The culture and relationships in a organization is the combination of emotions, feelings, beliefs and values make up what might be described as the emotional capital of the organization. There is a need to attract and retain the best people, to provide higher standards of service for increasingly sophisticated and demanding customers, both employees and employers, with greater levels of change and innovation, new management and career structures and more complex decision-making. Pride, commitment, excitement, trust and determination are elements of the emotional context in which leaders work and the capabilities of the employees in a company, including their emotional intelligence, are the only sustainable competitive advantage the company has.
Their first question asked what kinds of decisions evoked an emotional response. Approaching two-thirds of the responses were related to dismissal for either a poor fit with current job responsibilities, financial reasons, sexual harassment or poor job performance. A quarter of these cases were with personal friends. These all took an emotional toll on the leader.
there is a massive untapped human capacity at work when people’s emotions are not involved. Building increased trust, loyalty and commitment comes from bringing out the best in people through respecting them as individuals, valuing them as people, and accountability, that is, in creating a challenging working environment, which acknowledges emotions. Increasing people’s energy and effectiveness under pressure at work is about mobilizing the best in people through their increased alertness, stamina and exceptional attentiveness. The productive use of emotional intelligence results in all those in a school being committed emotionally to greatly improved learning for children.
Emotional intelligence is the ability to perceive, integrate, understand and reflectively manage your own and other people’s feelings. It is allied with many of the other personal characteristics and skills which this book deals with as a basis for professional development and personal integrity. This chapter explores the characteristics and capabilities of those who think intuitively about emotion at a high level so that you can develop and enhance your emotional intelligence.
Our interpersonal needs determine how much Inclusion, Control and Affection
behaviour we initiate and how much we like others to initiate. Those behaviours
that we push out in the direction of others are expressed behaviours, and those behaviours that we would like others to push in our direction wanted behaviours.
PROFESSIONAL DEVELOPMENT AND PERSONAL DEVELOPMENT
It is recommended that you keep a personal journal and develop a professional portfolio. These might provide an opportunity for developing skills in online recording and presentation. The personal journal is based on the reflective practitioner model of professional development which allows you to explore your feelings, your thoughts and ideas and your action-tendencies, but linked to research and theory.
There are stages that many people go through when starting a new job. The initial excitement is accompanied by remembering what you are missing from the
last job, in particular the security. In coming to terms with the scope of new job,
there may be questioning and self-doubt about your capacity to succeed. You will
be trying out new ways of working, as you gain confidence in your performance
and grow into the job. On entry into a new role or a new environment you will
need to recognize the need to understand and manage new networks and relationships.
We are not always secure in our ‘identity’, particularly when there is some challenge to its integrity. What is central as the basis for professional and personal development is the willing acceptance of the self. The self has an existence with distinctive traits or characteristics and is related to your identity, a basis for your self-esteem, self-confidence, self-respect and self-regard. Self-affirmation is important for personal success. Irrational and negative beliefs are damaging.
Get people to talk about themselves by asking them questions. People love to talk about themselves and they will feel they have built a good relationship with you even if they haven’t found out that much about you yet.
Whilst networking always be professional and never gossip, especially about current or former colleagues. Remember those who gossip to you will gossip about you!
If you have business cards, remember to have them with you when you go networking externally, and take a pen to write down any notes on the card that may be appropriate writing down information also makes the other person feel more important.
Your appearance should be smart and professional, including your grooming as well as your clothes.
When people introduce themselves to you and you don’t quite catch their name, then ask them to repeat it. If it is an unusual sounding name you might ask them to spell it for you and comment on what a nice name it is – that will help you to remember it. Use the name yourself as often as possible (without overdoing it!) as that helps you remember it – and helps build on the first impressions you make. Bear in mind that the more often you hear and see the name, the more likely it is to sink in. If the person has a card then make sure you get one, and write any appropriate information that you wish to remember on the card.
Networking is a two-way process so help your contacts whenever possible and they will help you – this is the ‘Law of Reciprocation’.
You should actively network when you attend training sessions, conferences, exhibitions, social events, work meetings, alumni events, evening classes, the gym or even your office restaurant/canteen – you just never know what you will learn and where it will lead. You also never know just how many connections we all have. It is said that we have approximately 250 contacts each, so imagine the potential when we get chatting together! It is also said that you only have to make an average of six connections to get to anyone in the world you want to talk to. You don’t know who knows who… who knows who knows who… or even who knows what… until you get talking and networking.
There are also excellent resources and social networking facilities on the internet, including Friends Reunited, Facebook, Twitter, Xing, Linkedin and many others. Please note it is important to do an internet search on your own name to make sure there is no false information about you out there. Volunteer to attend your company’s client events and be on the registration table where you can meet and network with the clients – this both helps later when you are speaking to them on the phone and can put a face to the name, and lets you become more familiar with them, which helps relationships between your companies.
Networking can be used to benefit you in a number of ways; for example it can gain you access to someone in a position of authority who can help you or offer advice. Similarly, it can let you find help for a project you may be working on, such as fundraising for a charity. Your network is also one of the most powerful tools you can have when you are thinking about changing jobs.
Networking involves getting to know people and developing relationships both inside and outside the organisation. Networking is about helping others and receiving help. It’s about sharing knowledge.