Course Background:
It's a fast-paced and complex time, says American futurist Daniel. Pinker said in "A New Mind" that the world has moved from the era of high rationality in the past to oneHigh perception and high concepttimes. Based on this, "emotional intelligence" and "emotional intelligence" have also been a hot topic in recent years, and emotional intelligence can not only change one's own psychological state, but also optimize the relationship between people.
In management, leaders use emotional influence more intelligently through emotional intelligence and the energy of the surrounding interpersonal network to form a more powerful team up and down cooperation, so that work effectiveness can change.
This course is committed to improving the methods of emotional intelligence, building the ability of emotional intelligence, using a large number of workplace cases and practical tools to solve the practical management problems faced in work and life, so that managers can face some thorny problems, interest appeals, relationship handling, accusations and misunderstandings, etc., improve the students' ability of flexible management within the enterprise, and create more performance.
Course Benefits:
Recognize emotional intelligence and understand the portrait of high emotional intelligence.
Understand the behavior of high emotional intelligence in work and life.
Master the techniques and tools of high emotional intelligence: empathetic communication techniques, expression techniques.
Improve emotional intelligence, be flexible and relatable, and form good interpersonal interactions with others.
Solve interpersonal problems in the organization and increase the organizational influence of leaders.
Course Highlights:
Strong professionalism, the latest achievements in emotional intelligence management, professional system, strong practicability, each subsection is designed according to the management pain points, easy to master, strong operability, each subsection has tools or steps, take it and use it.
Course Duration:2 days, 6 hours a day.
Course Target:Middle managers.
Course Method:Lecture + Standard Test + Scene Reproduction + Interactive Experience + Case Sharing.
Course outline
Lecture 1: Feeling Emotional Intelligence
Testing:Standard Work Emotional Intelligence Test
1.Misconceptions of high emotional intelligence: can speak, can communicate, can please, have a good temper, and are very shrewd.
2.Daniel Goleman's definition of emotional intelligence.
3.4 Steps to Improve Emotional Intelligence: Self-Awareness, Self-Management, Social Awareness, and Relationship Management.
Lecture 2: Behaviors and Practice Tools for High Emotional Intelligence
1. Self-awareness
Case Analysis:Heartwarming offer
Self-Awareness: Why Leaders Lose Themselves
1) Fear of failure --- shirk responsibility.
2) Vanity and conceit--- too much.
3) Loneliness --- lack of support.
3 Ways for Managers to Be Self-Aware
1) Peel the onion.
2) Look directly at the blind spot.
3) Reflective behavior: sincere, truthful, and avoid deliberate performance.
2. Self-management
Case Analysis:Manifestations of low emotional intelligence: punishing, giving advice, judging, proving that you are right, and pleasing yourself.
Self-management: 4 abilities of self-management for managers
1) Control and judgment: Do not judge subordinates easily.
2) Accepting differences: Perceive the situation of others.
3) Whoever suffers changes: Managers should not expect their subordinates to change themselves.
4) Don't be hooked: Managers need to learn to use emotions reasonably.
2.7 aspects of manager self-management.
3. Social awareness
Case Analysis:Li Dan's performance in the talk show conference.
1.Social Awareness: Observing and understanding the behavior and feelings of others.
Tools:Micro-behavior vs. intent.
3 steps on how managers respond to others
Step 1: Be aware.
Step 2: Understand.
Step 3: Respond (show understanding).
4. Relationship management
Case Analysis:Interpersonal misunderstandings: persuading the other party, paying too much attention to winning and losing, being condescending, and taking poisonous tongues as funny.
1.Relationship management: altruistic without expectation, helpful without arrogance.
Managers should first be open-minded when dealing with interpersonal problems
1) Openness = Expanding Consensus + Eliminating Blind Spots.
2) Building Community: Talk less about us and more about us.
3) Open up the other person's openness: Ask the other person's opinion every time you say something.
5. The performance of high emotional intelligence in the workplace
1.Breaking the aura of perfection will leak flaws and be more grounded.
2.Fire up the right way.
3.Big doss (customers) are not terrible.
4.What to fight about and what not to fight.
Summary:Managers have high emotional intelligence and low emotional intelligence.
Lecture 3: The core skill of high emotional intelligence: empathy (empathy).
1. Self-testing of empathy (empathy).
Quiz:What was your first reaction and response to this conflict?
The five levels of empathy (empathy).
Level 1: Exposure mode.
Level 2: Suppression mode.
Level 3: Hyper-sanity mode.
Level 4: Dull mode.
Level 5: Consistent mode.
2.Improvement: How can you adjust your level of empathy (empathy) to become a master of emotional intelligence?
Tools:Self-improvement**.
2. A tool for building empathy (empathy) (establishing two steps: feelings and needs).
Step 1: Empathize with others and build relationships (4 steps: SAFE).
1) See feelings.
2) Respect differences.
3) Think about why.
4) Express empathy.
Case Study:High EQ > Low EQ, 6 ways to respond to the same scenario.
Case Study:When subordinates put forward unreasonable plans, how to stimulate the resistance and enthusiasm of subordinates?
Step 2: Understand the needs and respond effectively (3 steps: SEE method).
1) Observation needs.
2) Ask for confirmation.
3) Direct response.
Case Exercises:How do you convince someone in a minute of this kind of situation?
Case Study:Changing departments, why did the result break up unhappily.
Case Study:How to deal with new employees who ask for a salary increase or don't come to report?
3. The tools and applications of empathy (empathy).
Tools:The four levels of listening.
Tools:How to Hear the Needs Behind Someone Else's Language: An Emotional Glossary.
Tool Exercises:Exercises for emotional vocabulary lists.
Lecture 4: Interpersonal Communication and Team Management with High Emotional Intelligence
1. Interpersonal relationship and communication
Express yourself correctly
1) Unable to express oneself: unconscious, afraid to express, incapable.
2) Adversarial Language & Supporting Language List.
3) A tool for self-expression: ORID
Practice:Use ORID to resolve conflict in interpersonal interactions.
How do you respond to the "challenges" of others in your interpersonal interactions?
1) 3 steps to respond correctly when someone says "no".
2) Encounter other people's language that makes you uncomfortable: 4 steps to respond correctly.
Case Studies & Exercises:
What should I do if I am new to a department for management and my subordinates do not have a high degree of cooperation?
What should I do if my subordinates ask thorny questions about unfair salary, rewards, and performance?
Interpersonal strategies in the workplace
1) How to deal with three types of difficult people.
2) No matter how high the emotional intelligence is, you don't have to talk to make everyone comfortable.
3) Perhaps there is more important than emotional intelligence.
2. How managers manage team relationships
What to do when the team quarrels
1) Transform verbal conflict into relational strengthening.
2) Pause, listen and embrace the other person's emotions.
3) Separate people and things and solve the problems that can be solved in front of you.
3 steps to mediate subordinate conflicts
Formula:Regulating Conflict = Dealing with Emotions + Rebuilding Goals + Minimal Improvement.
Step 1: Dealing with Emotions: Dealing with subordinates' emotions rather than correcting facts.
Step 2: Rebuild Goals: Build subordinate goals.
Step 3: Minimal Improvement: Get back into action.
4 steps to comfort and soothe subordinates and manage their emotions
1) Clarify all the facts: What facts support your idea?What facts contradict your ideas.
2) Empathy: What other perspectives of empathy I have not adopted.
3) Confirm the meaning: What is the meaning of doing this?How can we narrow down the impact of negative results on us?
4) Evaluate your single thought: What are the ways of thinking and feeling that will help the thing?
When it comes to sensitive information, when to say it and how to say it
1) 5 questions to clarify the essential purpose of communication from the perspective of strengthening relationships.
2) Avoid talking about things and balance honest communication with feeling good.