Emotional Intelligence: Activities for Developing You and Your Business
Article Type: Suggested readings From: Human Resource Management International Digest, Volume 18, Issue 5
Ann Cartwright and , Amanda Sollway, Gower,2009,ISBN: 9780566088360
This training resource is presented in loose-leaf folder format (it can also be acquired as a CD-Rom) and aims to provide development activities for managers, employees, facilitators and those wishing to use practical exercises as part of their self-study. The content is closely based on Daniel Goleman’s theory of emotional intelligence (EI), with each major section providing activities that develop the skills associated with Goleman’s concepts of self-awareness, self-management, social awareness and relationship management.
The introduction gives a brief overview of Goleman’s EI theory and model, and includes a useful questionnaire and development plan. This is followed by a chapter that introduces core EI skills through seven activities. The first three work on communication skills, and provide simple exercises,which can be used to start a group talking or get group members energized. These are followed by an introduction to the principles of feedback and an exercise on self-talk. The final activities in the section cover “what pushes my buttons” and “recognizing and using intuition”.
The next four chapters are themed around the different quadrants of Goleman’s EI model, and follow the same activity-based format throughout. Chapter 2 contains 10 exercises concerned with self-awareness. These range between group-based activities and those designed to lead into discussions or reflective sessions. In addition, some of the sessions may be useful in one-to-one coaching, although some experience will be needed to manage these as they may lead to some very personal revelations.
Chapter 3 contains seven activities focused on self-management. These cover group tasks including working with intuition and the use of role models. The remaining exercises are best used on a one-to-one basis and include goal setting, dealing with change, self-coaching and building self-respect and esteem.
Chapter 4 is concerned with raising participants’ social awareness through 11 exercises, some of which use neuro-linguistic programming (NLP)techniques to achieve EI objectives. Many of the exercises involve exploration of issues such as valuing differences, recognizing similarities and developing empathy. In particular, an exercise on organizational values should lead to an interesting discussion for groups.
Other areas covered include classic NLP techniques such as pacing and leading, mirroring and putting yourself in someone else’s shoes. However,an exercise based around the Myers Briggs type indicator is less effective as it seems to present extroverted behavior as a favored style.
Chapter 5 focuses on relationship management and covers problem solving,motivation and change through the use of eight exercises. This is a well-developed chapter, which presents a comprehensive range of problem-solving techniques, a useful questionnaire on assertiveness, exercises on building relationships and a good starting point for discussion on what motivates others. Other activities include straightforward ways to look at honesty, change and ground rules.
Having provided tools to illustrate each of the quadrants of Goleman’s model, the authors conclude with exercises based around inspirational leadership. These focus on influencing and networking, and include two questionnaires that rate participants’ leadership and influencing skills together with a good exercise on understanding the organizational vision. Additionally, an exercise on networking could be used either to introduce group members to each other or to practice the skills covered in the chapter.
The final chapter provides sample workshop outlines to help practitioners to structure their EI sessions.
Although some of the exercises contained in this resource can be used by individuals or on a one-to-one basis, most require an experienced trainer or facilitator to run them effectively. To help with this, all the necessary handouts and timings are provided, along with step-by-step instructions for each activity. Many of the exercises could also be used in a range of other training activities, from team-building and leadership events to training on change management, self-awareness or relationship building.
The resource provides only a brief introduction to the thinking behind EI,and the exercises are largely designed to be used by those with little or no prior knowledge of EI principles. This means that, if a trainer intends to use these activities as the basis of a more detailed EI discussion, he or she may feel the need to read around the subject.
This does not detract from the utility of this resource, which provides many easy-to-use, well-written, practical activities, which are likely to prove useful to any trainer working in this field.
Reviewed by Claire Palethorpe, Claire Palethorpe Training and Development, Wrexham, UK.
A longer version of this review was originally published inIndustrial and Commercial Training, Vol. 41 No. 7, 2009.
