EMOTIONAL INTELLIGENCE

FOR SERVICE EXCELLENCE

 WHAT WOULD YOU DO?
 “Imagine yourself among a group
of friends enjoying dinner on the
patio of a Washington, D.C.,
home.
 “An armed, hooded intruder
suddenly appears and points a
gun at the head of a fourteen -
year - old guest.
 WHAT WOULD YOU DO? (CONT’D)
 ‘Give me your money,’ he
says, ‘or I’ll start shooting.’
 If you’re at that table, what
do you do?”
 WHAT WOULD YOU DO? (CONT’D)
 [Let’s see what Cristina Rowan,
the daughter of the hosting
family, did.]
 ‘We were just finishing dinner,’
[she] told the man. ‘Why don’t
you have a glass of wine with us?’
 WHAT WOULD YOU DO? (CONT’D)
 The intruder had a sip of their
[wine] and said, ‘Damn, that’s
good wine.’
 The girl’s father . . . told the
intruder to take the whole glass,
and Rowan offered him the
bottle.
 WHAT WOULD YOU DO? (CONT’D)
 The robber, with his hood down, took another sip and a bite of cheese
[cake]. He put the gun in his sweatpants . . . .
 ‘I think I may have come to the wrong house,’ the intruder said before
apologizing. ‘Can I get a hug?’
 Rowan . . . stood up and wrapped her arms around the would-be robber.
The other guests followed.
 ‘Can we have a group hug?’ the man asked. The five adults complied.
 WHAT WOULD YOU DO? (CONT’D)

 The man walked away a few moments later with a filled crystal wine glass,
but nothing was stolen, and no one was hurt. Police were called to the
scene and found the empty wine glass unbroken on the ground in an alley
behind the house” [Associated Press, 2007, as quoted in Bolman & Deal,
2008, pp. 12-13].
UNDERSTANDING EI
WHAT ARE EMOTIONS?
 Nervousness

Frustration
Anticipation

Anger
Dislike
Irritation

EMOTIONS
Disgust
Unhappiness

Worry Fear
Joy

Acceptance
Disappointment
DO YOU THINK WE CAN UNDERSTAND AND
MANAGE EMOTIONS?
1. As a Banker what are the
common emotions you
experience?
2. How do you manage them?..
 WHAT ARE EMOTIONS?

 Emotions are very critical in managing relationships, conflicts, perhaps,

almost all aspects of our lives
 Why are emotions so critical?

 Because, the first response we make to any stimulus around is an

emotional one
 WHAT ARE EMOTIONS?
 Emotions contain data
 Each ranges from high to low intensity levels

 Happiness  from being elated to mellowed

 Sadness from being depressed to dissatisfied

 Anger  from being furious to touchy

 Fear  from being terrified to anxious

 Shame  from being sorrowful to silly

WHAT ARE EMOTIONS? (CONT’D)
EMOTIONAL HIJACKING
 EMOTIONAL HIJACKING
 Emotional hijacking takes
place since the road
between your emotional
center and rational center
is too narrow
 EMOTIONAL HIJACKING
 When you are committed
to develop your EI, this
road becomes a highway
EMOTIONS VS. MOODS

A mood on the other hand is

usually much milder than an
emotion, but longer-lasting.
In many cases, it can be difficult
to identify the specific cause of a
mood.
-For example, you might find
yourself feeling gloomy for
several days without any
clearly identifiable reason
FOUR COMPONENTS OF
EMOTION
Sense of Social
Purpose Expressive

Body Emotion
Arousal s

Significant life event Feelings

 WHY MANAGING
EMOTIONS IS CRITICAL?
 REFLECTION
 List down the essential competencies which will help you excel
in delivering service to your customers
 EI VERSUS IQ

 80 percent of the essential competencies required for success in the

workplace are emotional intelligence,
 Which is far greater than IQ.
 Relationships
Leadership
Practices

WORLD
CLASS

Performance
Business
Practices
EMOTIONAL INTELLIGENCE
AFFECTS
s i c al
Your r phy
performa You alth
nce he
at work

r
You hips
r M e n t al Your Re l a t i o n s
You l th
H ea
Life
 WHAT IS EMOTIONAL INTELLIGENCE?

 “Emotional intelligence is best defined as the ability to use your

awareness and sensitivity to discern the feelings underlying
interpersonal communication, and to resist the temptation to respond
impulsively and thoughtlessly, but instead to act from receptivity,
authenticity and candor” (Ryback, p. 53)
 WHAT IS EMOTIONAL INTELLIGENCE?
 It is “your ability to recognize and understand emotions in yourself and
others, and your ability to use this awareness to manage your behavior
and relationships” (Bradberry & Greaves, p. 17)
 It is the ability to “control (our) temper” or to “rule (our) spirit”
 SECRET TO SUCCESS
 Daniel Goleman states that one’s success is not due to one’s IQ rather his/her
EQ!

 EI resolved the missing link to a long-standing mystery:

 “[P]eople with the highest levels of intelligence (IQ) outperform those
with average IQs just 20% of the time, while people with average IQs
outperform those with high IQs 70% of the time” (Bradberry & Greaves,
pp. 7-8)
 SECRET TO … (CONT’D)

 Accounts for 58% of performance

 The single biggest predictor of performance in the workplace and the
strongest driver of leadership and personal excellence (development)
 EMOTIONAL SELF-AWARENESS
 Have you ever been in a situation in which you wished you had not acted
or responded in a particular way? Describe the situation. (5-7 minutes)
 EMOTIONAL SELF-AWARENESS
 What were you feeling in the above situation?
 ____ Fearful

 ____ Defensive

 ____ Anxious

 ____ Happy

 ____ Embarrassed in a positive way—for instance, someone paid you a compliment

and you were glad he or she did and felt it was appropriately done
 ____ Embarrassed in a negative way—for example, you were publicly insulted

 ____ Other
 EMOTIONAL SELF-AWARENESS
 Why did you feel that way?
 EMOTIONAL SELF-AWARENESS
 How did you respond to those feelings listed in Step 2?
 ____ Withdrew completely from the situation
 ____ Stayed in the situation but tried to steer the interaction in a different
direction
 ____ Stayed in the situation and pretended you were in agreement
 ____ Became verbally or physically abusive
 ____ Disparaged the other person or people
 ____ Tried to out-talk the other person or people
 ____ Other
 EMOTIONAL SELF-AWARENESS (CONT’D)
 How was your body responding while you were feeling in the way you
indicated
 ____ Folded arms
 ____ Clenched jaw
 ____ Sweat—lip, brow, under arms, scalp, palms
 ____ Tapping foot
 ____ Drumming fingers
 ____ Stomach clenched
 ____ Other
 EMOTIONAL SELF-AWARENESS (CONT’D)
 Identify how you will act differently in the future when you notice the
reactions.
THE FOUR FACTORS OF EI
THE FOUR FACTORS (CONT’D)
 SELF-AWARENESS
 Your ability to accurately perceive your own emotions in the moment
and understand your tendencies across situations
 The ability to recognize and understand your own emotions and how
they affect your life
 The only way to genuinely understand your emotions is to spend enough
time thinking through them to figure out where they come from and
why they are there
 SELF-AWARENESS (CONT’D)
 Because they are reactions to your life experience, emotions always come
from somewhere.
 Situations that create strong emotions will always require more thought,
and these prolonged periods of self-reflection often keep you from doing
something that you’ll regret.
 People high in self-awareness are remarkably clear in their understanding
of what they do well, what motivates and satisfies them, and which people
and situations push their buttons.
 SELF AWARENESS - DISCUSSION
 Case review – High and Low Self Awareness
 15 minutes
 SELF-MANAGEMENT
 The ability to control disruptive or harmful emotions
 Your ability to use your awareness of your emotions to stay flexible and
direct your behavior positively
 More than resisting explosive or problematic behavior.
 Biggest challenge: Managing your tendencies over time and applying
your skills in a variety of situations
 SELF MANAGEMENT - DISCUSSION
 Case review – High and Low Self Management
 15 minutes
 SOCIAL AWARENESS
 Your ability to accurately pick up on emotions in other people and
understand what is really going on with them.

 Perceiving what other people are thinking and feeling even if you
do not feel the same way
 The ability to understand and empathize with others
 Listening and observing are the most important elements of social
awareness
 SOCIAL AWARENESS - DISCUSSION
 Case review – High and Low Social Awareness
 15 minutes
 RELATIONSHIP MANAGEMENT
 Taps into your abilities in the first three emotional intelligence skills
 The ability to connect with others and build positive
relationships
 The weaker the connection you have with someone, the harder
it is to get your point across.
 If you want people to listen, you have to practice relationship
management and seek benefits from every relationship,
especially the challenging ones.
 RELATIONSHIP MANAGEMENT-
DISCUSSION
 Case review – High and Low Relationship Management
 15 minutes
IMPACT OF EI
 IMPACT OF EMOTIONAL INTELLIGENCE

 Accounts for 58% of performance

 The single biggest predictor of performance in the workplace and the
strongest driver of leadership and personal excellence (development)
 90% of high performers are also high in EI, but only 20% of low
performers are high in EI
 Self-awareness is so important for job performance that 83 percent of
people high in self-awareness are top performers, and just 2 percent of
bottom performers are high in self-awareness.
DEVELOPING EI
 DEVELOPING SELF-AWARENESS
 The surprising thing about self-awareness is that just thinking about it
helps you improve the skill
1. Quit treating your feelings as good or bad
2. Observe the ripple effect from your emotions
3. Feel your emotions physically
4. Know who and what pushes your buttons
5. Stop and ask yourself why you do the things you do
6. Seek feedback
 DEVELOPING SELF-MANAGEMENT
1. Breathe right
2. Count to ten
3. Sleep on it
4. Smile and laugh more
5. Take control of your self-talk
6. Learn a valuable lesson from everyone you encounter
 DEVELOPING SOCIAL AWARENESS
1. Greet people by name
2. Watch body language
3. Plan ahead for social gatherings
4. Watch EQ at the movies
5. Practice the art of listening
6. Step into their shoes
 DEVELOPING RELATIONSHIP MANAGEMENT
1. Be open and be curious
2. Enhance your natural communication style
3. Avoid giving mixed signal
4. Take feedback well
5. Build trust
6. When you care, show it
 EI AND SALES
 Research has shown that it is appropriate to apply the Pareto principle to
salespeople
 Whereby 20 percent of all salespeople now make 80 percent of all sales.
 That means 80 percent of the sales force fights over the remaining 20 percent of
the business not produced by the top sales pros.
EMOTIONALLY INTELLIGENT SERVICE
PROVIDERS

 They are competitive and collaborative.

 They are comprised of salespeople with high self-management skills.
 They manage stress well.
 EQ AND SALES
 EQ has no greater application than in a sales position.
 A recent study of Fortune 500 companies including AT&T, IBM, and PepsiCo
by the Hay/McBer firm in Boston found that
 The top 10 percent of the sales forces in the companies surveyed totaled nearly $6.7

million in sales while the norm was only $3 million—more than twice the average or
additional sales totaling 88 times the average salary of $42,000.
 The top 10 percent of those sales forces were very strong in EQ competencies,
while the average salesperson was not.
 FIVE EQ SALES COMPETENCIES
Intuition and Empathy
This is the salesperson's awareness of the prospect's feelings, needs, and
concerns.
 Attitude toward others: One's ability to look positively and objectively
upon others
 Understanding others: An intuitive sense of a prospect's and/or
customer's feelings and perspectives, and showing an active interest in
his or her needs
 Customer service orientation: The ability to anticipate, recognize, and
meet customers' needs
Results Orientation and Decisiveness

This is the salesperson's adeptness at inducing desirable responses from the

customer or prospect.
 Communication: Sending clear and convincing messages that are understood by the

customer or prospect
 Influencing: Using effective tactics and techniques for persuasion and desired results

 Gaining commitment: One's ability to develop a motivation act

Self-View
level of courage and self-esteem that provides thick enough skin
 Handling rejection: One's ability to handle a no or a non-sale, not take it
personally, and be able to recover and restart quickly to try again
 Self-esteem: The higher the self-esteem is, the more passion and courage
the salesperson will have in the social arena.
DELIVERING SERVICE IN
DIFFICULT SITUATIONS
DEALING WITH DIFFICULT BEHAVIOUR
 Label the behavior, not the customer
 Listen
 Don’t get defensive
 Don’t take it personally
 Find out what the customer wants
 Discuss alternatives
 Take responsibility only for what you CAN do
 Agree on action
 THE TALKATIVE CUSTOMER

 Ask closed questions

 Limit the time available for them to interrupt
(don’t have long pauses)
 Provide minimal response
 Smile and be pleasant, but don’t encourage
them
 Wind up – thank them for coming, walk them
to the door but don’t be rude or dismissive
 THE ANGRY CUSTOMER
 Listen carefully without interrupting so you
understand the problem
 Empathize in a broad way
 Stay calm and remain polite
 Don’t escalate the problem
 Don’t take it personally, be defensive or blame others
 Propose an action plan and follow it
 Seek support if you are scared, if you can’t agree on a
solution or if the customer asks to see “whoever’s in
charge”
 THE ‘KNOW IT ALL’ CUSTOMER

 Acknowledge what they say

 Compliment them on their idea/s

 Be generous with praise

 Don’t put them in their place no matter how tempting

 Don’t try to be smart – you can’t win!

 Ask them questions and use them to improve your

knowledge
 THE INDECISIVE CUSTOMER

 Find out what they really want

 Ask them for the options

 Reflect back to them what they’ve said

 Assume control gently and point out the best course

of action from what they’ve told you they need
 Be logical

 Confirm a plan of action with them

 Maybe even put it in writing

 THE SUSPICIOUS CUSTOMER
 Establish your credibility
 Ensure you know your product or service
 They will try and catch you out so don’t guess or tell them
something you’re not sure of
 Be careful of what you say
 Be polite
 Don’t take it personally, they don’t trust anyone!
 WHAT IS “SERVICE RECOVERY?”

 Make it easy and convenient for customers to complain

 Identify unhappy customers before they complain or go away
 Turn mistakes into positive service stories
 Keep track of reasons customers complain so problems can
be eliminated
 SERVICE RECOVERY

 Mistakes are made. What angers customers is the way the

mistake is handled
 70% of disgruntled customers will return if the business
apologizes for an error
 95% will return if the frontline employee recovers impressively
 SERVICE RECOVERY STEPS

 Apologize

 Listen and Empathize

 Fix the Problem

 Offer Atonement

 Keep your Promises

 Follow up
 WHAT TO AVOID

 Saying ‘I don’t know’ without offering an option

 Saying you don’t know where a colleague is or saying they’re at
lunch/ toilet/ gone for coffee etc
 Leaving people on hold for a long time
 Ignoring people when you are busy
 Treating people unequally
PROFESSIONAL BEHAVIOR AT
WORK
 WORK ETHICS
The work ethics is a cultural norm
that advocates being personally
accountable and responsible for
the work that one does and is
based on a belief that work has
intrinsic value.
 ATTENDANCE AND PUNCTUALITY

 Make work a high priority

 Know your schedule
 Get enough sleep
 Make use of an alarm clock
 Arrange your transportation
 Inform your Supervisor
of an absence
 CHARACTER

 Loyalty
 Honesty
 Trustworthiness
 Dependability
 Reliability
 Initiative
 Self – Discipline
 Self – Responsibility
 COMMUNICATION

Communication is a two-way process of reaching mutual understanding, in

which participants not only exchange (encode-decode) information but
also create and share meaning.
 Reflection

People say that Communication is the

vital tool in Human Being.
 MODES OF COMMUNICATION
Com
Non-
Verb Symb muni
Verb
al olic catio
al
7% 55% n
38%
100%
COMMUNICATION
INTEGRITY
 QUOTES

 “Anyone can be angry—that is easy. But to be angry with the right

person, to the right degree, at the right time, for the right purpose, and
in the right way — that is not easy.”
THANK YOU VERY MUCH