our good physical health by moderating or eliminating patterns and / or psychosomatic harmful or destructive habits, and preventing diseases caused by imbalances permanent emotional (anxiety, fear, anxiety, anger, irritability, etc .).
3) They help our enthusiasm and motivation. Motivation and emotion are the same Latin root (motere), which means move (closer to the pleasant or away from the unpleasantness). Much of our motivation in different areas of life is based on emotional stimuli.
4) allow better development of our relations with people in the family area and affective, social and occupational-professional. In that plane, Emotional Intelligence means taking at an optimal level the relationship between people: determines what kind of relationship will stay with our subordinates (leadership), with our superiors (adaptability) or with our peers (teamwork). Emotions determine how we respond, communicate, behave and function at work and / or the company.

HOW TO USE THE IE to achieve a balance between my work, my family and my studies?

The famous philosopher Bertrand Russell wrote: “To live as one wishes: only that deserves to be called successful.”

The vast majority of people conceive of success as a balance in our personal conduct with respect to the different areas of life: the health, professional, affective, familial and social.

However, a few years ago, won a cult of success that did not measure the costs, ironically, in terms of the most important asset: our own life.

But is this kind of success – that harms the health, relationships and peace of mind – which is worth achieving? Can someone who ends up suffering from ulcers or heart, or who has been divorced because of work pressures, or may not have colleagues who have become friends because they only pursued the best grades, be considered fully successful

Today there is a growing tendency to define success in terms of a balanced life in which physical targets share space with ‘intangibles’: enriching family relationships and roles and mutual support, a healthy body that can control stress, high participation in community life, and opportunities to meet creative and altruistic desires. A balanced life can not be achieved without emotional intelligence, a component that allows us to launch and sustain what has been called ‘the system of total success. “

Emotions can be modified at will?

Not always. There are so strong and sudden emotions which can not be dissociated from its physical manifestation, and this is a mechanism that evolution has imposed on our body, for reasons of survival, and obviously we can not change at will. However, emotions that are based on feelings and / or processes of thinking and reasoning (anger, anxiety, sadness, etc.). It can be controlled and changed, but also within the limits imposed on each temperament.

WHAT IS AN EMOTIONAL POP

Is considered ‘emotional outburst’ to that mental and physical shock is found for a given time, free from the control of the cerebral cortex: is through reasoning, or awareness of the context in which outbreak occurs, or the consequences thereof, etc.

How Does EMOTIONS CAN AFFECT HEALTH?

Most emotions involve significant physiological changes, which commonly leads to frequent repetition somatic (or physical), and indeed much of the stress (if not most) is nothing but emotional stress.

MY emotions influence performance at work?

Yes, there is hardly any sphere of human activity not be influenced (for better or for worse) by the emotions or learning, or work performance, or athletic performance or artistic creation.

HOW INFLUENCE OF EMOTIONS IN MY MY WORK / PROFESSION?

The emotions determine, as noted in the previous answer, the level of performance that we are able, in a state of emotional balance or imbalance, as well as determine what type of relationship will stay with our subordinates (leadership), with our superiors ( adaptability) or with our peers (teamwork). Emotions determine how we respond, communicate, behave and function at work and / or the company.

The term emotional intelligence refers to the human capacity to feel, understand, monitor and modify emotional states in oneself and others. Emotional intelligence is not stifle the emotions, but address them and balance them.

The concept of emotional intelligence, although it is current, it seems to us a clear forerunner in the concept of Social Intelligence of a psychologist Edward Thorndike (1920) who defined it as “the ability to understand and lead the men and women, boys and girls, and act wisely in human relations. ”

For Thorndike, in addition to social intelligence, there are two types of intelligence: the ability to handle abstract-ideas-and mechanical-ability to understand and manage objects.

An illustrious recent history of what Emotional Intelligence is the theory of “multiple intelligences” by Dr. Howard Gardner, Harvard University, who notes (“Frames of Mind”, 1983) that people have seven types of intelligence that connect with the world. Broadly, these intelligences are:

Linguistic Intelligence: Is intelligence related to our verbal ability with language and words.
Intelligence Logic: It has to do with the development of abstract thought, with the precision and organization through patterns or sequences.
Musical Intelligence: This relates directly to the musical skills and rhythms.
Visual Intelligence – Space: The ability to integrate elements perceive and arrange them in space, and to establish relationships between them metaphorical type.
Kinesthetic Intelligence: Covers all aspects of body movement as both objects, and reflexes.
Interpersonal Intelligence: This involves the ability to establish relationships with other people.
Intrapersonal Intelligence: This refers to knowledge of self and all related processes such as self-confidence and motivation.

This theory introduced two types of intelligence closely related to social competence, and to some extent Emotional Intelligence Interpersonal and intrapersonal intelligence. Gardner identified the two as follows:

“Interpersonal Intelligence is built from a nuclear capacity to feel distinctions among others: in particular, contrasts in their moods, temperaments, motivations and intentions. In more advanced forms, this understanding allows a competent adult to read the intentions and desires of others, even if they are hidden … “

And Intrapersonal intelligence as “knowledge of the internal aspects of a person: access to one’s own emotional life, the very range of feelings, the ability to make discrimination between emotions and finally bring them a name and use them as a means to interpret and guide their own behavior … “

THE EMERGENCE OF EMOTIONAL INTELLIGENCE

In 1990, two American psychologists, Dr. Peter Salovey and Dr. John Mayer, coined a term whose future fame was hard to imagine. That term is ‘emotional intelligence’.

Today, almost ten years of this ‘company presentation’, few cultural environments, academic or business ignore the term and its meaning. And this is due mainly to the work of Daniel Goleman, researcher and journalist for the New York Times, who brought the issue to the center of attention all over the world, through his work ‘Emotional Intelligence’ (1995).

The new concept, thoroughly investigated in this work and others that occurred with dizzying speed, bursts with unusual force and shook the categories established in order to interpret human behavior (and therefore science) that for centuries have been devoted to unravel: whether they Psychology, Education, Sociology, Anthropology, or others.

Emotional Intelligence is the ability to recognize and manage our feelings and those of others, so we can properly maintain positive relationships with ourselves and with others.

1. DEFINITION OF EMOTIONAL INTELLIGENCE

Emotional Intelligence is the ability to recognize and manage our feelings and those of others, so we can properly maintain positive relationships with ourselves and with others.

Emotional Intelligence is not innate and can be enhanced through learning throughout our life using our experience to do so. Emotional Intelligence includes personal skills such as self-awareness, self-regulation and motivation. Emotional Intelligence In addition to social skills are very important. Some of them are empathy and social skills in general. Emotional Intelligence is defined as the ability to capture the emotions of a group and lead them towards a positive outcome. This talent can learn and grow in business, still very profitable.

2. BUSINESS INFLUENCE IN THE FIELD

Emotional Intelligence became critical when Daniel Goleman coined this term in two books “Emotional Intelligence” and “The practice of Emotional Intelligence” where he expounds his theory, whereby the top management success depends on emotional intelligence, understood as a set of skills that can be learned through life experiences. This was a shock to the global business world. Firms increasingly place more importance on emotional intelligence, based on the premise that workers already have enough intellectual ability and technical skills to do their job, and focuses on personal qualities such as initiative, leadership, adaptability , empathy or the ability of persuasion. Emotional intelligence helps us making better decisions. In companies based on emotional intelligence, the human part is as important as the rational part.

In fact, bring out the best out if they encourage and motivate staff. In business there are two types of resources: human and material. Human resources are very valuable in business, so a good management of these resources will cause many benefits in economic terms, because human resources handle materials.

In Spain we are going more slowly in these practices. So far, only a small percentage of large Spanish firms are taken into account in personnel selection, promotions and promotion of emotional intelligence of the candidates, although this percentage increases ever. Even SMEs also take into account emotional indicators, such as the performance depends on these capabilities.

3. EMOTIONAL INTELLIGENCE IN THE EXECUTIVE SECRETARY

The concept of emotional intelligence is extremely useful to increase the effectiveness in managing human resources. In the field of Executive Secretarial Emotional Intelligence becomes vitally important, because the implementation of this concept facilitates the performance of the functions of `post. Facilitates and increases the effectiveness of the Secretary in dealing with clients and managers.

4. TRAITS OF A SECRETARY WITH EMOTIONAL INTELLIGENCE

Empathy: The Secretary must understand the behavior and ideas of others and put in place, considering and respecting the opinions of the members of his team, which will facilitate the management of groups.

Troubleshooting: The business world is very hard and requires a high capacity for problem solving and initiative at the same time to do so. A smart secretary from the emotional point of view is optimistic and persistent in the objectives despite all obstacles that may arise.

Teamwork: To achieve the objectives it is essential to involve all members of the same team, involved and motivated. A successful collaboration between members of a team will achieve the goals of that team.

Skilled communicator: The cohesion between team members is supported by a fluid and relaxed communication. If it exists, then the Secretary may motivate the team and reach the goal together.

Leadership: An executive secretary speaks to a group of people, so they should have that feature, but the leadership is innate.

Humor: A powerful tool to relax the team and create a pleasant climate for achieving the goal.

Impact: This is a very important weapon to encourage the development of other teammates and get the most out of staff members.

Self-control: The secretaries are under great pressure, so you have to control their impulses and cope with setbacks. With clarity and focus in spite of the problems.

Order: These are organized and careful with their work.

Disclaimer: The secretaries admit their faults, take measures to solve them and move on, so they are responsible with their work.

Mill: Enjoy the diversity of opportunities that we provide different types of people who make the team.

Persuasion: Persuasion is very beneficial to the process of making decisions by consensus. In addition, the secretaries are constantly in relation with customers, team members, other managers, suppliers and therefore lead to be persuasive and diplomatic success on many occasions. In the daily work will have to make decisions by consensus, so that can be difficult.

As we have seen in this article the theory of emotional intelligence still has a long history in the business world. First of all this theory offers an interesting perspective to the world of the secretariat, as well as being a tangible reality in the Spanish labor market, as evidenced by the completion of courses, workshops and seminars applied to emotional intelligence.

To investigate whether emotional intelligence is linked to our responsibilities, we should ask these reflective questions:

THE RESPONSIBILITY IS A FEELING

To investigate whether emotional intelligence is linked to our responsibilities, we should ask these reflective questions:

1) Is it possible the lack of emotional control responsibility
2) Is the responsibility nourishes our emotional energy?
3) What is the relationship between responsibility and failure?

And some of these responses reveals the link between Emotional Intelligence with the responsibility:

1) At work, the ultimate demonstration of personal responsibility can be take control of our own state of mind. We all know that our emotions have a powerful influence on thought, memory and perception. When we are angry more easily remember the incidents that only support our anger, the thoughts are concentrated on the object of our anger and irritability so altered our world view that a mild comment might seem hostile. Resist this despotic quality of humor is essential to work productively.

2) In the world of work, increasingly, we see signs of emotional decay. People seem exhausted, yet emotionally charged.

A leader who can handle his moods is someone who also understands the mood of his subordinates.

The bad bosses treat their subordinates as if they were all alike. They rarely ask, ‘How is the emotional composition of my subordinates? Why do I have such difficulty with them? “

They have no awareness of how the temperaments blend or clash. But the mix is perhaps the most essential facet of a good organization. Manage a group or company does not have to do only with the leadership skills, but more specifically with the duty of a leader to recognize the nature of each individual and to bring out the best in people.

For example, an angry leader assistants can help you feel less intimidated, saying, ‘Hey, I’m just me. When I get mad, do not take it personally. “

Otherwise, without this comprehensive framework, but the anger arises one percent of the time, it will affect the quality of the rest of the time, because people will never be sure when they will occur, and what it means, another explosion.

3) The liability is proof of failure, in those situations where we have to accept the facts straight in order to change course.

The success of a man or a company is made up of failures, because experience and risk every day, and suffers further falls as the faster …

It is known that, in riding, not the good rider who has never been dropped, but will never be until it is thrown, then there will be haunted by the fear of falling and will ride safely.

From the point of view of Emotional Intelligence, responsibility test failures, covering various aspects:

A) Awareness: Overcoming the fear or guilt, to move forward.

B) Control Emotional reactions and outbursts avoid damaging the morale of the group.

C) Motivation and Persistence: remembering that success is the sum of small efforts … repeated day after day.

D) Empathy: the ability to listen and understanding, appropriate ways to maintain harmony in relationships.

E) LEADERSHIP: Recognizing, with equanimity and patience, that failures are a source of learning. As the philosopher Friedrich Nietzsche said: ‘There are no failures, only lessons. “

Expressed in a synthetic formula:

FAILURE = WORK = SUCCESS LEARNING =

Is going to define emotional intelligence as the ability to capture the emotions of a group and lead them towards a positive outcome.

It should also be clear that this talent can learn and grow within organizations and is the responsibility of any person, determine whether you have these skills.

COMPONENTS OF EMOTIONAL INTELLIGENCE

Awareness: sometimes costs us be honest with ourselves, in ways that we know we must improve and do not recognize it. This section therefore refers to the ability to recognize and understand our moods, our emotions, and their effect on people around us. Also self-awareness helps us determine where we go and what we can accomplish goals realistically.

In addition we recognize our mistakes and be more cautious when carrying out certain work.

Self-Regulation: As the name implies, this ability allows us to control our impulses and emotions and think logically before doing anything. This point is important because if at some point we are faced with an unpleasant situation where the first reaction would yell or hit things, the self makes us think before acting, determine why they failed in that situation, what factors might affect for failure and how it could solve the best way. This is important to note that a leader with this ability would give him more confidence in his subordinates and quarrels within a group tend to disappear. Fear of change would not be present in a leader with this skill and thought and thought will always be first.

Motivation: here the important thing is to work and feel satisfaction at a goal completed, and not only seek reward in money or status. Leaders with this skill are passionate about their work, they like to always learn, are creative and show an impressive energy and a desire to complete the best activity and keep track of performance done.

At the same time to failure, they see black clouds, but an opportunity to become better and his commitment to the organization is becoming stronger and thus receive higher monetary offers to change employer and occupation, the most important thing for them is performed as individuals and grow in the environment to which they are accustomed.

Empathy: This ability causes a leader to consider the feelings of subordinates and know how to treat people according to the reactions they can have at one time, is knowing how to say things and how to act to perceive and understand the point of overview of each of the members of a particular working group, to problem situations.

It is important to add that empathy is very necessary to treat international business as part of an ever-increasing globalization and the important thing here is to treat customers well, understand their points of view and discover what desires can be satisfied with the best.

Social skills: empathy with, this component refers to the ability of people to manage relationships with others and lead them towards the desired direction and is looking for an agreement or enthusiastic about a product or service.

This article discusses the importance with which the leader of a development area for both the company and the personal and emotional development of human capital under management. So to help achieve the general objectives proposed by management and especially to achieve a high level of emotional intelligence TEAM is the real engine of business success.

In these highly competitive times where changes in technology and paradigms are the very reason for the growth or decline of many companies, there is the intrinsic need to achieve to meet the objectives proposed by the managements and assimilated by the middle seeking continuous improvement of labor management of each of its members.

Among the various functions that are performed is cohesion to form work teams where there are not only technical skills and identification with the basic fundamentals of the company but each area leader meets a productive role in reflecting ( among other factors inherent in his position) to seek a collective emotional balance, also called the team’s emotional intelligence, as this will contribute markedly to increase the skills of each of his subordinates, each worker developed in both the personal as professional, as perceived self and get a direct impact on the organizational development of the company, remember that this is inconceivable without having a personal development of each team member.

For this reason, the attitudes of the leader directly or indirectly affect people working under him and many times these verbal and nonverbal demotivate or in worst cases tend to trigger neurotic traits such as insecurity in making decisions labor, distress to attend meetings within the company or office, gradually repressed anger, feelings of constant frustration, melancholy thoughts, verbal aggression toward coworkers, reactive attitudes, high levels of suspicion, insomnia, hypochondria, etc.. We note that the center of work and in particular the role of “leader” of the area creates an atmosphere that has all the conditions to generate the various alterations of the personality of the individual, the collective mental health is being systematically changed negatively.

To focus more perspective on the issue and providing a dose of culture will make a brief general history of the concept of neurosis which was introduced in the medical literature in 1777 by William Cullen in his book “Firt Lines in the Practice of Physick “and even today there are several authors who have given a very particular on the issue but ultimately everyone agrees that the neuroses are diseases of personality characterized by intra-psychic conflicts that inhibit social behavior disrupting the internal balance the person, where there is loss of contact with reality.

It makes us understand that subordinates while working under pressure to meet pre-agreed targets and also have a “leader” instead of being a facilitator to develop the skills of human capital under their control, which is done generate more tension and emotional imbalances as a whole (each individual will have a different answer) since the messages that should be of emotional support, encouraging but realistic, to see what strengths and weaknesses of each team member and as a means of feedback constant, never criticize but provide comments, do not give orders but ask for support, always be diplomatic and Solomonic search results when you have made a mistake, do not blame or hurt the pride of the workers and be consistent with what one professes and values of the company, making each one feel important to emphasize that if any of this fails, and if you fail all win win all, they are contrary attitudes.

It is true that work pressure raises anxiety levels, however, we must channel that emotion in favor because in all the leading companies that will work under the same pace and is constantly adapting to environmental changes, becoming more proactive.

To conclude manifest to work in an atmosphere of pressure is favorable as long as they go hand in hand with a leader who develop psychological staff to become a specialist not be neurotic.

What can we do to develop emotional intelligence in our companies?, Is it enough to spread the concepts?, What has to have an emotional intelligence program to succeed?

What can we do to develop emotional intelligence in our companies?, Is it enough to spread the concepts?, What has to have an emotional intelligence program to succeed?

This article proposes a key tool that should be viewed in any program for the development of emotional intelligence emotional intelligence workshops.

At this point you already have certain knowledge about emotional intelligence and knows the benefits associated with their development, both personally and professionally:

• improving communication;
• the worker feels more of a person, happier, fuller and better quality of life, increases motivation,
• improve personal relationships,
• people become more involved in their work and are more responsible and autonomous,
• improving the working environment, our power (especially the charismatic) and our leadership is strengthened,
• increase the effectiveness and efficiency of people and equipment,
• processes of change and continuous improvement are streamlined,
• improve customer relations and all the company public,
• … and also improve a myriad of small and subtle things besides the profitability of the company.

You have probably tried to implement some of the concepts that tell the books that speak on the subject, how you been?

No doubt, as in much else, although it is relatively easy to understand and commune with the theory, put it into practice is much more expensive and often we feel lost and before you start or do not see the results of our effort and dedication.

And is that the key to successful development of emotional intelligence in the company is in the personal development in the effort of each of the subjects involved, their pace from introspection, awareness and the desire for change and continuous improvement of each.

Why, in order to develop emotional intelligence in business, everyone (especially those in senior positions), they must develop their own.

So if we want to manage and direct the development of emotional intelligence is necessary to facilitate a climate of trust and openness, to increase the level of consciousness and self-awareness of each employee and increase their motivation.

An effective tool for achieving this are emotional intelligence workshops, where through an experiential and participatory methodology creates a space for reflection and awareness of the areas that each participant must work “in itself to achieve its objectives within the framework of the needs of the company.

But for the workshops are effective emotional intelligence must consider some guidelines:

• The objectives should be well defined and placed within the area of emotional intelligence.
• They must be guided by emotional intelligence professionals.
• Must be in a climate of trust, openness and sincerity.
• They follow an experiential approach, using methods such as “in-door / out-door training” or games and experiences that facilitate the connection with reality and the individual company.
• They should encourage introspection, reflection and awareness.
• They connect with the emotions and motivation of each participant.

On the other hand, you should be residential, because that break with traditional patterns, promote concentration and group cohesion, which allows for greater trust and openness. They are also very well received by participants in turn serve as a reward and normally, and although at first sight seem otherwise, good value for money costs.

It is also preferable that the workshops are included in a larger program where you insert coaching sessions and individual tutoring either externally or internally.

In any case, must meet the needs of the organization so that it works the shared values and culture of the organization’s own role or at any time without forgetting the interests of each participating individual and personalized.

In this way, will result in a change in behavior and consistent habits, where both the organization and the participant will be satisfied with the improvement project undertaken.

And which, as evidenced by the very essence of emotional intelligence, emotions are the engine of any action. if we do not use methods that directly contact the interior and the “heart” of the people hardly succeed in bringing about changes in them, or in ourselves, therefore, any well-structured program that aims to influence attitudes and get energy for change and improvements, must have emotional intelligence workshops.

“He who conquers others is strong, he who conquers himself is mighty.” Lao-TseA

Emotional Intelligence is the ability to understand emotions and lead, so that we can use to guide our behavior and our thought processes to produce better results.

Emotional Intelligence: What is and what it includes
Emotional Intelligence is the ability to understand emotions and lead, so that we can use to guide our behavior and our thought processes to produce better results.

Includes abilities: perceiving, judging, and express emotion accurately; contact or generate feelings to facilitate the understanding of oneself or another person understand the emotions and knowledge derived from them and regulate them to promote one’s own emotional and intellectual growth.

Emotional Intelligence includes Interpersonal Intelligence Intrapersonal Intelligence. Intrapersonal Intelligence is manifested in touch with your feelings, discern these feelings and guide behavior. Interpersonal Intelligence is determined by the leadership, the ability to interact, maintain friendships and resolve social problems.

The two sides of which consists of i.e. include a range of skills. Those belonging to the Interpersonal Intelligence, have been the subject of management education for years, however, the powers of Intrapersonal Intelligence, such as self-awareness, self-regulation and self-motivation is novel treatment in the business, therefore, are not yet within the executive education projects, is they are not accustomed to question their attitudes to life.

Today’s managers know themselves?

Most of the executives attending an Emotional Intelligence course, come with the need to improve their relationships with others or to optimize their power of influence or persuasion. However, do not realize that to be effective in this field, they must first know themselves and be accepted. They ignore that are not known. Do not know who really identify with what they are based on their beliefs, values, strengths and weaknesses, without analyzing whether these really belong to them or are “imported” from abroad and accepted by them as truths. As a result, there are approaches in relation to their motivation, their professional or personal life, unless they are facing a difficult situation before a problem or a crisis. But not something that should be naturally the same way that every day we deal with showering, dressing, eating, etc ….

In my experience, in general, the higher the position of the manager, the greater the ignorance of himself. Will has not had the need?, Have you missed time, or has left fear, delving into such depths?. Or perhaps you’ve lived too many years in the race to get business or professional goals, which has left him no time to define their own life goals. Probably what happens is that it’s “worth” more external as internal.

Based on a well-known phrase “Life is like an echo, if you do not like what you get, be careful what you emit, it is important to understand these managers, who understood involves known and understood is a first step to be accepted, and can only be accepted starting to love, and to love themselves is a sine qua non to relate well with others.

Only someone who knows what it feels like it feels, you can manage your emotions, moderate and arrange them in a conscious way.

Worked on these ideas in seminars, to completion, they realize that the job that lies ahead, is a profound reflection of who I am, what I think, what I feel, and how I behave. These are basic questions to do, to understand what happens and why treat them as they try and cause the impact they cause.

How to foster self

The Intrapersonal Intelligence competencies like self-awareness and self-motivation, you can not learn in a traditional training sessions. However, they can serve to awaken consciences, turn on a light, seeing that there are other ways to get started on the journey more fantastic and important and that there is to know oneself. These are skills that are developed by an intense personal work normally performed by foreign aid of a mentor coach.

The first step is to find out what are our values, the following analysis of the beliefs that have formed around these values. Recall that the values are thoughts we have about things, and from those thoughts define beliefs, which may be limiting or enhancing, both to judge others, to validate or justify the way we behave.

To delve into the self of the person, it is necessary to use tools that facilitate this process and accelerate their implementation. The traditional tests, only part of the individual, defining a personality style, depending on behavior, but not too deeply into the origin of the same, ie the values and beliefs that constitute the starting point regarding the individual to perceive the reality and the vital parameter that defines the behavior of the person.

The values have their origin in the education received in childhood may be genetic (from the scientific point of view), or the expression of the essence of our being (from the views of transpersonal psychology). Whatever the origin, the important thing is to realize and analyze what are the beliefs that have developed in terms of them, in order to submit a review, with the will to fulfill them or replant them.

Tools for self

The work of self is a difficult task forward in a process of personal development, for which there are several ways, some faster than others. Of the tools available, only some are known and used in the business world.

The coaching or personal training for example, is a system in which the coach helps the trainee to discover their limiting patterns of behavior. However, this aid possible, the coach must be a person at the same time very personal, with a clarity of mind and a deep personal self, in addition to a psychoanalytic base that allows you to work with the submerged “iceberg” of behavior.

Now, there are a number of other techniques are also very effective but not so orthodox, because they come from all areas of knowledge explored in the Western world, and less in the business, as “archetypes”, the “centering” and “development of the witness.”

All of them are individual approaches to the alphabet, in which the individual becomes the target star witness and observer of its own processes.

What differentiates these traditional systems is that the person must learn to feel their behavior because to make fundamental changes within oneself can not be done by eliminating those behaviors by discipline, sublimation, or through any other act of will: we must investigate and understand the causes. This requires patience and a notice, in which there are no trials of any kind, and analytical mental processes, but the “inner sage” that is, as St. Augustine said “Inside me there is one who knows more about me than I same. ” What validates these techniques is that the person is away from the ego (the ego understood from a perspective of transpersonal psychology, that is, as desire for certainty, security, which are the main activities of this).

Using the Tools

A tool like the name implies, should serve as a means, not an end. In my opinion, any system which serves to provide information and shed light on so complex an act as self-knowledge, should be considered, since it represents an element of ignorance to deny her employment was not considered valid and scientifically tested on a sufficient sample of individuals .

Is it possible to verify its applicability through the view finding a suitable sample of individuals who were proposed self?. Self-knowledge can not be measured statistically or scientifically and is therefore likely that the HR specialist ruled out new tools for not being scientific.

The more I investigate several lines of self-knowledge, the more I realize that all converge on the same thing in various ways, so I wonder why you have to be Orthodox, when acting eclectic, incorporating tools so far unproven monitored for effectiveness This means that not so interested in the origin
of tools, such as professionalism in its implementation.

In my opinion there is that “tearing their garments” and instead have to open the mind and incorporate tools validated by people other cultures scholars in other fields (not least wise), and bring new light to this difficult task of self-knowledge.

Introduction

ABOUT THE AUTHOR OF THIS SUMMARY: Fernando Pozueta, industrial psychologist with over 13 years experience in the field of training and “converted” to the interesting world of knowledge management, in which the contribution of the powers expressly by Daniel Goleman form an intelligent starting point.

Millions of books worldwide of her first best seller “Emotional Intelligence” renew their interest in this controversial matter has caused. Surely part of the success has been to link two seemingly contradictory words “Intelligence” and “Emotion.”

In his first book, Daniel Goleman, develops from both physiologically and socially the importance of using our emotions positively and focus on the effectiveness of personal work and relations with others.

In this second book, which since its cover is advertised as “The highly anticipated sequel,” Goleman made a thorough analysis of what he calls emotional competencies, not to mention his particular crusade in favor of Emotional Intelligence as a key factor success as opposed to the traditional concept of rational intelligence: “It is paradoxical that the IC is bad predictor of success among the group of people smart enough to perform well in cognitively demanding fields”

The aim of this paper is to introduce readers to the most important concepts included in this book. At first, I moved an effort to summarize, because in the book are hiding a bunch of good ideas behind a wild collection of anecdotes and, from my point of view, working with this book as a reference for studies or training courses is really complex. I hope that my desire to be useful.

From here, there is the prospect to keep writing and expanding on what is written in the literature of emotional intelligence, so that the structure of this article can also serve to structure an orderly approach on this issue.

Please forgive me friends of neurobiology not put me in it, Goleman describes the bases in the first chapters of his first book are sufficiently explicit.

Importance of Emotional Intelligence

“The rules that govern the workplace are changing. At present we are judged not only as more or less intelligent than we may be or by our training or experience, but also how we relate to ourselves or others. “

This is as we have said, the great crusade of Goleman: that from all possible areas will begin to consider emotional intelligence and skills as keys to personal and professional success. Here is a collection of phrases to illustrate his approach:

• The most convincing and powerful arguments are directed to the head and the heart. And this close orchestration between thought and feeling is possible thanks to something that could qualify as a highway brain, a set of neurons that connect the prefrontal lobes – the brain’s executive center, located just behind the forehead and deals of decision making, with the deep brain region that houses our emotions.

• Thus it is somewhat ironic that the “soft” skills play a decisive role in career success in the hard domains.

• Excellence depends more on the emotional skills of cognitive abilities.

• Even in technical professions and scientific, analytical thinking ranked third, after the ability to influence others and achievement motivation.

• When making a decision, “the first step is always very conscious, deliberate and analytical, but we must not neglect the emotional aspect because both are equally important. It is what is called hunch, intuition.

• The ability to perceive this type of subjective sensations have an evolutionary origin. The brain regions involved in visceral sensations are much older than the center of rational thought.

• The neural circuits linked to emotional centers (the amygdala) provide us with a somatic response, a gut feeling “of the decision we take.

• The term typically used to refer to this kind of sensibility that guides us is that of wisdom. (P.80).

• Our mind is not organized like a computer that can give us a neat copy of the rational arguments for and against a particular decision, based on all previous occasions we have had to face a similar situation. Instead, the mind does something much more elegant, gauging the emotional fallout left by the previous experiences and give us an answer as a hunch or gut feeling.

• When we have adequate emotional resources, which previously looked threatening, we may end up approaching it as a challenge and face it with energy and even excitement. (P. 131)

Characteristics and traits of successful people

To illustrate his thesis, the author takes note of several investigations in recording the characteristics of what are called “star employees” as well as the characteristics that employers seek workers currently.

The research over the decades have tried to trace the talents of workers “star” indicate that there are two skills that have become crucial in the nineties: the formation of teams and the ability to adapt to change.

There are a whole new set of capabilities that are beginning to emerge as a feature of star employees, among which include the ability to serve as a catalyst for change and harnessing diversity.

We found that there are some skills that workers differed from the other star. These are: empathy, self-discipline, initiative. (P. 35)

To adequately address the emotional in the extreme situations need to be a good mediator, ie one must be able to build the trust of others and to establish an appropriate rapport with them, ie listening, be able persuade and find advice. In the words of this msmo management: “to encourage the confidence of others you should be aware of himself, taking the point of view of others and also be able to be fully present.” (P.56)

The only difference in cognitive ability managers “star” of mediocrity is the ability to recognize patterns, ie the ability to extract the information needed to understand the most relevant trends and forge a “global vision” to allow strategic planning action for the future. (P.58)

The best are always willing, for example, to stay extra time to help their peers to complete a project and not keep for themselves the small discoveries that can ease the work but are shared openly. These are people who do not compete, but cooperate. (P.62)

The most important emotional skills for success fall into three groups:

° Initiative, achievement motivation and adaptability
· Influence, ability to lead teams and political consciousness
· Empathy, self confidence and ability to encourage the development of others (p.64)

In a rapidly changing world we find that flexibility, the ability to adapt to change is more important than experience (p.69).

Only when a person shows a wide array of full spectrum of emotional competencies is possible to achieve what McClelland called “critical point”, a condition that allows a worker stand out as “star” and a role to semejamte of catalysts in chemical reactions. (P.63).

What are currently seeking contractors for workers?

• Ability to listen and communicate verbally.
• Adaptability and ability to respond creatively to setbacks and obstacles.
• Ability to control yourself, confidence, motivation to work towards certain goals, feelings of wanting to open a road and be proud of their achievements.
• Group and interpersonal effectiveness, cooperation, teamwork ability and ability to negotiate disputes.
• Efficiency within the organization, willingness to participate actively and leadership potential.

Characteristics and traits of people who fail

But if these are the star worker skills and therefore, those that employers value most in the current characteristics and traits of people who fail are:

The findings of research conducted with senior executives who had just failing to show the following common features:

Stiffness-inability to adapt to
change and inability to assimilate or respond appropriately to feedback on the features that should change or improve. With little development of the ability to listen and learn.

Foreign very poor: people who strongly criticized, insensitive or exaggerated demands confusing ending his subordinates.

The differences among managers who succeed and those that fail usually revolve around two main dimensions of emotional competencies listed below:

Self: bosses who fail often to look at the pressure and tend to bad moods and anger attacks. The successful manager does not lose the balance during stressful situations, but even in the crisis miedio maintain their composure.

Disclaimer: the failed defensive reaction to the mistakes and criticism, denying them, covering up or trying to unload their responsibilities on others

Fidelity: the errors are linked to excessive ambition, the desire to seuir forward at the expense of others. Quetriunfan managers show a deep concern for the needs of their subordinates.

Social skills: those who fracasn show an excess of arrogance, aggressiveness, or arrogance.

Linking and leveraging diversity: the managers who fail are unable to create a network of cooperation and beneficial relations (p.68).

The importance of Emotional Intelligence for Managers and Technical

Hundreds of millions of dollars, euros and coins of all kinds are managers and executives spent a year in training. Of course, if there is anything of concern is the development of leaders in organizations, this perspective does not escape the emotional intelligence, nor escapes the development of these skills to technicians so important in the era of the “bits”

The Peter Principle, which states that one is promoted until he reaches his level of incompetence shown as the fact that a person is promoted for good technical knowledge will be assumed that a good boss, as the position of managing people is new to him.

This principle explains why the working environment is saturated with bad bosses (p.70).

Stephen Rosen explains about MIT scientists and technicians, “The more intelligent they are, the more they have emotional and social incompetence. It is as if the intellectual muscle would have been enhanced at the expense of the muscles of personal and social skills “This phenomenon is called” learned helplessness “(p.72)

Definitions

Before you introduce us to concepts in the book, I agreed to spend some time in learning how the author understands concepts such as competence, practical intelligence or emotional competence:

A competence is a personal characteristic or set of habits that lead to superior job performance or more effective or, to put it another way, a skill that increases the economic value of the effort that an individual is engaged in the workforce (p. 35)

Practical intelligence: a combination of skill and experience. Thus, apart from the IC are our practical skills and expertise that we can master that will determine our daily performance.

The expertise is largely a combination of common sense and practical knowledge and skills necessary to adequately perform our work. Expertise is acquired through everyday learning and allows us to understand the intricacies of a particular profession, a real knowledge can only come from practice.

An emotional competence is a learned ability based on emotional intelligence giving rise to an outstanding work performance.

Our emotional intelligence determines the potential that we will have to learn the practical skills based on one of the following composition: the self-awareness, motivation, self-control, empathy and the ability to relate.

Characteristics of Emotional Intelligence

Let’s see then as the author defined the most important features of Emotional Intelligence

The emotional intelligence skills are synergistic with respect to cognitive and star workers have both.

The uncontrolled emotions can turn into stupid people more intelligent.

But the fact of having a high emotional intelligence does not guarantee that the person has learned the emotional competencies that matter most in the world of work but only that is equipped with excellent potential to develop them.

The findings of a Harvard study that exposed people may have intuitively, in the first thirty seconds of a meeting, basic printing will have fifteen minutes … and after half a year.

The intuition and gut feelings are an index of our ability to capture messages from the internal store of emotional memories, our personal wealth of wisdom and reason (…)

The characteristics of emotional intelligence capabilities are:

• Independence. Each person brings a unique contribution to job performance.
• Interdependence: each individual depends to some extent on others.
• Ranking: skills of emotional intelligence are mutually reinforcing.
• Need sufficient but not have the skills … not guaranteed to end up developing.
• Generic … can be applied generally to all work, but every profession requires different skills.

The Emotional Powers

The book traces the conceptual development of the definition and explanation of emotional competencies

Personal competence. Determine how we relate to ourselves

Self-awareness: awareness of our own internal states, resources and intuitions.

• Emotional awareness: recognizing one’s own emotions and effects
• appropriate assessment of self: knowing one’s own strengths and weaknesses.
• Confidence in yourself: Security in the assessment that we make about ourselves and our abilities

Self-regulation: control of our states, impulses and internal resources

• Self-control: ability to handle adequately the conflicting emotions and impulses
• Reliability: fidelity to the criterion of sincerity and integrity
• Integrity: taking personal responsibility for our actions
• Adaptability: flexibility to address changes
• Innovation: feel comfortable and open to new ideas, approaches and information.

Motivation: Emotional tendencies that guide or facilitate the achievement of our objectives.

• Achievement Motivation: strive to improve or meet a certain criterion of excellence.
• Commitment: To support the objectives of a group or organization.
• Initiative: readiness to act when the opportunity presents itself.
• Optimism: persistence in achieving goals despite obstacles and setbacks.

Social Competence. Determine how we relate to others

Empathy: awareness of feelings, needs and concerns of others

• Understanding of others: being able to capture the feelings and views of individuals and actively interested in things they care about
• service orientation: anticipating, recognizing and meeting customer needs
• Use of diversity. Seizing the opportunities that we provide different kinds of people
• political awareness: the ability to realize the emotional currents and underlying power relations in a group

Social skills: ability to induce desirable responses in others

• Influence: tactics of effective persuasion
• Communication: to issue clear and convincing messages
• Leadership: inspiring and leading groups and individuals
• Catalyzing change: start or address changes
• Conflict resolution: the ability to negotiate and resolve conflict
• Collaboration and cooperation: to be able to work with others in achieving a common goal
• Computer Skills: being able to create group synergy in pursuing collective goals

The Emotional Awareness

The ability to recognize how our emotions affect our actions and the ability to use our values to guide the decision-making process.

Emotional Awareness: recognizing our emotions and their effects

The People with this competence:

• know what emotions they
are feeling and why
• Understand the links between feelings, thoughts, words and actions
• Know how their feelings affect their performance
• Have a basic understanding of their values and goals

Richard Boyatzis defined the consciousness of himself as “the ability to remain vigilant, to recognize the subtle indicators and internal signals that let us know what we are feeling and you can use them as a guide that informs us about the way continuous we are doing things “

The emotional awareness begins by establishing contact with the flow of feelings that we constantly told to supplement and recognizing that this semociones stain all our perceptions, thoughts and actions in a way that allows us to understand how our feelings affect others too.

The flow of feelings

The background of our emotional life runs in a steady flow of our thoughts. In the background of our consciousness there is always a mood, but, ingeneral, we are unaware of the subtle moods ebb and flow as we perform our daily routine. But every day makes us more concerned about our flow of thoughts, immersing us in the work we carried out without sensing the feelings it generates in us. To raise public awareness of this noise underground moods and emotions we need to do a mental pause, pause rarely allow ourselves. Our feelings are always with us, but we rarely notice them, however, only when we realize they have been overwhelmed.

It is as if our emotions have their own agenda, but our hectic lives leave them no space or time off and in cnsecuencia, were forced to live a subterranean existence. T all this mental pressure suffocate that inner voice which is the safest adequately compass to navigate the ocean of life.

People who are unable to recognize their own feelings might call the “emotional illiterates.”

In some people, this deafness is a kind of emotional neglect of the messages we Manad our body in shape, for example, chronic headache, back pain or anxiety attacks.

But the consciousness of oneself is a skill that can be cultivated, for example with daily meditation.

Let us be guided by our internal compass (p. 88)

The self-awareness is a kind of internal barometer that tells us whether the activity we are carrying out, or we will amprender, really worth the trouble. Feelings give us an overall picture of any situation. And in case there are discrepancies between our values and our feelings, the result will be a serious concern in the form of guilt, shame, doubts, dreams, anxiety, remorse, or similar. And all that noise acts as an emotional fog that inspires feelings that can stop sabotaging our efforts.

Some research shows that star employees to make choices that enable them to work while leaving intact or strengthened their self-esteem, take into account the type of project that most interests them, the type of people they may be more challenging work and personal contribution it can ghacer to maintain efficiency.

Managing the life

As the saying goes: “If you do not know where you’re going, any road works,” which means that the less aware we are of what really excites us, we will be more lost .. And this drift can even seriously damage our health. Perhaps for this reason that people feel that their work does not allow them to take their potential or who feel their work is routine and boring, are at greater risk of experiencing heart disease.

The consciousness of ourselves thus provides a sure compass to harmonize our decisions with our deepest values.

Self Assessment

The frank recognition of our strengths and our weaknesses, clear vision of the points that we should strengthen and the ability to learn from experience.

Meet our resources, our capabilities and our internal constraints

The People with this competence: (pág.94)

• They are aware of their strengths and weaknesses
• Reflect and are able to learn from the experience
• They are sensitive to genuine learning experience, new perspectives, continuous training and self development.
• Have a sense of humor that helps them to distance themselves.

Where blind

Self awareness

Chapter objectivity Antonio Medrano

Feedback

It would be interesting to conduct a questionnaire to these factors, which explains the blind spots and proposes a questionnaire for self-improvement. You can also add to the Johari Window.

It would be nice to start a learning process id4ntificando blind spots for learning

The first step necessary to increase our effectiveness is to identify a need that we should improve but this awareness can be extremely difficult to achieve.

The failed executives seem to be very reluctant to acknowledge their own mistakes and disdain for people who dare to point them out. Their resilience is a clear example, they can not do anything to change things.

One of the most difficult information to get in the business world is a “relearning” constructive and honest about what we are doing, especially from our mistakes. We spent much time criticizing the mistakes of those who openly and honestly haciéndoselos see .. It seems as if exixtiera a kind of Faustian pact, a conspiracy that leads us to act as if everything was OK, when in fact it is not.

Whenever someone is behaving in a certain situation and expressed the unequivocal signs of the existence of a “blind spot.”

Here are some of the most common blind spots, expensive, determined to fend off a study by Robert E. Kaplan:

° Blind Ambition: compete rather than cooperate, boastful

° Unrealistic objectives

° Effort inordinate

° Intrusion

° Be able to

° insatiable need surveys

° Preopcupación by appearances

° Need to look perfect

The role of these blind spots is nothing to prevent the people get to know themselves, because such a thing would oblige them to admit something, their own mistakes, they are not willing to acknowledge.

This makes you to be refractory to any learning experience.

All these blind spots are learned habits, and therefore, if we have any lack in one or another sense, we can always learn to do things better.

Ways to improve

Feedback

Self awareness

The star employees proactively seek feedback and want to know the opinion others have of them because they know that a rat is extremely valuable information. Also the people who know themselves well are good workers and that their self-awareness allows them to correct their judgments continuanmente. (P. 102)

The self-awareness is an invaluable tool for change, especially if our need for change is in line with our own personal goals, our mission and our core values, among which is the fact that trying to improve is good.

Self Confidence

The courage that comes from the certainty in our abilities, values and objectives

A clear sense of our worth and our capabilities

The People with this competence:

• They express confidence in themselves and have the presence
• Can express views and defend without significant support from anyone what they think is right.
• They are enterprising and capable of taking important decisions despite uncertainties and pressures.

The trust itself is the status of any outstanding performance indisensable because without it, people usually lack the conviction sufficient to meet the challenges before us. Confidence in ourselves gives us, in sum, is sufficient certainty as to assume the role of leader.

For those who lack confidence in themselves:

• Each failure confirms the feeling of incompetence
• They demonstrate feelings of helplessness, ineffectiveness and an overwhelming sense of insecurity
• Have completed the fear of appearing inept
• give up easily to their own opinions and judgments, even good ideas, when they are challenged
• Showing with chronic indecis
iveness, especially under pressure
• is frightened by the slightest risk
• Do not know how to communicate useful ideas

An excess of confidence can lead to:

• Arrogance (especially if the person has no skills)
• It may be a manifestation of lack of reality

The appropriate people with confidence:

• effective Showing
• Able to take on challenges and master new tasks, despite possible criticisms against
• They see themselves as catalysts, promoters and initiators
• adequately justify their decisions and actions, showing firm against them.
• It gives you enough energy to take decisions
• Have the courage to express themselves, to say what they really think

Have talent and believe in it)

Self-Efficacy

The self-confidence is closely linked to what is called “self-efficacy, the positive view of our capacity to act. But efficacy is not the same as our real capabilities, but rather what we think we can do with them. Our ability alone is not sufficient to ensure optimal performance, but we believe it to be able to get the maximum benefit. (P. 105

There is a very close relationship between self-awareness and self-confidence. Each of us has an internal map of their own preferences, strengths and weaknesses.

Self

Adequately manage our emotions and conflicting impulses

Keep under control emotions and impulses conflicting

The People with this competence:

• government adequate impulsive feelings and conflicting emotions
• Remain balanced, positive and unflappable even in the most critical moments
• think clearly and remain focused despite the pressures

The self is manifested by the absence of emotional outbursts or being able to relate to an angry person without getting angry.

A striking finding, drawn from studies of the brains of people who are subjected to stressful situations shows that the emotional brain activity undermines some of the functions of the prefrontal lobes, the business center which is just behind forehead.