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Office of the Auditor General of Canada Emotional Intelligence Workshop Financial Management Institute of Canada / Institut de la gestion financière du.

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1 Office of the Auditor General of Canada Emotional Intelligence Workshop Financial Management Institute of Canada / Institut de la gestion financière du Canada 24 November 2008

2 Office of the Auditor General of Canada Session Overview To introduce participants to the concept of emotional intelligence and provide basic tips and techniques for its application. At the end of this workshop, the participants will have: discovered what emotional intelligence is and why it is important increased awareness of how emotion physically manifests itself in people tricks and tools for managing their emotional reactions and choosing appropriate responses skills for interacting with others in an emotionally intelligent manner

3 Office of the Auditor General of Canada Table Group Introductions Présentation des personnes regroupées aux tables

4 Office of the Auditor General of Canada Discussion Questions: Was this a challenging exercise? Why or why not? Is it acceptable to talk about feelings in the workplace? What role should emotions play at work? Do emotions in the workplace matter?

5 Office of the Auditor General of Canada Definition The capacity to get optimal results from your relationships with yourself and others. (6 Seconds EI Network) La capacité dobtenir des résultats optimaux de ses relations avec soi et avec les autres. (6 secondes Réseau IE) Définition

6 Office of the Auditor General of Canada So, what is emotional intelligence?

7 Office of the Auditor General of Canada Emotional Intelligence is not: Aptitude Achievement Personality Necessarily being nice to people Wearing your emotions on your sleeve A womans touch Something youve got or you dont Lintelligence émotionnelle. Ne pas confondre avec : Les aptitudes Les réalisations La personnalité Le fait dêtre affable Le fait dêtre comme un livre ouvert Le fait davoir un « côté féminin » Une caractéristique que lon possède ou non

8 Office of the Auditor General of Canada Champion or Chump? Un exercice …

9 Office of the Auditor General of Canada The difference between a top and average performer is: 1/3 due to technical skills and cognitive ability 2/3 due to emotional competence Facteurs qui expliquent la différence entre la personne qui excelle et celle dont le rendement se situe dans la moyenne : 1/3 de compétences techniques et dhabileté cognitive 2/3 de compétences émotionnelles

10 Office of the Auditor General of Canada Higher levels of emotional intelligence are associated with better performance in the following areas: Participative management Putting people at ease Self-awareness Balance between personal life and work Straightforwardness and composure Building and mending relationships Doing whatever it takes Decisiveness Confronting employee problems Change management

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12 Office of the Auditor General of Canada Tuning In To Your Self Emotional Self Awareness / Conscience émotionnelle Accurate Self Assessment / Auto-évaluation juste À lécoute de soi

13 Office of the Auditor General of Canada Self Management Auto-discipline Self Control / Maîtrise de soi Adaptability / Adaptabilité

14 Office of the Auditor General of Canada Tuning In To The Other Person Ecoute des autres Empathy / Empathie Service Orientation / Souci du service à la clientèle

15 Office of the Auditor General of Canada Relationship Management Gestion des relations Influence / Influence Conflict Management / Gestion des conflits Teamwork and Collaboration / Travail dequipe et collaboration

16 Office of the Auditor General of Canada What is EI used for? Being in touch with your feelings Managing your emotions without being overcome Not letting setbacks and disappointments derail you Channelling your feelings to assist you in achieving your learning goals Having a strong sense of empathy Listening to your and others feelings so you can learn from them

17 Office of the Auditor General of Canada Emotional Intelligence Workshop Financial Management Institute of Canada / Institut de la gestion financière du Canada 24 November 2008

18 Office of the Auditor General of Canada ei

19 Office of the Auditor General of Canada Tuning In To Your Self Why Bother?? À lécoute de soi

20 Office of the Auditor General of Canada Choice begins the moment you become present … Eckhart Tolle, The Power of NOW Dès que vous êtes attentif, vous commencez à faire des choix …

21 Office of the Auditor General of Canada Emotions: are information cannot be ignored or hidden must be incorporated into decisions if they are to be effective are not always data driven follow logical patterns help us survive

22 Office of the Auditor General of Canada There is no thinking without feeling and no feeling without thinking. The more conscious one is of what one is experiencing, the more learning is possible. McCown et al. Self-Science: The Emotional Intelligence Curriculum, Self-Science Basic Assumptions Il ny a pas de pensée sans sentiment ni de sentiment sans pensée. Plus lon est conscient de ce que lon expérimente, plus il est possible dapprendre.

23 Office of the Auditor General of Canada Basic Emotions ANGER LOVE SADNESS HAPPINESS FEAR SURPRISE

24 Office of the Auditor General of Canada Self Management Auto-discipline Self Control / Maîtrise de soi Adaptability / Adaptabilité

25 Office of the Auditor General of Canada Emotions are not good or bad. They just are. Les émotions ne sont ni bonnes ni mauvaises. Elles sont là tout simplement.

26 Office of the Auditor General of Canada Your experience is not what happens to you, but what you do internally with what happens to you. You create your experience. Ron Short, 1998

27 Office of the Auditor General of Canada GAP SITUATION RESPONSE

28 Office of the Auditor General of Canada Amygdala Hijacking 1. A trigger 2. An instant reaction 3. A strong emotion 4. A subsequent feeling of regret Réaction soudaine et incontrôlée 1. Un élément déclencheur 2. Une réaction instantanée 3. Une émotion qui entraîne une forte réaction 4. Le sentiment de regret qui en découle

29 Office of the Auditor General of Canada Being Proactive Watch yourself Find a model Notice the signals Short circuit the hijack Observez-vous Trouver un modèle Relever les signes avant- coureurs Court-circuitez la crise Prenez les devants

30 Office of the Auditor General of Canada Arrêtez-vous! Reconnaissez lémotion au lieu de la nier ou de la minimiser. Calmez-vous. Pensez avant dagir. Étape du choix – Soyez réceptif à l information ou à la rétroaction que cette émotion vous apporte. Pensez à tout ce que vous pourriez faire et aux conséquences dans chaque cas. Agissez! Choisissez la meilleure solution. Canalisez lénergie que vous procure cette émotion pour réagir de façon appropriée et constructive.

31 Office of the Auditor General of Canada Self Talk Dialoguer avec soi-même

32 Office of the Auditor General of Canada Areas we can control Areas we can influence Areas we can neither control nor influence Circle Of Influence (S. Covey, 7 Habits of Highly Effective People)

33 Office of the Auditor General of Canada Tuning In To The Other Person Écoute des autres Empathy / Empathie Service Orientation / Souci du service à la clientèle

34 Office of the Auditor General of Canada Empathy involves a shift from my observing how you seem on the outside, to my imagining what it feels like to be you on the inside. Douglas Stone, Bruce Patton, and Sheila Heen Difficult Conversations Lempathie suppose un changement de point de vue : au lieu dobserver lautre tel quil apparaît de lextérieur, on imagine ce quil ressent dans son for intérieur.

35 Office of the Auditor General of Canada Negative Listening Patterns The Faker The Interrupter The Intellectual or Logical Listener The Happy Hooker The Rebuttal Maker The Advice Giver 50 Activities for Developing Emotional Intelligence Celui qui fait semblant Celui qui interrompt Celui qui rationalise Celui qui détourne joyeusement la conversation à son avantage Celui qui contredit Celui qui donne des conseils Modèles découte négative

36 Office of the Auditor General of Canada Me, My Emotions & Their Impact Moi, mes émotions et leurs effets

37 Office of the Auditor General of Canada Relationship Management Gestion des relations Influence / Influence Conflict Management / Gestion des conflits Teamwork and Collaboration / Travail dequipe et collaboration

38 Office of the Auditor General of Canada Communicating from the Heart Hear and understand me Even if you disagree, please dont make me wrong Acknowledge the greatness in me Remember to look for my loving intentions Tell me the truth with compassion (Copyright 2001 Steve Goodier, Publisher of Your Life Support System) Comprendre après avoir écouté On peut être en désaccord, mais on ne doit jamais faire de tort En lautre, reconnaître ce quil y a de bien Une bonne volonté, il faut savoir apprécier Rappel : dire la vérité avec compassion Communiquer avec le cœur

39 Office of the Auditor General of Canada In summary... Emotional intelligence is being able to harness emotions effectively so that they play a role in business success. It is not emotionally intelligent to allow the heart to rule the head. Nor is it better to allow the head to rule the heart. The heart and head must each play an intelligent role so that work relationships and work progress can both improve, side by side.

40 Office of the Auditor General of Canada Top 10 Suggestions for Developing Emotional Intelligence Label your feelings rather than labeling people or situations. Distinguish between thoughts and feelings. Take more responsibility for your feelings. Use your feelings to help make decisions. Show respect for other peoples feelings. Étiquetez vos sentiments plutôt que les gens ou les situations. Faites une distinction entre vos pensées et vos sentiments. Reconnaissez vos sentiments. Prenez des décisions qui prennent en compte vos sentiments. Témoignez du respect pour les sentiments des autres. Dix principales suggestions pour développer lintelligence émotionnelle

41 Office of the Auditor General of Canada Feel energized, not angry. Validate other peoples feelings. Practice getting a positive value from their/your emotions. Dont advise, command, control, criticize, judge or lecture to others. Avoid people who invalidate you. Top 10 Suggestions for Developing Emotional Intelligence Dix principales suggestions pour développer lintelligence émotionnelle Concentrez vous sur votre énergie plutôt que votre colère Validez les sentiments des autres. Prenez lhabitude de voir au positif dans leurs/vos émotions. Évitez de conseiller, de commander, de contrôler, de critiquer, de juger ou de faire la morale. Évitez les gens qui infirment ce qui vous dites.

42 Office of the Auditor General of Canada Questions? Contact Laurie Rose (613) ext

43 Office of the Auditor General of Canada Resource List Caruso, D.R., Salovey, P. (2004) The Emotionally Intelligent Manager: How to Develop and Use the Four Key Emotional Skills of Leadership. Canada: John Wiley & Sons Cherniss, C., Goleman, D. (2001) The Emotionally Intelligent Workplace: How to Select For, Measure, and Improve Emotional Intelligence in Indiviiduals, Groups and Organizations. San Francisco: Jossey Bass Covey, Stephen. (1990). The Seven Habits of Highly Effective People. New York: Simon & Schuster. Goleman, Daniel. (1997). Emotional Intelligence: Why it can matter more than IQ. New York: Bantam Books. Goleman, Daniel. (2000). Working with Emotional Intelligence. New York: Bantam Books. Lynn, Adele B. (2004) The EQ Difference: A Powerful Plan for Putting Emotional Intelligence to Work. Amacom. McKee, A., Goleman, D. & Boyatzis, R. (2004). Primal Leadership: Learning to Lead with Emotional Intelligence. Boston: Harvard Press. Short, R. (1998). Learning in relationship. Bellevue, WA: Learning in Action Technologies, Inc.


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