Source webinar: • Daniel Goleman and Mat...
Partial Transcript:
L: As Dan said the approach we're working with is more of a cost effective and scalability strategy, because we understand that there are benefits to a group or a department that develop when you have many people using the terminology and working with the concepts of EI. Again, that can be in their own terms or their own words, but the key is that you create a group norm where people are starting to talk about the quality of their interaction with one another - and things like whether or not they're trusting of one another - and that really gets people across certain thresholds in terms of teamwork and creates higher performing teams. Dan, I welcome you to speak to employee retention issues specifically.
G: Think about the bosses you've had over your career and the ones you have loved and the ones you might have left. The ones you've loved have very strong emotional intelligence most likely, and people leave bosses they hate, so, it has to do with retention. And the second question, which is one of the important things of working well in any difficult situation - for example colleagues who have only political backing but aren’t really good at what they're doing - is in how you manage your internal response. Do you stay balanced, do you stay calm, do you stay clear, because that gives you the advantage in terms of how you can work with anyone or with any situation.
L: In both of those situations you have a case where you have individuals who need someone to connect with them around their needs and interests. And that's not to say that you need to engage in a totally one-sided relationship, but it's a good starting point to extend an opening to them to engage on a level of how you can do things that are beneficial for their effectiveness. If it's a new employee you want to one make sure that they feel heard that their questions are answered they've been properly on-boarded but also that they feel like the work their people in the organization who care about their success there you move on to having peers or superiors that are really politically motivated and either don't understand what a domain expert knows or are just not that interested in it again they still have interests and simply knowing that people are there to work with them and a cooperative collaborative manner often times is a good starting point to getting you to a functional relationship and the workplace sometimes that's all we can hope for but certainly if they're more trusting of you they might be creating less roadblocks for you in the future, which is a good starting point to focus on.
G: You know when it comes to training in this area I've always said the first questions do you really care? If a person lacks empathy and doesn't care that they lack empathy I don't think you're going to get very far. But if someone feels that they're deficient in empathy and is actually motivated to try to improve it one of the best ways is giving feedback. There are many different exercises to use - and training and development - but having a person make their best guess about what someone else is feeling or thinking, and then being able to check it out.
L: In my research, I did actually encounter a limited number of leaders who told me that very experience was instrumental in helping them along the path of becoming more empathetic, because they actually realized they needed to learn how to become empathetic. They followed a format of literally what's the definition of empathy, what are things I can do that will make the people I work with feel like I care about them and I'm interested in them? That was just their starting point, and honestly their motivation was somewhat self-serving, but over time it still guided them towards understanding what true empathy looks and feels like.
G: Is too much empathy bad for a coach? I think it depends on what kind of empathy. I mentioned that cognitive empathy is one of three kinds, and there's emotional empathy where you pick up what the other person's feeling. This is the part that can either create amazing rapport or overwhelm you, if you're dealing with people in distress. This is a big problem in helping professions like nursing, where people get emotional exhaustion because they pick up the pain and suffering and fear of the patients they deal with and then they burn out and quit. The answer there is to metabolize the empathy, to be able to handle your own emotions, and that has to do with the self-management abilities - particularly our resilience. The third kind is empathic concern, which means you actually care about the other person. It turns out that also is a way to buffer the ill effects of being so-called overly empathic.
L: I think you could ask other people, and just not utilize a formal 360 method or methodology or product or instrument...show sincere interest in their feedback. That’s a great starting point.
3 окт 2024
