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Emotional Intelligence in a Changing World

How does EQ fit today?

Charles Darwin was the first to identify the value of emotions as a critical element in the life. Sweaty palms for nervousness a churning stomach for anxiety and other signals. This moved to something called “social intelligence” in the 1920’s identified by F.L Thorndike. In 1990John Mayer and Peter Salovey di the research that led to “Emotional Intelligence.”

The world got onboard in 1995 when Daniel Goleman published his book “Emotional Intelligence.”

At the core of the book is the following statement:

“We are being judged by a new yardstick. It’s not how smart you are but how you are smart. The technical skills or the business expertise that so often propelled people to the top are not the abilities that make you effective in inspiring people, in guiding people, in coaching people, in developing people, in motivating people.”

In an International Study of 515 senior executives delivered interesting results. An individual’s emotional intelligence was proven to be a better indicator of success than having strong technical skills, previous experience and the standard “IQ (Intelligence Quotient).” Dr. J.P. Pawliw-Fry, who works with Olympic athletes as well executives refers to a study of sixty of the top US entrepreneurs that states – “Fifty-nine of the sixty went with their gut feeling first and then backed it up with rational reason when they made important decisions. The gut feeling is real. I t helps people make better decisions.”

Why am I focused on EI this week you ask?

Emotional intelligence can be developed. It can be learned. It is not like your native IQ. It ties back into emotions. As people we can control our emotions. Tough but it can be done. We can choose to express or repress our emotions. This also affects our health. The good old Type A personality has been shown to have increased risk of heart damages.

So now let’s return to the recent theme in this blog – change and technology. Change creates anxiety and employees need to have a good leader to help them overcome their fears related to this change. Without strong Emotional Intelligence leaders will be confronted with resistance to change and even anger at change in the work place. Don’t forget that it is the change agent – the individual who is bringing the change – who is the guilty party in this path of development and change. They are viewed with animosity generally. It is only through strong and effective leadership can this emotional feeling be overcome.

One of the life issues hat I have dealt with in my personal and professional life is exemplified by the question “What would you do if you weren’t afraid?” This best viewed with the decision we made to go into business for ourselves when I was 33 years old. I had a comfortable position and had interesting and challenging work and I worked with talented people in a great Company. Yet it didn’t match what I felt were my skills. I was too impatient, needed more speed in process change and faster growth and development opportunities for my co-workers. But that was a large change. From the comfort and security of a regular income to being completely on your own with the skills and work ethic. I am so grateful that we have the courage to overcome our fears.

How about you?

Are you looking at a process, or a method, or a form or a screen that should be changed? What are you doing to make it change and get better? If the answer is nothing then I want you to ask yourself the same question “what is it that you are afraid of?” The answer can be very revealing and if you can overcome your fear imagine the possibilities. You can make your job, your department, your company and the world around you a better place.

The times have changed and they are still changing and the rate of change is accelerating. What are you waiting for?

The time is now.

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What Is Training? #MondayBlogs

During the economic downturn, the first budget to be slashed was the training, or employee development, budget.

When it’s time to tighten our belts, training is the first thing to go.

But it is clear that employees need to invest in your business, just as you invest in your employees.  One of the things I teach in our classes is that our procedures and methods must be understood, and agreed upon, by the team.  In other words, your employees must not only understand what they are doing and why they are doing it, but agree with the goal and the approach to that goal.

Lately, we’ve seen more room for employee development again in the budgets.  We have also seen employees taking a greater role and a more vested interest in their business’ success when they are provided with a foundation through training.

People are our greatest asset.  They are your heroes with your customers, and they help to build the relationships that give a business “customers for life.”

It is crucial that we never forget that, although our industry is equipment, it is the people who make or break it for a business.

We must make an investment in the future through providing our employees with the training and tools they need to grow in our business.  This is an investment that benefits every aspect of the business.

The time is now.

 

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How Does Training Work? #MondayBlogs

To say that we are excited about our employee development programs would be an understatement.  We know that what we do is groundbreaking for our industry, and a positive movement for employers, employees, and customers alike.

For too long, training budgets were non-existent.  Now that we have clear paths forward for employee growth and excellence, the video below shows you a glimpse of how a Learning Without Scars program works.

The time is now.

 

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Let’s Get Serious About Our Employees #MarketingMonday

Some thoughts for your consideration:

You have seen over the past two to three weeks a change in the approach to the blog. We have been exposing Vimeo based film clips. You have seen our promotional trailer, the animation of Socrates, an introduction to the company and a video clip on market segmentation. I want today to present a situation and then pose some questions in the Socratic Manner. Socratic teaching forces people to come to their own conclusions.

Employees transition through three or four stages in their career:

  • Enthusiastic Beginner
  • Disillusioned Learner
  • Capable but Cautious Performer
  • Self-Reliant Achiever

 

Unfortunately, it is their immediate supervisor that has a direct impact on this transition. Too often we get stuck at the Disillusioned Learner as a result of the style of the boss or the lack of any interest from the boss in the employee.

 

As individuals as we move from school to work we have to overcome a series of things that I will call “personal obstacles.” These things come from our families, our friends and peers and our schools. I have often said we are taught to be obedient in our developmental years and when we get to the workforce we are asked to think on our own.

 

These obstacles normally are

 

  • We are told everything we want to do is impossible
  • We are afraid of hurting those we love by pursuing our own dreams
  • We are afraid we will fail in pursuit of our dreams.
  • We are afraid to succeed.

 

One of the important questions we need to ask of ourselves is “what would I do if I wasn’t afraid?”

 

In our training approach, we are developing an employee development program that will take each employee in the parts and service groups from the enthusiastic beginner to a self-reliant achiever. My question is “how do you achieve that today?

 

The time is now.

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Friday Filosophy: Socrates

Most of what we know about Socrates we have learned from his students, especially Plato.  We know he was a Greek philosopher and a teacher.  From his teachings, we developed the Socratic Method: a style of teaching that involves the asking of multiple, open-ended questions of the students.

It was Socrates who told us, “I cannot teach anyone anything.  I can only make them think.”

As we have learned in the many centuries since then, thinking is the foundation of all learning.

From this Greek Socrates, we have named our Learning Without Scars “mascot.”

lws-owl-logo

We felt that the owl was apt, as owls symbolize wisdom.  And naming him Socrates took our commitment to continuing education into the perfect symbol.

At Learning Without Scars, we are dedicated to continuous improvement for people: managers, supervisors, salespeople, counter people, and every individual working to make your dealership a profitable and effective business in today’s market.

Let us show you what happens when you have highly trained staff who are confident in the job that must be done.

Join us in 21st century, online employee development.  You won’t be disappointed.

The time is now.

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Service Management – How webinars can increase profits!

Magic words: increase profits.  Service Management is a very simple term to cover the many variables it contains: planning, organization, customer retention, job descriptions, praise, criticism, time management, personnel management.  I could go on with this list, as the Service Management includes so much within the Dealership.

With so many moving parts, how can you train your staff to provide service and satisfaction to your most important asset – the customer?

Our Service Management webinars offer 1 hour programs on the varied topics and skills necessary to run a successful business, without the demands on time or travel that are required in traditional, face-to-face training.

We are back in full swing with our webinar learning series, and we would love to see you this week.

For more information on Service Management webinars from Learning Without Scars, please visit our website on the Service Management – Webinars tab to read short write-ups, and sign up for training.

The time is now.

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Management vs. Leadership #MondayBlogs

Management vs. leadership is a topic that comes up in many of the programs I teach.  It is often easy to miss the difference.  When we are managers, we see ourselves as managers of people.

You manage processes, not people.

You lead people.

It is not enough to manage the process: you must have clearly defined goals and procedures that everyone has agreed upon.  The days of the “invisible” employee should be behind us.

Remember Patrick Lencioni’s 3 signs of a miserable job –

  • anonymity
  • irrelevance
  • immeasurability

None of your employees need to be anonymous in your workplace.  We spend so much time at work, we all know each other quite well.  The same applies to irrelevance – with a leader in place who has sought and received feedback, each staff member has a voice and is entirely relevant to the work at hand and the future success of the department and company.

Immeasurability.

How do your employees know when they are doing a good job?  It’s important to ask this question, as both praise and constructive criticism play a key role.

Just some food for thought for you this evening.

The time is now.

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Parts & Service Marketing

Our Parts & Service Marketing seminar will be taking place in Dallas, Texas on April 13-14.

Back by popular demand, this course is geared towards sales personnel looking to make a difference.

Material will cover:

  • Defining Customers
  • Market Coverage
  • Customer Loyalty
  • Measuring and Managing Success

This seminar offers the fundamentals of Parts & Service Marketing for any personnel that deal with your customers.

For more information, and to register for the seminar, please visit https://learningwithoutscars.org/classes/parts-service-marketing/making-a-difference/.

The time is now.

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Thought for the Day: Capital Goods Industry Management

Continuing with the philosophical, I want to share with you one of the approaches that I used when I was in a leadership position as an employee.  One thing I teach – and this does not just apply to Capital Goods Industry Management, but to management in every industry – is that we manage process.  We lead people.  Obviously, I was very engaged with my team.  Here is one of my standard approaches.

 

  1. What do I do that you like and you want me to continue doing?

 

  1. What do I do that you don’t like  and you want me to stop doing?

 

  1. What do I do that doesn’t really matter to you?

 

The responses to these questions allowed me to have a clear view of what my team thought was important.

 

The time is now…

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Training for the Capital Goods Industry

Training has long been a problem for many businesses.

Management and Leadership have conflicting views on personnel. Edward Gordon, in his book “Future Jobs,” points out the threats posed by under-skilled employees. He goes on to challenge the education providers to deliver more on their promise of providing a skilled individual.

One side of the conflict for leaders is traditional thinking:

  • The employees should come to the job trained and ready to work.
  • The employees should continue their schooling on their own time.
  • Why should I train people? They just leave me and go work for the competition.

On the other hand, there is a growing number of leaders who are changing their views:

  • I don’t want to have under skilled people ever.
  • I will support learning in any form.
  • I expect my employees to be curious and hungry learners.

In the years since 2008 – which I will label “BBS” – “Before Bear Stearns” businesses have reduced their expenditures on employee training dramatically. That results in under-skilled personnel. So the result is that we are choosing to reduce training costs, and therefore providing customers with under-skilled personnel. I am sure you don’t think that this is a sustainable position to take.

We have been offering management training since the early 1990’s. We have done this in combination with Industry associations, as well as directly with manufacturers and dealers. We have provided learning opportunities for Parts Management, Service Management, Parts & Service Marketing and Product Support Selling. Today we do this via a new Company called Learning Without Scars. You can visit our website at www.learningwithoutscars.org to learn more about training and creating an environment of skilled personnel.