Programme Overview
Regardless of the level of technical expertise your organisation possesses, it will be emotional expertise that takes you to the highest levels of performance. In fact, even at the personal level, several studies have shown that emotional intelligence, expressed as emotional competence or emotional expertise, separates successful, high performing individuals from the average employee in almost any organisation.
It follows then, that leadership for peak performance should be emotional expertise as much, if not more, than technical expertise driven, and that leaders of the organisation seeking to become ‘future proof’, will seek to build a culture founded on finely honed competencies of emotional intelligence.
The purpose of this programme is to present the compelling business case for building a corporate culture based on emotional expertise, to teach the skills of emotional expertise and to define the steps on the pathway to building peak performance through emotional expertise.
Programme Timing
Registration will be at 08.00 on the first day with the course beginning at 08.30 and closing at 14.30. There will be two breaks for refreshments at appropriate intervals with lunch served at the conclusion of each day.
Day One – Sunday, 18 January 2009
Introduction
This module introduces the essential terminology and general implications of leadership based on emotional competence.
• Understanding the terms: Emotional Intelligence (EI), Emotional Competence (EC) and
Emotional Expertise (EE)
• The long history of EI; the rapid developments of the past decade; and the critical
importance of these developments to modern leadership
• An analysis of the type of change a person and an organisation can expect to
effectively develop a culture of EI
• The outcomes that can be expected from developing an EI based corporate culture
• Frequently asked questions
The Business Case For EI/EC/EE – Why No Corporate Leader Can Afford To Ignore EI/EC/EE
This module assesses the business case for EI/EC/EE based organisational leadership. You will review several case studies of the application of EI/EC/EE based leadership involving major global organisations, as well as smaller university based findings.
• So what’s the big deal? Case history of major corporations who have embraced the
EI/EC/EE based leadership path to peak performance
• What university studies have found
• A look at corporate politics, silo mentality and negative intra-corporate competition – how
do they come about, the amazing waste of human performance they cause and why
they have not been eradicated
• Interactive discussion of case histories of the destructive effect of corporate politics
and silo mentality in a range of organisations
• Assessment of potential gain from dealing with corporate politics and an EI based
approach to eradicating them
The Clusters And Competencies Of EI/EC
In this module you will examine the development of the modern clustering of emotional competencies and gain insight into each competency. You will also consider the importance of each competency to both personal and business life, discuss current barriers to the immediate adoption of the various competencies and address how to overcome those obstacles.
• EI in a nutshell
- Knowing your own emotions
- Handling your own emotions effectively
- Knowing other people’s emotions
- Responding to and dealing with other people’s emotions effectively
• Why EI is useless without EC
• The EI clusters in detail
• The original 25 ECs of the Goleman model and how they were clustered
• The current 20 ECs and how they evolved from the original 25