Task 01 BSBLDR501emotional intelligence

Task 01: Reflect on your emotional intelligence

Question 1

How Did You Score?Your results indicate an above average score on emotional intelligence.What Does Your Score Mean?People with a better than average score on emotional intelligence tend to be good at interpreting, understanding, and acting upon emotions. They are usually quite good at dealing with social or emotional conflicts, expressing their feelings, and dealing with emotional situations.It’s important to remember that no matter how good your score is, there is always room to improve your emotional intelligence. Consider areas where you are not as strong and think of ways that you can learn and grow. Take stock of your strong points and find ways to continue to develop and apply these skills.

Question 2

Conflict

The cause: Having conflict or difficulties getting along with coworkers or others at work, such as one’s boss, can be a common source of stress in the workplace. Poor quality interactions and lack of collaboration with fellow coworkers can also cause stress.

Change

The cause: Organizational change affects employees differently, with some employees relishing and welcoming it, and others fearing it or finding it stressful. Change in one’s job, team, the organizational structure, new processes and procedures, as well as cultural or work environment changes – especially changes that they can’t control – can all create fear and stress for employees, especially if they are not managed or communicated well. Employees often wonder how organizational changes will affect them and their situation, and that sometimes causes stress.

Job

The cause: The job itself is a leading source of stress for employees. While workload and overwork is a major cause, other sources of  are working on unfulfilling and unchallenging work, lack of future career or advancement opportunities within the organization, low pay for the work they perform, unrealistic or unmanageable job expectations or goals, being unable to cope with the demands of their job, and having little control or autonomy over how they work.

Question 3

Conflict

The cause: Having conflict or difficulties getting along with coworkers or others at work, such as one’s boss, can be a common source of stress in the workplace. Poor quality interactions and lack of collaboration with fellow coworkers can also cause stress.

The cure: Manage, mediate, and resolve coworker conflicts. Train employees on communication and conflict management/resolution skills. Minimize competition in the workplace. Provide opportunities for informal social interaction (e.g. low-stress “face time”) so employees to get to know one another and build trust. Additionally, provide opportunities for positive collaboration on work projects among employees.

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n employees on communication and conflict management/resolution skills. Minimize competition in the workplace. Provide opportunities for informal social interaction (e.g. low-stress “face time”) so employees to get to know one another and build trust. Additionally, provide opportunities for positive collaboration on work projects among employees.

Change

The cause: Organizational change affects employees differently, with some employees relishing and welcoming it, and others fearing it or finding it stressful. Change in one’s job, team, the organizational structure, new processes and procedures, as well as cultural or work environment changes – especially changes that they can’t control – can all create fear and stress for employees, especially if they are not managed or communicated well. Employees often wonder how organizational changes will affect them and their situation, and that sometimes causes stress.

The cure: Involve employees in change if it affects them. Solicit their feedback and input. Inform them about change well ahead of time, explain why the change it occurring, and encourage them to ask questions about the changes. Foster open dialogue about changes to reduce suspicion. Allow employees to talk through changes with one another or with trusted superiors in productive ways.

Question 4

The Six Seconds Model of Emotional Intelligence is a process framework for accessing and using emotions effectively.  Unlike other theoretical models, this is an actionable, practical, simple process that facilitates performance.  The basic model, to the left, is a cycle of three key pursuits:

Awareness:  Tuning into emotional data.

Management:  Responding intentionally.

Direction:  Leading purposefully.

There are eight learnable, measurable skills that enable these three pursuits.

Question 5

1. Take initiative: Demonstrate responsibility and enthusiasm for your job by striving to go the extra mile. This starts by finishing work without constant reminders from your supervisor. And if you are already in a leadership role, this means setting the example. Do tasks without being asked by someone else. Look around, see what needs to be done, and do it. Be the owner. If a coworker has a large project and you have some time on your hands, volunteer to help. Further, you could seek more challenging work and strive to develop your technical skills. This rarely goes unnoticed.

2. Act as a team player: This means not only being cooperative, but also displaying strong leadership skills when necessary. Practice leading in small group discussions by asking your teammates questions and bringing quieter members into the conversation.

3. Be flexible: Employees who can adapt to any situation are dependable no matter what is thrown at them. Be open and agreeable to other people’s suggestions, respect difference of opinions, accept your mistakes, and show empathy to others. Understand constraints and reasons why someone is unable to stick to a plan and then work to create a new plan if necessary. You do not want to be called ‘stuck up’ as a manager. Adopt agile methods. Be prepared for any breakdowns.

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