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About dilipnaidu

An open mind! Love to share my thoughts and a keenness to learn. An engineer and a MBA I had a wonderful innings in the Army and later moved to consultancy and teaching. My current interests are reading, music, growing culinary herbs, playing golf and yoga. I am serious on "Living life less seriously". A warm welcome to you be well and be cheerful always.

23 responses »

  1. dilipnaidu says:

    Hi folks I am adding some responses received on for this question posted on LinkedIn:

    1. Brian Schuster
    Owner of Clever Web Technologies, a Social Media Consulting Firm

    I can’t swear to it, but I think that Tony Robbins deals with situations like this. Honestly, a good organizational behavior consultant could probably do the trick.

    2 . Matthew Tuttle
    +Leadership Discovery+ Inter-generational Opportunities+ Business Design Strategies

    Dilip, thanks for the great question.

    I think part of what you are seeing is that the business model that we have used in the past, will no longer work moving forward. As we have more access to information, we will be less likely to move along with “business as usual.” Individuals are being exposed to more personalized services and they are starting (justifiably) to expect the same at work. Everyone wants to work their career through the company, but rarely have an opportunity.

    To alleviate the stress, employers need to help their employees find themselves. Assessments should be used to “open possibilities.” Instead, they are used once or twice and only when they are needed to gain insight into why one person has an issue with another. The next step needs to be taken with the individual to find out what their strengths are and how they work with, and eventually become part of, the system. If we can’t lead our lives, we are bound to trying to solve the outcomes. Often, the individual tries to fit a structure around them to make them more efficient. The reason most fail, is because the structure wasn’t theirs to begin with. Creating a structure that is truly “owned” by a person is the only way we can live in our own skin and be productive. Finding the permission is nearly impossible.

    3. Phil Johnson, MBL University Lecturer & Coach is a 2nd degree contact
    Phil Johnson, MBL University Lecturer & Coach

    The development of Authentic Leadership within any organization is the root cause solution. Links: http://www.masterofbusinessleadership.com/university

    4. Ravi Raj Business Consultant

    Though different emotional intelligence models have been developed, as you said it is not felt in most of the organizations. The impact of EI can be felt only through the top down approach. The top leaders have to form a team using members from different levels, use the results obtained from EQ instruments and educate every employee on EI. I don’t think the lead team managers are aware of the EI and use it to their advantage. educate ….. educate ….. and this will allow all of them to collaborate.

    5. Jessica Dishong
    Student at Keller Graduate School of Management

    We’ve all been stressed at one point or another and to differing degrees. If organizations want to promote stress management, they can create programs to help employees manage stress in their personal lives. Pitney Bowes, PSI in Kent, Washington, has an employee assistance program. I have seen a wide range of services at different companies to help with personal issues that interfere with work, such as transportation assistance, childcare, physical fitness, drug and alcohol rehabilitation, and counseling.

    There is evidence that healthy employees lead to higher productivity. I know that when I am healthy, I think clearer and have the energy to accomplish tasks. Fred Hutchinson Cancer Research Center in Seattle, Washington designed a study for thirty worksites in Seattle to research how successful, cost-effective health programs benefit employees and employers. The program was called Move’M. It promoted physical activity and eating healthy. My coworker who took part in this program started walking during her lunches every day and eating healthier. Healthy, physically fit employees result in lower rates of absenteeism and increased productivity.

    Employers can create a culture that encourages productive conflict management to help employees deal with stressful situations and conflicts with their coworkers. Conflict is bound to happen, but employers can make it easier to work through them and limit the undue stress. Companies can actually encourage negative ways of dealing with conflict that cause stress. Some conflict management methods such as coercion and threats can cause more stress, but a collaborative team environment generally leads to a better solution that fits everyone’s needs.

    6.
    John Barnes
    Independent Market Research Professional, Book Doctor, Writer, Theatre historian, theatre generalist

    The question is incoherent, but not because Dilip Naidu is incoherent; the problem is that there are several impossible-to-disentangle issues present all at once. One is that given that a large number of researchers and managers have come to see individual aptitude for interpersonal communication as vital, why has there been so little change related to that? Another is how that (presumed beneficial) change can be accomplished; yet a third is how to estimate and mitigate the impacts from NOT having made those changes; yet another is whether the problem lies with the instruments for the dependent variable (success? happiness?) or the instruments for the independent variable(s) (EQ).

    Clearly all those are some form of the same question, which is unaskable because there are just too many wobbly terms in it. I’d suggest that therefore the question is premature, and although the first organization to figure out what it means well enough to solve it will undoubtedly gain some strategic advantage, right now EQ is to corporate management about what aviation was to military officers in 1890 — probably there would be such a thing within their careers, probably it would be strategically vital once it existed, but it’s not possible to know much about it while you wait for it to arrive.

    7. Angeline Lim
    Creative, Self-Motivator, Forward-Thinking, Reliable Individual

    In most Japanese organizations, it is assumed and often seen that emotional intelligence is very high, in both the public sector and the private sector.

    The most popular social rules governing their codes of conduct (if I may say so) are as follows:
    (1) “meiwaku o kakenai” – meaning do not cause troubles for others.

    (2) “gaman o suru” – meaning to endure all the hard work, long hours, criticism, orders from superiors, customers complaints…etc.

    (3) “ganbarimasu” – meaning to always do your best regardless of whatever situation you are in, because you are in for the worst and for the better too.

    (4) “dekiru koto o suru” – meaning to do what you can within your capability.

    And even with all these pre-determined social rules, there still exist many different kinds of negative emotions in the working environment.

    I found this article to be enlightening in some ways:

    Mr. Effiong, from Anaheim University, advises: “If you are a language teacher, wherever you may be, try and make a difference. If you are not given enough responsibilities to challenge you, create one. Be happy, or create happiness for yourself because life is too short.”

    And I think this concept applies to anyone who wants to be happy with their work, regardless of what field they are in.

    “An organization of the people, by the people, for the people.”

    8. Joanna Hernandez
    Organizational Development, Management

    The reason is that not all organizations follow an EI management model. I believe in the EI model. I think the answer to EI is spending one on one time with employees and adjusting your management style to the employee to meet their emotional needs. When an employee’s emotional needs are met, they perform well. When managers are asked why they don’t do this, they often say they just don’t have the time. However, spending individual time with employees on a regular basis and getting to know what makes them tick and adjusting your style to their needs; ultimately leads more self sufficient and highly productive employees. The best book in relation to EI that I have read is Primal Leadership by Daniel Goleman.

    I used to manage a team of employees who were required to interact with the front line employees on a regular basis and provide performance feedback. I am such a believer in the EI management model, that I made reading this book mandatory. After reading each chapter, we had a book review and my employees were required to give me examples of how they applied the EI model in their jobs during the prior month. The result was that the employees they coached felt more connected to them and not only responded to in a positive manner to their feedback, but also took their feedback and made productive changes in their work habits. I think a good OD consultant can also be helpful for companies who do not currently lead through the EI management model. It is so important that the EI model start at the top. If manager’s are only encouraged to use an EI model, it will not be successful. Top management has to make it happen by leading by example and holding the managers accountable to using this type of model. I have listed a recommendation for an expert I know in the field of consulting.

    9. Greg Deming
    President at Sales Performance Advisors

    Dilip, all buisness objectives can organized in three baskets. Stakeholders, customers and employees. When one basket gets all the attention the others go bad. Balance is key to organizational cultures that will breed satisfied employees, who will deliver superior service to customers who appreciate that value, and will be willing to pay for it. Stakeholders like to invest in these companies.

    10. Aniket Joshi, Business HR, OD, C&B Analyst

    It’s the culture of the organization that gets developed like that… To ensure the impact of the EI on the organization or to increase EI level in the organization, you must do a periodic health check of you organization and roll out your OD interventions accordingly.

    11. Dr Archana Tyagi
    Adjunct Faculty at UBIS-Geneva, Switzerland

    Dear Mr Naidu,
    Thanks for taking the initiative to ask for comments.
    As far as the first part of your question is concerned”Why is the impact of emotional intelligence (EI) not felt in organizations? I feel that if the various dimensions of EI(Danile Goleman’s concept of ),are missing and its impact has not been felt then the reason can be twofold: Either the top leadership is not interested to extend the required support for its implementation and hence ithas not become the part of the Organizational culture. And until and unless it is going to be practiced in the Organizational culture,organizations will not going to be benefited

    EI Instruments can pave the path. But ultimately it will be the organizations’ and each and every individuals’ responsibility to take the feedback seriously and work upon it for further improvements.

    Organizational Culture of an organization plays a very important role in encouraging and developing the right kind of positive attitudes in their employees.

    With Best Wishes

    Archana

    12. Scott Kostencki
    Manager at The Lutheran Church–Missouri Synod

    To answer the first part of your question, the “positive” impacts of EI are not felt pecisely because organizations are made up of people. People make mistakes and need forgiven and corrected, and then we make mistakes in forgiving and correcting.

    In my opinion, using EQ/EI assessment tools to try and change a person’s ability to care about others, is as useless as using an IQ test to try to change how intelligent a person can be.

    These tools are important for awareness and understanding what individuals are capable of, but they are not change agents. For that, something else is needed.

    There are both natural and environmental factors that develop a person’s EI over the course of a life. Every organization must decide to what extent they want to be responsible for individuals’ personal/private development, what risk they can or cannot assume, and what they can afford.

    Appropriate behaviors in human interactions within an organization must be demonstrated and constantly reinforced from the top down. Whether you choose to hire a consultant, a life coach, start a leadership training program, or just read a good book on the subject, the keys to experiencing positive EI impact start with convincing executive leadership that it matters, and then implementing it through repetition, regularly measuring situational leadeship, leadership by example, accountability, and above all honesty.

    And as always, it may also require the removal of certain indivduals to raise the EI of the company – compassionate removal of course.

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  2. Dwarak Ethiraj says:

    n the first place I am not sure, if organizations know how to measure the impact. Often highly simplistic measurements are made using info culled from quantitative data that may be readily available, rather than proactively setting out to compile something specific. In reality the maturity required to make assessment is simply not there in most companies.

    It is true that we live in stressful environment, both at home and office. While attempts are often made to managing stress, not much is done in avoiding them in the first place, which is the difficult part. Its not uncommon for organizations to spend massive amount of money to provide physical infrastructure to enable stressed employees unwind, but they will not hesitate to take decisions that put both organization and people in unwarranted stressful situations.

    Dwarak

    Dwarak

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  3. chaitanya says:

    The impact EI can make, is underestimated. Also people lack in dedicated practice. EI is a continuous process & not temporary, sensational HR gimics. The emergence of EI role models will help to strengthen the sustainance of practice. Further simplifide “How can I practice EI” answer/tools needs to be devised. (one such tool is co-operative communication)

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  4. Dilip Naidu says:

    Eva Rykr wrote:

    Hi Dilip,

    Thank you for your kind comments and for reposting on your blog! On your blog entry could you please also add a link to http://www.eqmentor.com and/or http://izzyjustice.wordpress.com … I think that will provide value to your readers – so they can read more perspectives on Emotional Intelligence and explore opportunities for enhancing emotional competencies. Looking forward to collaborating about EI/EQ in the future.

    Eva

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  5. Dilip Naidu says:

    I have the honor to thank Ms Metcalf & Ms Rykr & Dr Thompson for their responses. I have transferred their replies from the different linkedIn Group site for the benefit of other viewers.

    (a) Ms Metcalf your response reveals your deep knowledge and experience in the field of EI/EQ. The main issues concerning leadership and organizational culture are addressed meaningfully. This has certainly added to my learning and I am sure of other Group members too. I generally adopt a two pronged intervention: one directed to the key individuals in the organization and the other to the organizational culture. EQ & organizational change instruments are useful but sometime fail to touch the core personality of the individual. I therefore do not hesitate to use ‘on the spot approaches’ that are fine tuned to the individuals own nature & personality.

    (b) Dr Thompson I do appreciate your learned response to my question on EI. The points highlighted by you have clarified as well as confirmed many of my longstanding questions. I too believe in the power of EI. The first step in my approach is to enable transformation of the individual and simultaneously build a organizational culture that genuinely builds trust, empathy & sharing. Enhancing the EI in the individual is the most challenging and here I may at times use unconventional means. However I am a keen learner and am grateful to you for making time to give me an insightful reply. I am sure many more members in the ‘Group’ would have benefited from your expert comments. Personally I would like to be in touch with you.

    (c) Ms Rykr Your answer reveals the multidimensional challenges that an EI practitioner faces and also provides a practical and workable guideline to him. It will also help me to fine tune my own EI approach. Thank you so much. I have consolidated all the responses including yours from other members of other groups in my blog to enable many others to gain insights in this interesting field.

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  6. Dilip Naidu says:

    Michael Thompson, Ph.D. – Adjunct Prof. Kellogg School of Management comments:

    I found Ms. Metcalf’s response to be very correct. My experience in working with CEO/Top leaders in companies like Mitsubishi for instance – the leaders “get it” and even make signficant progress in developing good EI and the associated skill sets. However, the combination of a staggering economy; a company that is struggling to find it’s way and then the leadership change their style and substance of their leadership – it creates such fear in the mid-level staff that they will do almost anything to get the leaders to go back to being “who they were” before the coaching and development of the EI skill sets. What I’ve found is the necessity of taking the skill sets down to the project manager level. This can be done in groups and with a reasonable price tag to it. Once they understand what the leadership is doing – and it makes sense – they can support and bring about the cultural change necessary to be successful in the transformation. For those at that level who can not make those adjustments – they leave.

    If you have read Andrew Grove’s book “Only the Paranoid Survive” – you will understand the importance of reaching down that far in the Organizational chart to affect change. EI is a wonderful concept with great skill sets to go with it. I use it in my teaching and my coaching. I hope this has been of help!

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  7. Dilip Naidu says:

    Eva Rykr
    I/O Psychologist and Learning Director at EQmentor commented:

    A big factor for weak results is the fact that developing emotional intelligence takes time. An workshop centered on emotional intelligence cannot result in transformation if the participants don’t take away some real strategies for improving self-management skills – and work on those skills diligently for several months, if not several years.

    The most effective programs will (1) incorporate an extended learning period; (2) consider individual learning style; (3) provide a guide, mentor, or coach who can provide feedback and help steer participants through the process; and (4) encourage the utilization of newly-learned emotional competencies to enhance projects at work, making a clear connection between emotional intelligence and business results.

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  8. Dilip Naidu says:

    Maureen Metcalf
    President, Metcalf & Associates, Adjunct Faculty, Capital University comments:

    Is there a gap between behavior change and mindset or perception of the observer?

    I am working with clients using EQ among other tools with leaders. The leaders are improving as measured by leadership measures that include EQ and the organizational measures are improving – profit, organizational growth. Yet, I agree, in some cases employees do not recognize the change. In one case specifically, I worked only with the leader and not the team so he improved but they have long held biases developed over years and have not necessarily integrated his new behavior into their perception of him. More of them were willing to take the 360 than before which in my view was an indicator of improvement but the scores were lower than I would have anticipated.

    Additional factors I consider that may impact your scores:
    1. Do you still have a culture (organizational mindset) that still believes the traditional messages about EQ – being “tough” is the measure of a “real leader” or other such responses. I am finding this is pervasive in our culture and EQ and positive psychology – while effective are relatively slow to gain traction in the DNA of organizations.
    2. Do the organizational systems reward “old” behaviors or just remain neutral about the new high EQ behaviors? As an example, are leadership behaviors included in reviews and bonuses along with business results? While this is certainly not the only lever – it is an important one to consider.
    3. Are senior leaders and respected thought leaders visibly demonstrating new high EQ behavior? Are they talking about the changes? If the changes are subtle, it may help to integrate discssion of EQ in ongoing conversations.

    I hope this is helpful. It has also taken me longer to see changes in the culture than with the leader individually. This may be measured in years rather than months so how do we keep the importance high and the cost to change down so organizations can press forward in challenging times?

    I hope this is helpful.

    Maureen Metcalf
    Metcalf & Associates, Inc.

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  9. Dilip Naidu says:

    With a view to refocus the discussion I added the followingamplification: Emotional intelligence is recognized as a strategic resource that can improve productivity as also its ability to bring about a sense of well being in the individual. In the context of the current recession too such organizations remain calm and clear in the pursuit of their business objectives. Yet the EI programs that use standard instruments are not able to achieve real transformation in the mindset of the organization. Your comments & suggestions are most welcome!

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  10. dilipnaidu says:

    Absolutely Navinder our brave officers & men certainly draw upon the strengths from our regimental religious institutions and for the ‘izzat’ of the battalion…and this ethos is difficult to replicate in the corporate … we now see after all the Enrons’ & WorldComs’ our Satyam too has fallen … so is the DNA full of corporate greed? …obviously yes … anyway we don’t give up so easily and you too will agree that some organizations do have a ‘corporate soul’ like MindTree Consulting, Tata & so on …HR must make it their strategic purpose with the top management support to instill a great corporate culture …thank you… Dilip

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  11. Navinder says:

    Sir, There is a lot that an HR Head can do, if he is the right material and if he is given the freedom. In fact, imagine the impact on the company if an HR head is also a mentor. It is like having a ‘Mandir’ and a ‘Panditji’ in a unit, to constantly keep you ‘principled’. However, the Management needs to be very progressive and open to the concept. An HR head alone cannot make changes if the Management follows different value-sets. Finally, it is the DNA of the organisation which will dictate how far can the HR go. Navinder

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  12. Dilip Naidu says:

    Navinder I think you are right. Our epics do show considerable evidence that people in those times were people who understood others well. Tapas & meditation were a way of life and they practiced ethics & values consistently. As you said somewhere down the line we lost a lot of it. But in present times corporates have identified EI as a strategic asset and a powerful source of competitive advantage. The problem is how can HR help in effectively razing EI levels in individuals & in organizations. Dilip

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  13. Dilip Naidu says:

    #
    Navinder Narang
    Navinder Narang
    Army Colonel, Experience in Operations, HR, Leadership Development, exposure in Insurance & Healthcare

    Sir, Thanx for bringing up this topic. In my opinion, Indians have understood the importance of emotional intelligence all through. In our epics, this is amply brought out. However, over the ages, and because of numerous ‘rapes’ on our civilzation, most of us have become opportunists and use the power of Emotional Intelligence in a very negative manner. The emphasis is still there on EI, but for furtherence of personal agendas. Questions like ‘What does Boss like’, ‘What does the boss’s wife like’, ‘What all I must not do to antagonise the boss’, ‘who all does my Boss like or abhor’ find more takers in the Industry today. However, if the same EI is applied to the subordinates, employees, and to the organisation in the positive sense, then I am sure the results will be positive.
    I a privy to a recent activity in a top residential school, where the junior School Head accepted a gift of ‘gold jewellery’ from some of the teachers reporting to her.
    So, it is not that EI does not exist, it is where the priorities lie!

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  14. Dilip Naidu says:

    Navinder Narang
    Army Colonel, Experience in Operations, HR, Leadership Development, exposure in Insurance & Healthcare
    Sir, Thanx for bringing up this topic. In my opinion, Indians have understood the importance of emotional intelligence all through. In our epics, this is amply brought out. However, over the ages, and because of numerous ‘rapes’ on our civilzation, most of us have become opportunists and use the power of Emotional Intelligence in a very negative manner.

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  15. Trina says:

    Dear Sir,
    I, only very recently, read an article about EI and its relevance to Selection. As per my understanding, EI deals with 2 basic concepts:
    1. Understanding one’s own feelings and emotions
    2. Understanding others’ feelings and emotions
    and using the knowledge of both to manage interpersonal relationships.
    Though I am not very clear on the effect of EI on an Organization, one possible reason why EI has failed to create any major impact on organizations is probably because organizations lack people high in EI. The problem needs to be resolved while “selection”. Again, EI based selection tools are very costly. So that may hinder organizations from adopting such methods until a relationship between EI and organizational profitability is significantly established.
    Rgds,
    Trina.

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  16. Dilip Naidu says:

    You have correctly linked the espirit-de-corps philosophy of the Indian Army to Emotional Intelligence in terms of ‘understanding others’ …isn’t that the main reason why we witness & feel very high levels of EI in the battle field? where hero’s are made … Indian Army Air Force & the Navy do possess the highest levels of EI compared to any other organization …thank you so much Sachin for this & regards … Dilip

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  17. Dilip Naidu says:

    Sachin Sharma
    Manager(Security) at
    Wipro – Delhi

    Dear Sir,
    Since a major part of EQ deals with understanding the emotions of others/team members, I think that our own tradition of Espirit de Corps is another prime example of this.

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  18. Raju Nair says:

    I feel that any program related to EI requires Focus…Most of the time organizations just conduct a program as a passing FAD and forget to follow it up…the results of any program can be multiplied if the messages and learning is revisited at least monthly basis..for example say by means of a bulletin board.

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  19. Dilip Naidu says:

    My dear MP & Bandi as also Partha earlier … I think you guys have touched upon the core of EI and I dare say even more intrinsic and meaningful than the authors of books on EI. Linking EI with battle cries of our brave soldiers as also the Holy GITA is something so original that it can only emerge from one’s real life experience. With your kind courtesy I aim to put this on my blog for many more people to view and learn. What you folks have expressed is truly beautiful. Regards. Dilip

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  20. dilipnaidu says:

    Sir,
    Thanks for bringing in a topic which most of us, (why corporates) have forgotten in the race for career progression in this mundane world. I am not sure how it works out in the western countries, but in India lot many things are better achieved by consciously understanding the emotions of individuals. Its rightly said, ” Think through your heart and act through your head”. One can expect desired team results by putting oneself in the shoes of the team members to analyse their reaction to any given action. Bossism/Hegemonism is a short sight and would lead to resistance and retribution.

    EI/ EQ dates back to our GITA. Krishna touched the EI of Arjuna in enlightening him and putting in on track to perform his Karma (duty).
    In the context of the present day GenX, we may to modify a bit for mutual benefit.
    I am a true follower of EI. I apply all its principles with my team members.

    Cheers,
    Bandi

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  21. dilipnaidu says:

    Dear Sir,
    Though there is very little known /read/researched about this Quality which is again very little exploited for the reason mentioned by Partha.
    But if a leader has higher level of IQ as well as EQ, he can assess the potential of the employee along with strength and Emotional weaknesses.
    We know that our War Cries(Indian Army) are examples of the optimal use for motivation the emotive slogans wherein troops have performed extremely well just because of the emotional bond with the slogan with which they identify themselves e.g JAT BALWAN, JAI BHAGWAN or BOLE SO NIHAAL…etc.
    Therefore, onus lies on the leader and his skills to identify and exploit the same to the advantage of the organisation. You as a leader have to tap the emotional wire gently and see the man moving towards higher goals, organisational as well as personal.
    Regards,
    MP Sen

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  22. dilipnaidu says:

    Thanks Partha … you are right! The main issue is that the instruments available and currently used to determine EQ/EI do so only superficially. Therefore it is difficult to become precisely aware of the individual’s emotional strengths & weaknesses. Individuals & organizations are thus unable to use this as a means for well-being & as a strategic resource respectively. Good-books & papers are written by Daniel Goleman & others, but I believe there is considerable scope for further research in this area.

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  23. dilipnaidu says:

    Hi Sir,

    The effects of EI can be exploited if one is aware of the EQ of its employees. Further, the results may be short lived unless the commitment is permanent and the approach is sincere enough.

    regards
    Partha

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