Archive for Emotional Intelligence – Page 5

The 5 Languages of Appreciation: Motivating Employees by Developing a Culture of Appreciation (Part 1)

Circle of Happy Coworkers

We’ve been exploring how understanding people’s primary love languages can help us develop stronger relationships in both our personal and professional lives. Now it’s time to examine those principles specifically in the context of the workplace.

For years, Dr. Gary Chapman had been wanting to apply the concepts developed in The 5 Love Languages to the workplace, but it wasn’t until he met psychologist and organizational consultant Dr. Paul E. White that he knew he’d found the right coauthor for this project. Their research culminated in The 5 Languages of Appreciation in the Workplace: Empowering Organizations by Encouraging People.

The Value of Appreciation

7 Habits of Highly Effective People author Steven Covey argues that psychological survival—feeling appreciated, understood, and affirmed—comes second only to physical survival in human needs.

Even so, employers who are myopically focused on the bottom line may not recognize the value of cultivating appreciation in the workplace. As we’ve repeatedly discussed in this blog, however, the recent wave of scientific research on happiness teaches us that investing in employee happiness, job satisfaction, and strengths yields higher profits and productivity, making this a win-win goal for everyone at the organization.

Why People Leave

A four-year study conducted by one of the leading exit interview firms reveals that managers could not be more wrong about the reasons employees leave. As many as 89% of managers believe employees leave their company for monetary reasons, but the fact is only 12% reported money as their cause of departure. A staggering 88% of employees said they left for other reasons—the number one cause being not feeling valued.

This is not an unusual phenomenon. Nearly 70% of US employees reported to Gallup that they receive no praise in the workplace. This lack of recognition creates a climate of discouragement and makes it difficult for organizations to retain quality employees.

According to research, employees favor recognition by supervisors over colleagues by a 2:1 margin. When that recognition is withheld, emotionally starved employees may start looking elsewhere for fulfillment.

The High Cost of Turnover

It is estimated that the cost of labor turnover on the US economy is $5 trillion a year. The loss of productivity, eroding morale, and time involved in hiring and training takes a hefty toll on an organization, especially when turnover is frequent. Far more cost-effective would be to invest in the people already there.

Managers’ Concerns

Employees who do not feel emotionally supported by their supervisors are far more likely to experience burnout. Employee turnover not only damages morale but also the financial health of the company.

In polling organizational leaders, White and Chapman discovered that managers’ five greatest concerns about employees are:

1) employees getting discouraged

2) employees experiencing burnout

3) employees feeling overwhelmed

4) the organization losing the positive culture built up over the years

5) managers not knowing how to encourage employees with limited financial resources

Developing an environment of appreciation helps combat all of these concerns.

Authenticity Is Key

Retaining your best employees begins with genuine, individual expressions of appreciation in the employee’s preferred language. Efforts to express appreciation must be specific to that person.

Authenticity is key. That’s why attempts to institute a companywide recognition policy often backfire—if expressions of gratitude are obligatory, employees will perceive those gestures as insincere, sparking resentment toward both their managers and the organization.

Culture of Appreciation

Establishing a culture of appreciation is a different story. By encouraging everyone at the company—supervisors and coworkers alike—to express gratitude and respect through the individual’s primary appreciation language, employers can boost job satisfaction and subsequently retention and productivity.

Stay Tuned

In our next post, we will examine the five languages of appreciation in detail: 1) words of affirmation, 2) quality time, 3) acts of service, 4) receiving gifts, and 5) physical touch. We will also share tips on how to gauge a fellow employee’s language of appreciation—and look at tools you can use to help cultivate a culture of appreciation at your workplace.

More Details

Visit the Appreciation at Work website for a list of resources, assessments, training tools, and videos on the research presented in The 5 Languages of Appreciation in the Workplace.

Let Me Count the Ways: 5 Love Languages for Better Communication

Couple Kissing in the Park
In our last post, we explored tips on building better relationships from couples guru John Gottman, PhD. We will continue this theme by drawing lessons on better communication from the #1 bestseller on marriage and adult relationships.

And while this may seem like a stretch for a business coach and consultant to be delving into, it’s not. When I coach, I coach the whole person. How you show up at work is affected by what’s happening in your personal life and vice versa. Please read on and see how this information can make your life better and more fulfilling in all aspects.

Over two decades after its original publication, Dr. Gary Chapman’s The 5 Love Languages: The Secret to Love That Lasts not only tops the marriage and relationships category, but it is also the #1 bestseller in both Relationships and Religious Studies—and it currently ranks #45 of all Amazon book sales (see Top 100 Books).

Clearly, Chapman is onto something fundamental, even life-transforming. So what’s the big secret? It’s simpler than you’d think. Practicing it is another story.

In-Love Phenomenon

Two years. That’s the average lifespan of the in-love phenomenon according to research conducted by psychologist Dr. Dorothy Tennov.

After the biological buzz fades, we need to make ongoing efforts to achieve a sustainable, mature love that is capable of surviving the 69% of unresolvable marital conflicts; the accumulation of irritations we may have once considered adorable quirks; the vicissitudes of time; and the daily stresses that life, work and family place on the relationship.

Love Tank

Gottman’s principles of positive and negative sentiment override can be mapped to Chapman’s metaphor of the love tank. When your love tank is full, you are more forgiving of your partner’s foibles because your emotional needs are being fulfilled (positive sentiment override). As poor communication erodes the relationship (negative sentiment override), the gas in your love tank dwindles, eventually reaching Empty.

How does a couple maintain a full love tank—or replenish an empty tank? By understanding and practicing each other’s primary love language, Chapman contends.

The 5 Love Languages

Each of us feels loved in different ways, and Chapman categorizes those ways as 1) words of affirmation, 2) quality time, 3) gifts, 4) acts of service and 5) touch.

Words of Affirmation

People for whom words of affirmation is their primary love language perceive compliments as expressions of love. This is not about flattery, generic praise, or simple thank-you’s—although expressing gratitude is always important. This is about specific praise of specific features and behaviors.

Contrast a generic response like “Nice” with a particular comment like, “I really respect how sensitively you handled that situation—you diffused the tension with humor and grace.” What the second phrasing tells the recipient is that you not only affirm and approve of her behavior but also that you noticed it. It is a way of letting her know she is not alone and that her efforts are appreciated.

Sincere, kind, and encouraging words do wonders to fill the love tank of a words-of-affirmation person. At the same time, negative and hurtful words can have a deeply damaging effect.

If the person you are trying to communicate with falls into this category, always remember, words are important.

Quality Time

Workaholics may think they are expressing their love by working hard to provide for their families, but what they often fail to realize is their partners would rather have fewer amenities in exchange for more quality time with their loved one.

Although watching favorite shows and movies together is enjoyable, this is not what Chapman means by quality time. You may both be in the same room, but you are focused on the television—not each other.

Rather, by quality time Chapman means one-on-one encounters where you have opportunities to look into each other’s eyes, discuss meaningful subjects and experience shared passions. These are the types of bonding experiences you practiced when first dating.

Cultivate your curiosity about your partner’s inner life, history and experiences and ask questions reflecting that interest. Find a shared hobby, project or even chore you can collaborate on. You may be surprised by how much closer you feel after performing a task together, whether it’s as simple as washing the dishes or as involved as rebuilding an engine.

Gifts

For some people, gifts are a tangible expression of love. No matter how small, a gift communicates to your partner that you took time out of your day to think of him.

The more thoughtful and specific the gift, the more meaningful it will be. Maybe your partner cut his finger on a faulty can-opener in the morning. Bringing home a new one that evening tells him you noticed and empathized with his frustration.

Pragmatic individuals often cannot understand why giving their partner a bouquet of flowers matters because all they see is ephemera that will end up in the garbage days later. What they don’t recognize is the feeling of appreciation that wells up in the recipient, who sees not the dying stems but the beauty that symbolizes their partner’s love.

Acts of Service

Living daily life can be exhausting, especially for those who feel they are shouldering the burden of household responsibilities. Housebound partners may develop resentment for the working partner, who feels they have fulfilled their responsibility by trekking to the office each day and doesn’t see why they should help around the house as well.

For those who speak the love language of service, even the smallest contribution can alleviate stress and convey love. Cleaning the litterbox, washing the car, emptying the dishwasher—just 10 minutes of your time can lift the spirits of your beloved. It’s tells the other person you know and appreciate the stresses they are under, and you are doing your part to help relieve those stresses.

Touch

This seems like an obvious expression of love, but there are people who haven’t grown up with touch as part of their emotional vocabulary, so they may not realize how meaningful it is to their partners.

A person whose primary love language is touch may feel slighted or neglected by someone who doesn’t think to express their love through handholding, hugs or back rubs. The withholding partner may be completely oblivious to this effect and thus may be perplexed when conflict, resentment, or passive-aggressive behavior emerges.

All of these are a sign of a depleted love tank, and a gentle touch is the first step toward replenishing it.

Appreciation in the Workplace

Although the love tank metaphor is geared toward romantic relationships, it can easily be mapped to parent-child, sibling, friend, coworker, and employer-employee relations. In the workplace environment, it would be called the “appreciation tank.”

Indeed, Chapman has written a book specifically applying the above principles to that context: The 5 Languages of Appreciation in the Workplace: Empowering Organizations by Encouraging People.

We will explore this book in my next blog post. Chapman and coauthor Paul E. White show how coworkers and managers can use the appropriate language to express their appreciation, letting colleagues and employees know they are valued.

As we have repeatedly explored on this blog, feelings of being valued and appreciated are crucial to employee happiness—and ultimately productivity, performance and loyalty.

I encourage you to begin practicing languages of love and appreciation in all of your relationships. When you match the right behavior to the recipient’s language, she will not only feel valued, but you will experience the reciprocal effects of kindness and gratitude.

What is your primary love language? You can take the tests for Love, Apology, and Appreciation at the 5 Love Languages website. Have fun!

How Do You Build Relationships?

Take This Waltz Still

How healthy are your relationships? At work, at home, with friends, with relatives, with neighbors? The ability to develop strong relationships is the final reward in becoming emotionally intelligent. It flows naturally out of the first steps: be self-aware; regulate and motivate yourself; and exhibit empathy. With those in place, you are ready to benefit from strong relationships.

We can learn much about building healthy relationships from the research conducted by relationship expert John Gottman, PhD. Although his work focuses on couples, his findings can be mapped to any relationship, from coworker to friend to parent.

In his lecture Making Marriage Work, Gottman summarizes the key discoveries made during three decades’ worth of studying more than 3,000 couples with collaborator Bob Levenson.

Gottman and Levenson can predict the likelihood of divorce with 94% accuracy. How? By studying how a couple argues.

The Four Horsemen

Gottman contrasts how masters (successful couples) and disasters (those heading for divorce) handle conflict in a relationship by examining what he calls the four horsemen of the apocalypse:

1) Criticism

Disasters: Complain in a way that suggests their partner’s personality is defective (“You did this terrible thing. What is wrong with you?”).

Masters: Discuss how their partner’s behavior makes them feel (“You did this thing, and it made me feel this way.”)

2) Defensiveness

Disasters: Meet a complaint with righteous indignation (often delivering a counter-complaint) or play the innocent victim (whine that they didn’t do it).

Masters: Accept responsibility, even if it’s only for a small part of the problem.

3) Disrespect/Contempt

Disasters: Feel superior to their partner and regard them with contempt, usually practicing name-calling and insulting.

Masters: Feel respect for their partner; they thank their partners for small things with affection and appreciation. Instead of scanning the environment for things to criticize, they scan for things to praise.

4) Stonewalling

Disasters: Withdraw emotionally from conflict (no eye contact, facial movement, or vocalization); the speaker doesn’t think they’re getting through, which intensifies the conflict.

Masters: Base their relationship on friendship and intimacy.

Friendship

How does a couple establish a healthy friendship? Gottman outlines three critical factors:

1) Love maps. Masters spend time enhancing their internal roadmaps to a partner’s inner psychological world, getting to know their loved one’s dreams, hopes, values, stresses, and fears by asking thoughtful questions.

2) Fondness/admiration. Masters communicate affection and respect in small ways (“Thank you”; “I’m proud of you”; “I respect and admire you”), and they express appreciation for specific behaviors and traits.

3) Bids for emotional connection. These subtle calls for attention can result in a turning away (disasters give little or no response) or a turning toward (masters may offer an enthusiastic response that reciprocates the bid for connection). As bids for connection are rejected, the bidder doesn’t rebid. This painful lack of connection leads to gradually diminishing communication and levels of trust.

Just because the masters practice the above behaviors doesn’t mean they don’t argue. They do, however, experience a positive sentiment override when conflict does arise, so they are more likely to respond with humor and understanding in situations that would make disasters (negative sentiment override) react defensively.

Practicing gentleness in presenting concerns to the partner (softened startup) is another key to successful relationships.

For the marital conflicts that are unresolvable (69%) due to fundamental personality differences, masters can move past gridlock to dialogue by examining the subtext of what they’re arguing about. When they understand the life dream and personal philosophy that lies behind each position, partners can come to appreciate and empathize with the other’s perspective.

Physical abusers always reject their partner’s observations and never accede a point, whereas masters graciously accept influence from their partner.

Calming down is another habit masters practice during conflict. When tempers flare and your heart rate exceeds 100, your body pumps out adrenaline, your arteries constrict, you start sweating, and your blood pressure increases. All of these physiological changes prevent you from processing information clearly, being creative, and solving problems. By stepping away and self-soothing, you can return to the conversation with a cooler head and increased chances of reaching consensus.

In a 2010 blog post, Collaborative Couples Therapy developer Dan Wile gives some wonderful examples of how couples bid for emotional connection in their daily lives. As I suggested to my Working with Emotional Intelligence class, you may wish to read this piece and then take notice of your pattern of bidding and response. How do your patterns serve you? Your relationships? Are you surprised?

I encourage you to take stock and make the changes that will serve you and all those you are in relationship with. Be self-aware, be self-motivated, practice empathy and develop stronger relationships. Life’s better that way.

How Do You Influence?

Two Men Talking


“The greatest ability in business is to get along with others and to influence their actions.” —John Hancock


In the Working with Emotional Intelligence master’s course, we have discussed many different aspects of self-awareness, managing our own emotions, developing empathy for others and using listening skills that deepen empathy and understanding of others. These emotional intelligence competencies strengthen our interactions with selves and others since we function, learn and grow within the context of relationships.

In our everyday lives—both work and personal—we also have the opportunity and desire to influence others to make things happen. This can occur either consciously or unconsciously, and in so doing, we can achieve differing degrees of effectiveness and success.

What can we really do when it comes to influencing others? Will offering advice be effective? What about convincing the other person of your point of view and desired action? What if that advice, point of view and action aligns with your values and not the other person’s values? What if it does? And how can you find out?

This week, my students began by assessing two relationships in their life and their level of influence within those relationships. If you want to play along, here are the questions to ask:

On a scale of 1 to 5, with 1 being very low and 5 being extremely high:

  1. What is the level of trust in our relationship? (For example, this person knows I have his or her best interests at heart; I earned this trust by modeling integrity and ethical behavior.)
  2. What level do I know and understand this person’s values and passion? (This could be about life in general or the situation that you wish to influence.)
  3. Does this person perceive I have understanding, knowledge and competency in the area I would offer influence? (The person knows to ask you for advice or that any advice coming from you is that of a mentor with a great deal of competency in the subject area.)

After identifying these aspects of your levels of influence within the relationship, explore ways you can strengthen your foundations to build effective and positive influence. What actions can you take to move the scale closer to 5? Observe what comes naturally for you and what areas you consciously need to change.

Remember the importance of sincerity and how we are hard-wired to be in relationship. Our brains can filter out “schmoozing” and insincerity that may be used to manipulate instead of influence.

What have you discovered? Please let us know by commenting below.


“Leadership is influence.” —John C. Maxwell


Walk a Mile in My Shoes

Person Walking on Beach

“You never really know a man until you understand things from his point of view, until you climb into his skin and walk around in it.” —Harper Lee, To Kill a Mockingbird

“Seek first to understand and then seek to be understood,” Stephen R. Covey’s fifth habit from his book 7 Habits of Highly Successful People is easier said than done. To truly grow and succeed in this habit, we must recognize how we empathize and how we can sincerely enhance that ability.

An exercise to help achieve that is to walk a mile in another person’s shoes—or sandals—a practice dating back to Roman times and earlier. By putting yourself in another’s place and experiencing what he or she may be going through, you increase the emotional intelligence competence of empathy.

This week, my Master in Management students are practicing empathy—understanding another person’s views of life.

Empathy SidebarIf you are game to play along, here’s your assignment: choose a person and situation, and then experience what it is like to fully understand that person’s feelings, needs and how they are responding or reacting to a situation. Observe and sincerely attempt to understand their perspectives without judgment. This will require being present to the person, reflecting and practicing active and empathetic listening. Inquire how they are feeling and see how close you are to understanding what they are experiencing during the situation. Notice how this makes you feel and how the person responds to you.

It is important to be sincere. If your intentions are sincere, then you will communicate in a meaningful way. This week, you will be listening to people and yourself much more carefully. Since you are practicing new habits, your old mental models may inhibit your ability to fully understand from another’s perspective. Notice when that happens and what those models may be, if they block your understanding and how you feel as a result.

After reflecting and even partaking in this exercise, what have you learned about others? About yourself? What do you plan to change? Please let me know.

After self-awareness, self-regulation and motivation, empathy is the next step in true emotional intelligence. Developing and growing relationships follows. Stay tuned.

Develop Positive Rituals to Increase Emotional Intelligence

Meditation in the Workplace

As we begin to understand our responses to situations, we can more effectively regulate and manage our emotions. My Master in Management class, “Working with Emotional Intelligence,” encourages students to build more awareness and confidence in their ability to understand and strengthen their emotional intelligence.

Our habits are expressed through four domains: physical, mental, emotional and spiritual. Every thought, feeling and action has an energy consequence; it can either be energy-producing or energy-draining.

We can manage this flow of energy through oscillation—cycling between expending and renewing our energy—which leads to high performance when balanced. Positive rituals or habits enhance and renew our energy levels and are the key to sustained high performance and focused full engagement. The feeling that accompanies these positive routines and sustains the energy renewal is that of appreciation or gratitude.

My challenge to the students this week: Explore your habits or routines that enhance or renew your energy levels. What fills you up and helps you restore your balance, sense of confidence and balance in life?

Look at all of the domains: physical, mental, emotional, spiritual. What are the routines for each?

If you do not have any, what would you like to incorporate or practice?

Physically, perhaps a walk around the block or a 10-minute stretch twice a day will renew your energy levels. Examples of emotional boosts include writing or journaling for 15 minutes each morning or evening with a focus on that which brings you joy or gratitude (see my blog post What Went Well). Positive mental rituals could be researching something you are passionate about or strategizing action steps to reach a goal. The spiritual focus could be meditating, positive affirmations or prayer.

I encourage you to practice one or two of these behaviors. As you practice them, take the time to feel the sense of appreciation and gratitude for this gift to yourself. Let that feeling soak into all of your senses and let yourself be with it for as long as possible. Please share your experiences.

Hughesisms: Work Ethic Trumps Talent

Businessman Drawing a Colored Graph on Glass

In this post, I am sharing a column written by a student in the Southern Oregon University Master in Management program who also happens to be editor of the editorial page of the Salem, OR, Statesman Journal. Give this a read; I’ll share my reflections at the end. Enjoy.


Hughesisms: Work Ethic Trumps Talent

Written by Dick Hughes, statesmanjournal.com

Need a Laugh?

I consider myself fairly smart … in some ways.

Thus it was disconcerting last week when I heard people of average intelligence outperform people with high IQs 70 percent of the time. But that statistic does not surprise me. As a friend at a high-powered think tank in Washington, D.C., once told me, “We have bright interns, and we have hard-working interns. Rarely are they the same.”

Another relevant statistic: Emotional intelligence is twice as important as expertise in almost any job. That assumes, of course, that the person in the job has at least the minimum level of competence. From then on, it’s all about the person’s work ethic and ability to work with others.

This is true in hard science, social science, business, nonprofits and government. Success in life comes down to relationships.

The good thing is you can expand your emotional intelligence if you work at it.

Some politicians and community activists mistakenly think their ideas are so brilliant that others will automatically see the inherent wisdom of them and embrace them. Wrong-o. You have to be able to sell your ideas, which means having established trust, understanding and rapport with your audience.

The private sector is the same.

I was academically smart but also was the kid who, starting during kindergarten naptime, was always in trouble for talking too much and being disruptive because of my boredom in class. In retrospect, I firmly believe my career was set back at least five years because I had not yet learned to truly work hard, to be disciplined in my use of time, to collaborate with others and to combine self-confidence with a striving for humility. (I know; “trying to be humble” seems like an oxymoron.)

Academics came so easily that I achieved good grades without needing to learn and employ those essential traits, despite the best efforts of my teachers and parents. (That also could explain why Stanford University rejected me three times, twice putting me on wait lists. I’M NOT BITTER ANYMORE. But I digress …)


Note from Chris Cook

This winter, I am teaching a Southern Oregon University course on emotional intelligence (EI) for a cohort of working professionals in Salem, OR. The author of this editorial is a member of that cohort, and I enjoyed how he made the connection between our exploration of EI and his life’s work experience.

How do you see the applicability of EI in your life—as a working professional, family member or community leader? Please share your stories here.

Printed with permission of the Statesman Journal.

What Is in the Mirror?

This week, students in my Working with Emotional Intelligence class were asked to stretch their self-awareness even further by noticing annoying behaviors in others—and then looking for the same behavior in themselves. Are you curious to see what it brings up for you?

Assignment: You may notice certain people or situations impact you more intensely than others. For example, a particular person’s behavior may be irritating to you while it does not impact others. Or you may find yourself in awe of a specific trait or behavior others don’t even notice. Why do you react to certain people and situations and not others?

Carl Jung first introduced this concept, known as the Shadow. The Shadow is understood to be parts of ourselves that are unacknowledged or disassociated with our conscious mind. We are either not consciously aware of them or we submerge or deny them. According to Jungian theory, we project these unclaimed aspects of ourselves on others. As we project a certain undesirable behavior on another, we react to that person or situation with much more intensity and “charge” than when we respond to events that are not projections. According to Jung, the human being deals with the reality of the shadow in four ways: denial, projection, integration and/or transmutation.

This understanding gives us a golden opportunity to explore those shadows. As we become more aware of our emotions and the corresponding reactions, we have a chance for more inner reflection by shining the mirror on ourselves.

For example, if I become angry with a colleague who is not accountable for her mistakes yet claims the credit for accomplishments regardless of whom was involved, I can shine the mirror back on me and ask, “Where am I not being accountable for my actions, and are there times I take all the credit when rightfully it needs to be shared?” I understand it is important to talk to my colleague about my experience with her actions; however, I will be more grounded and not as charged with irritation and anger after I reflect on when and how I have done the same thing. This also promotes more compassion. My dialogue and interaction with this person will be more positive and most likely heard with openness instead of defensiveness and will have an influence on future behavior.

When we find ourselves reacting to certain people or situations, we can shine the mirror back on ourselves. During this week, take the time to learn about your reactions and ask, “What is in the mirror? What would cause a person to act in this manner that is irritating or upsetting? What characteristics, traits or belief systems does that person reflect in this behavior?” Then look for where it is in you. You have an opportunity to find those disowned parts of yourself, either positive or negative.