The EQ interview finding employees high emotional intelligence part 19

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• Have you ever solved a work-related problem that had been a problem for a long time? What did you do? How did you do it? • Have you ever taken an action and gotten blamed when it didn’t work out? Describe what happened. Goal Orientation • Describe some goals for your present position. How were these goals determined? Do you meet these goals on a regular basis? • Have you ever thought that these goals were unrealistic? Why? • Have you ever had a goal at work that you didn’t meet? How did you feel about that? • Tell me about a goal that you imposed on yourself at work. Why did you decide on that particular goal? • Tell me about a time when you didn’t achieve something that you set out to do. What happened? How did you feel about that? • What goals do you have right now? • What goals did you accomplish last year? • Tell me about a time when you didn’t feel like working. What did you do? • Describe your process for setting goals for yourself. For the manager or leader: • How do you set goals for those who report to you? Describe the process you use to set goals within your unit or department. • How have you helped others set goals? • How do you ensure that the goals are aligned with the business strategy? • Tell me about a time when someone who reported to you did not reach an important goal. What did you do? 174 THE EQ INTERVIEW Optimism • Tell me about a project that you knew was not going to deliver results. How did you know? • Describe a time when you tried something new at work. How did that work? Would you do it again? Why or why not? • Describe a situation at work when you were optimistic and it affected the outcome. • Describe a situation at work when others wanted to move forward on something and you didn’t think it was a good idea. Why didn’t you think it would work? What did you do? • Describe a time when you were more optimistic than others at work about a particular project. What did you do? • Tell me about a time when you had misplaced optimism. How did you proceed? • Tell me about a time when you didn’t believe that a project was going to turn out on time, on budget, or on track. Why did you think it was going to be a problem? • Give me a situation where you believed that something was going to be successful and it was. How did you know? • Tell me about a time when someone on your team was negative about an outcome. How did it affect you? Flexibility • Describe a time when you had to change your plans to accommodate someone else at work. How did you feel about that? • Tell me about a time when something at work was changing. How have you adapted to the change? How did you feel about the change? • Relate a time when you wanted something at work to remain the same, but others didn’t. What did you do? How did you feel about that? QUESTIONS BY AREA AND COMPETENCIES 175 • Describe a time when you had to learn something new. How did you feel about that? How have you adapted to the new system? • Tell me about a time when you had trouble adjusting to a change. What did you find difficult? • Give me an example of a time when you were flexible. • Give me an example of a time when you weren’t very flexible. • Tell me about a time when you had to reconsider how to interact or behave because you weren’t getting the results you required. • Were there any behaviors that you had to abandon that worked for you in a previous job that didn’t work in a new job? How did you know these behaviors didn’t or wouldn’t work in your new job? For managers or leaders: • Tell me about a time as a manager that you found it necessary to bend the rules. What did you do? Why did you do it? How did you feel about it? • Tell me about a time when you were flexible and accommodated the needs of someone on your staff. How did you feel about that? • As a manager, have you ever been flexible and later regretted it? • What types of behaviors did you need to develop when you transitioned from worker to supervisor? From manager to director? • Were there any behaviors that you had to abandon that worked for you in a previous role that didn’t work in a new role? How did you know these behaviors didn’t or wouldn’t work in your new role? • Was there ever a time when you changed roles or jobs or organizations that you had to let go of behaviors that contributed to your success in past situations? 176 THE EQ INTERVIEW Personal Influence—Influencing Others Leading Others • Tell me about a time you had an idea and you got other people to follow you. What did you do? • Describe a time when others relied on you and followed your lead. • Tell me about a time when you were able to influence others. How did you do it? How did you feel about influencing others? • Describe a time when you took charge of a situation. • Tell me about a time when others looked to you for direction. What did you do? How did you feel about that? For managers and leaders: • How do you get people to follow you? What do you do? How do you influence them? • Tell me about a time when someone was resisting you. What did you do? • Describe a time when you were able to get people to follow you on a controversial issue. • Tell me about a time when you united your followers around an issue. • Describe a time when you influenced people to follow you when you did not have positional authority. • Give me an example of when you influenced your peers. • Give me an example of when you influenced your boss. Creating a For leaders and managers: Positive Culture • Describe the climate or culture of your present a Positive Culture department. • What specific steps do you take to set the tone within your department? QUESTIONS BY AREA AND COMPETENCIES 177 • How is the climate within your department different from that of other areas within your company? • What evidence do you have that you’ve created a positive climate or culture? • Describe the ideal climate of a department. What actions do you think a leader must take to create an ideal climate? • Tell me about a time when your staff was not very energized. What did you do? • Tell me about a time when someone expressed concerns about the working climate of your department. What did you do? • Describe a situation when an employee was disrupting the climate you were trying to establish. What did you do? For employees: • Describe a positive working climate. What would it feel like? What do you do to create a positive working climate every day? • Give me some examples of what you do to ensure that your coworkers have a positive day. • Give me an example of some actions you’ve taken with a negative coworker. What have you done to create a more positive working relationship with this person? • How do you support your supervisor in creating a positive climate in your work unit? Getting Results Getting Through Others Results Through Others For managers or leaders: • Describe some of the results you’ve achieved in your area within the past year. How did you achieve those results? • In what areas did you fall short of delivering the results you wanted to deliver? Why did you fall short? What could you have done differently? 178 THE EQ INTERVIEW • Describe how you typically get results from other people. • Tell me how you set goals for your staff. Give me an example of a time when someone wasn’t meeting a goal. What did you do? • Has there ever been a time when no matter what you did, someone was unable to reach a goal? What did you do? • What have you done to share your expectations with your department? • Have you ever set a goal too low? What did you do? • Tell me about a time when someone was resisting you, your ideas, or your authority. What did you do? • Tell me about a time that you were wrong in the way that you addressed an employee situation. • As a manager, tell me about a time when you didn’t have enough resources to do the job. What did you do? For employees: • Describe a situation when your actions helped others achieve results or goals. Mastery of Purpose and Vision Understanding Understanding Purpose and and Purpose Values Values • Describe a time when you were lost in your work in a good way—when time just flew by and you were totally absorbed in what you were doing. • Tell me about a time when you felt bored at work. • Describe your ideal job. • Describe the worst possible job for you. • What type of work would you find most inspiring? QUESTIONS BY AREA AND COMPETENCIES 179 Takes Actions • How did you decide on your chosen field of Toward Purpose endeavor, college major, or line of work? What influenced you? What actions did you take to end up in this field? • What do you like about your chosen field? What do you dislike? • What actions have you taken related to your career that you were pleased you took? What pleases you about your actions? • Have you ever pursued a career-related goal, perhaps a credential or a specific job, only to discover that when you achieved your goal you were disappointed? Tell me about that. Authenticity • Describe a situation where you found yourself in a values conflict. What did you do? • Tell me about a situation at work where you felt that you had to compromise your beliefs or values. • Describe a time when you felt very strongly about something that happened at work—something you considered to be an affront to your values. What did you do? • Tell me how you gain people’s trust. What do you do? What actions did you take? • Tell me about a time when you lost someone’s trust. • Describe how you know you have honored your commitments that you’ve made to others. • Tell me about a time when you failed to honor a commitment. • Has there ever been a time when you promised something at work and were unable to deliver it? How did you feel about that? • Tell me about a time when you did less than your fair share at work or you got out of a difficult assignment. How did you feel about that? 180 THE EQ INTERVIEW INDEX Accountability, 86. See also Initiative, as personal influence competency Action, as outcome of purpose and vision, 133–135, 139 Adaptability. See Flexibility and adaptability Aggression, expression in the workplace, 35 Anger, 21, 36–39, 150 Anxiety, as self-defeating emotion, 21 Arrogance, 147 Assertiveness. See Courage/assertiveness Attitude, positive, 99 Authenticity, 130 assessment of, 135–140, 160, 180 examples of, 136–137 as purpose and vision competency, 14, 135–140, 160 Authority, 115, 116, 121–122. See also Leaders; Leadership Authority figures, over reliance on, 148 Conflict, sources of, 74 Conflict resolution, 10, 13, 45–46, 66, 74–78, 82, 149–150, 158, 171 Confrontation, avoidance of, 39–40 Conscientiousness, 2 Conversations, planning the tone of, 47–49, 167 Coping skills, poor, 149–150 Courage/assertiveness, as self-management competency, 12, 39–42 assessment of, 40–42, 49, 158–161 Csikszentmihalyi, Mihaly, 130–131 Culture, of the workplace. See Work climate Cynicism, 150–151 Baby boomer generation, 1–2 Background checks, on job applicants, 141–142, 145–146 Behavior, 102–103, 146–151 Belief systems, violations of, 136 Bell Laboratories, 78 Bergquist, W.H., 102 Blaming, of others, 146–147 Body language, relationship to self-confidence, 87, 89i Bullying, 35 Cadbury Schweppes, 86 Center for Creative Leadership, 66 Change, flexibility associated with, 101–102, 105–106 Christ, 112 Collaboration, 10, 12–13, 71–74, 82, 98, 124, 158, 170 Commitment(s). 2, 71, 135–136 Communication face-to-face, in conflict resolution, 75 in performance management, 124 physician-patient, 17 planning the tome of conversations, 47–49 Compassion, 56, 651–62 Confidence. See Self-confidence, as personal influence competency Deceit, 138 Decision making, mastery of purpose and vision in, 130 Deming, W. Edwards, 113 Depression, as self-defeating emotion, 21 Discipline, progressive, 125 Downsizing, 43 Doyle, Richard, 86 EI. See Emotional intelligence Emotion(s), 21, 129–130 Emotional expression, as self-control competency, 12, 34, 35–39 assessment of, 36–39, 49, 164–167 examples of, 35–36 positive, 38 Emotional intelligence differentiated from social skills, 7–8 model of, 8–14. See also Empathy; Mastery of purpose and vision; Personal influence; Self-control; Social awareness; Social expertness Emotional intelligence competencies. See Empathy; Mastery of purpose and vision; Personal influence; Selfcontrol; Social awareness; Social expertness Emotional intelligence interviews, 3–5, 145–146. See also Questions and answers, in emotional intelligence interviews Empathy, 8, 12, 53–64, 158 competencies associated with, 12 181 Empathy (continued ) feeling the impact on others, 54, 56–58, 62, 158, 168–171 respectful listening, 54–56, 62, 158, 167–170 service orientation, 54, 58–62, 63, 158, 169 components of, 12 as internal function, 9–10 Employees, 1–2 relationship with bosses/supervisors, 70–71 responsibility for a positive work climate, 120–121 Employee turnover, 2, 3, 68 Employment interviews, 142 EQ Difference (Lynn), 130 Failure, 43, 66 Fear, 35, 36, 39–40 Flexibility and adaptability, as personal influence competencies, 14, 86, 159 assessment of, 101–107 “Flow,” in work, 130–131, 132 Follower skills, 71 Fraudulent information, on resumes, 141–142 Goal achievement/orientation, as personal influence competency, 13, 14, 86, 94–98, 108, 159 assessment of, 94–98, 108, 121–127, 174 collaboration in, 98, 124 differentiated from initiative, 95 examples of, 95–96, 122 relationship to resilience, 43 resistance to, 124–125 short-term or long-term, 97 Goals, conflicted, 136 Harassment, expression in the workplace, 35 Hay Group, 95 “Headhunters,” executive, 68 Helpfulness. See Service orientation HireRight, 141 Hospitality, “emotional,” 59 Hostility, as self-defeating emotion, 21 Humility, 147–148 Impact on others, 11, 16–20, 29. See also Personal influence assessment of, 18–20, 161–164, 168–171 empathy and, 54, 56–58, 62, 168–171 examples of, 16–18 Influence. See Personal influence Initiative, as personal influence competency, 13, 86, 91–94, 107, 159 182 INDEX assessment of, 91–94, 107, 173–176 differentiated from goal orientation, 95 examples of, 91–92 Instinct, in decision making, 151–152 Interviewers, instinct-based decision making ability of, 151–152 Interviews. See Emotional intelligence interviews “In the moment” awareness, 45–47, 167 Job dissatisfaction/satisfaction, 2, 130–133 Kelley, Robert, 78 “Know-it-all” behavior, 149 Koen, Deb, 78 Leaders. See also Managers anger in, 34 commitments made by, 135–136 conflict resolution skills of, 75 courage of, 41, 42 empathy of, 59 flexibility and adaptability of, 102–103, 104–105, 106–107 followers of, 112 goal orientation abilities of, 95 influence on goal achievement, 121–125, 126 influence on the work climate, 116–121, 126 “know-it-all” behavior of, 149 lack of courtesy, 17 performance-management techniques of, 123–124 Leadership dysfunctional, effects of, 116 as personal influence competency, 10, 13, 112–116, 177 Leadership IQ, 1 Learned helplessness, 101 Learned Optimism (Seligman), 98 Learning, 74–75 Life scripts, 130 Listening, respectful, 12, 54–56, 62 assessment of, 55–56, 62, 167–170 for conflict resolution, 75 “Lone wolf” behavior, 148 “Managerial Moment of Truth,” (Bodaken and Fritz), 39 Managers conflict resolution skills of, 75 courage of, 41, 42 flexibility and adaptability of, 102–103, 104–105, 106–107 goal orientation abilities of, 95, 98 instinct-based decision making by, 152 rescuing behavior of, 61–62 Manipulation, 48–49, 138, 145 Mastery of purpose and vision, 9, 11, 14, 129–140, 160 competencies associated with, 14 authenticity, 14, 135–140, 160, 180 taking actions toward one’s purpose, 133–135, 139, 160, 180 understanding one’s purpose and values, 130–132, 139, 160, 180 as foundation for emotional intelligence, 130 as internal function, 11 Michigan State University, 4 Morale, 36, 116, 117, 119 Narcissism, 90–91 Nestlé, 74 Observation skills, 19 Optimism, as personal influence competency, 14, 86, 159 assessment of, 98–101, 108, 175 examples of, 99 Organizational savvy, as social expertness competency, 13–14, 66, 78–81 assessment of, 79–81, 83, 171–174 examples of, 78–79, 80–81 role in career success, 78 Organizations, lack of direction of, 95 Past behavior, reflection on, 21–26 Peers, personal influence over, 125 Performance-management techniques, 123–124 Personal influence, 8, 13–14, 86,159 as basis for leadership, 10 as external function, 10 as influence on others, 111–127, 159 creating a positive work climate competency, 116–121, 126, 159, 177–180 getting results through others competency, 121–125, 126–127, 159 leadership competency, 112–116, 126, 159 as influence on self, 85–109, 159 flexibility and adaptability competency, 14, 86, 101–107, 108, 159, 175–178 goal orientation competency, 86, 94–98, 108, 159, 174 initiative and accountability competency, 86, 91–94, 107, 159, 173–176 optimism competency, 14, 86, 98–101, 108, 159, 175 self-confidence competency in, 86–91, 107, 159, 172–175 Personality, charming, 145 Physician-patient interactions, 17 Polman, Paul, 74 Power figures, over reliance on, 148 Promises, honoring of, 135 Purpose. See Mastery of purpose and vision Quality movement, 55 Questions and answers, in emotional intelligence interviews for empathy assessment, 55–58, 60–62, 167–171 identification of trends in, 142–151 for mastery of purpose and vision assessment, 130, 131–132, 133–135, 179–182 for personal influence assessment, 159, 172–176, 175–178, 177–181 flexibility and adaptability, 103–107 goal achievement/goal orientation, 96–98, 122–125, 174 initiative and accountability, 92–94, 173–176 leadership, 113–116, 177 optimism, 99–101, 175 positive work climate, 118–121, 177–180 for self-awareness assessment emotional and inner awareness, 22–23, 24, 162–165 impact on others, 18–20, 168–171 reflection on past behavior, 23–24, 25–26 triggers to emotional reactions, 21, 23, 24–25, 26 for self-confidence assessment, 88–91, 172–175 for self-control assessment courage/assertiveness, 165–168 emotional expression, 36–39, 164–167 “in the moment” awareness, 45–47, 167 planning the tone of conversations, 47–49, 167 resilience, 44–45, 166 for social expertness assessment collaboration, 72–74, 170 conflict resolution, 76–78, 82, 171 courage/assertiveness, 40–42, 158–161 organizational savvy, 79–81, 171–174 relationship skills, 69–70, 82, 169–172 Recruiting firms, 142 Reflection, about past experiences, 23–24, 25–26 INDEX 183
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