Shhhhhh! E-Learning Production Secret Revealed: Emotional Intelligence

Putting emotional intelligence to work

E-Learning producers who have been at this game for a while may have developed or even patented new ways of learning on the Web, but we’re finding that we have to recalibrate to meet our customers who are more into instructor led solutions. What’s a recipe for folks who are ahead of the curve that will help them keep a good mental attitude?

One of the core competencies of Emotional Intelligence is Optimism. Rather than a "Pollyanna, look-on-the-bright-side, everything’s-lovely” view of optimism, I use a pragmatic definition that’s about taking ownership and responsibility.

In a sense, the situation you’re describing is an adversity. In this model, an optimist looks at an adversity and says:

• It’s temporary. Someday people will cross the gap and be ready for our tools, we just need to be poised when they are.
• It’s isolated. Not everyone is stuck in his or her current approach to e-Learning, so not every aspect of our approach is untenable right now.
• It’s my move. I still have action I can take.

Let’s look at this last one further, because it may seem counter-intuitive – kind of “blame the victim.” Let’s face it, though, you’re ahead of the curve because you put yourself there. You are responsible for that choice, and that means you have the power it took to get there. In turn, having the power means you have the power to go where you need to go next.

By the way, we have just finished new research that e-Learning producers can use. We found that optimism scores on our EQ assessment predict almost 18% of supervisor ratings – in other words, if you want your high performance to be recognized, optimism will be an important asset. As a producer, you need customers and colleagues to recognize your effectiveness. So, by practicing the optimistic style you will reduce your frustration with adversity while increasing your effectiveness.

Is EQ just one more buzzword?

Yes, and No.

There are many people out there packaging the “same old training” but calling it emotional intelligence. There is an assumption that anything touching on emotions must be emotional intelligence.

If you take a serious view of emotional intelligence, though, and base your work on the cutting edge research, you’re really talking about a new approach to understanding people. For me, one of the key differences is recognizing that emotions have value – the goal is wisdom, not “control.”

Two key concepts that make emotional intelligence something new are:

All feelings have value. Rather than seeing emotions as often random, usually inconvenient, and frequently destructive, EQ shows us how all emotions are working to assist us to cope. Few of us have learned the language of emotions so the messages are confusing — but when we learn to decode them, we get a trove of data.

Feelings and thinking are not opposites. For over two centuries Western thought, especially psychology, has promoted a notion that we can be either rational or emotional. Neuroscientists like Antonio Damasio and Joeseph LeDoux are showing us the opposite is true. Without emotions we literally cannot evaluate, without emotions we are actually not conscious.

On a recent project there was a lot of bad tension between me and my lead programmer. We both kind of ignored it, but now I’m not sure how to proceed.

First let me offer some advice for next time, and then I’ll make suggestions for now.

One of the biggest and most common mistakes people make is ignoring their feelings. If you could  go back in time to before the “bad tension,” perhaps to one-quarter of the way into that project,

can you identify what you might have been feeling toward the programmer? Very early in the process you probably had feelings that were warning signs, clues, flashing lights on the dashboard, telling you about this problem. I’m guessing you figured those would go away, and so you ignored them.

Next time, don’t do that.

If you take heed of the messages of your emotions early on, it’s far easier to address the problems. If you’re feeling a little distrust, for example, that’s a signal that you’re not on the same page. So have a frank conversation, find out if you should be working together, and if not you can part ways with little downside. Four months later, however, you’re so far into the project you just have to bear it. In other words, to be intelligent with emotions, you have to pay attention to the data they provide.

Now, for the future: As you think about working with this person, what are you feeling now? I guess there is a lot about this person you value, or you wouldn’t ask. So is it worth working on the relationship? Do you care enough to be honest?

If so, I suggest getting into this person’s skin. Get deeply curious. What was the last project like for her or him? What did the other person feel about working with you? Why? When I let my curiosity work like this, I start to become much more empathic. Empathy is one of the core competencies in the Six Seconds’ EQ model, and it is essential for resolving interpersonal issues.

Another tip: Consider that whatever you’re feeling, the other person might be feeling something similar. If you feel distrust, they do too. If you feel betrayed, they do too. If you feel let down, they do too. Now – just reading that, are you wanting to assign blame, or are you willing to take some of the responsibility? We base the emotional shift here on a competency called “Navigate Emotions.” You can “control” feelings, or you can understand and transform them – emotions researchers call this “Deep Acting.” By listening to your feelings and empathizing, your perceptions begin to change and so do the feelings. When you’ve accomplished this navigation, you will have more clarity about the problem, and you will feel less reactive.

Now you are ready to take ownership of a lion’s share of this problem – not both lions’ shares. Your amygdala is somewhat soothed by your reflection, and you have been intelligent with feelings, gaining important insight about yourself, the situation, and the other person. Now you can have a conversation about your feelings.

Start by taking some ownership of the existing problem: “I was thinking about our last project. I felt a lot of frustration and I blamed you, but on reflection, I realize that I made a lot of mistakes. I am sorry for ____” (fill in the blank with a specific). I’ll bet a nickel that if you do this well and sincerely, the programmer will also apologize. Let me know!

After some taking ownership for the past, move onto your feelings and wants for the future, like this: “When I think about working with you on another project, I feel ___” (fill in the blank with an emotion, such as afraid, nervous, angry – keep it simple). You can explain why you feel that way. Then talk about what you want, making a plan for mutual gain: “What do we each want in this relationship? How do we get that?”

In what other ways can EQ be useful in the world of e-Learning production?

Emotional intelligence skills help with problem solving, creativity, and communication. They’re also invaluable for instructional design, as emotion is one of (if not the) driving forces for learning. Working with a wide variety of organizations to help them use the skills in some basic business areas, such as leadership, sales, customer service, and team performance leads us to suspect that all EQ skills are relevant to e-Learning production.

The leadership opportunity is one of the most important. Directors and managers often complain that they have no time to do their jobs because they are constantly dealing with people issues – they don’t always remember that a primary part of their job as leader is to lead! They recognize that people are not fully self-motivated, that there is not quite enough trust, and that people are not fabulous at solving problems with other people. Why? Because they were not taught how to do it. EQ training gives people those tools, and frees employees and leaders to get on with the work.

Another key reason is that in complex jobs, people need exceptional decision-making skills. We need people to be wise and ethical so they do the right work, and we need them engaged and motivated so they do a lot of it. We need this not only for our short-term financial performance, but also for the enduring success of our companies, communities, nations — and our planet.

Finally, almost every company has competitors who can make the same or better products. You invest a lot in new machines, so can the person next door. You start carrying the latest gizmo in your store, a week later it’s available online for 10% less. There is only one competitive edge left:

Relationships — and EQ skills are key to that.

In your work managing projects, you are also a manager of complexity and change. You lead through relationships and influence, and EQ skills are essential to those pursuits. By knowing yourself and managing yourself, you change the way you interact with people. This can fundamentally change the quality of your working relationships and increase respect and trust. Then, when it’s time to make change, people are willing to walk with you into the land of the unknown.

I’m personally most interested in the applications of EQ to teams and larger organizations. Using these skills to create an environment where people can truly excel and thrive; where they just can’t wait to come to work – that’s the environment I’d like all leaders to be able to create.

How about the Corporate world – what could I provide to my customers that would be of value to them? Often, I see them very stressed out and frequently, as a vendor, I’m a convenient therapist. I’d like to get out of that role and give them some tips or guidance so that we can both move forward. Any ideas?

I’d say what’s most important here is for you to be clear about your role and responsibility, and to take full accountability for that. What part of this is your problem? Own that. Whatever isn’t, step out from under.

For example, building a relationship is part of your role and responsibility. Another part is being someone who is trustworthy and walks in the room with integrity. When you get into the “therapist role,” are you violating some of your own integrity? It’s hard to say to a client, “I’m not qualified to help you with this one.” But do say it, and in a way that shows you are an ally and supporter.

How can EQ be useful in negotiations?

I generally have concerns around this question, because I have been aware of people wanting to use their emotional expertise to take advantage of others. In the pure definition of “emotional intelligence” that’s completely possible – just as we can use our intellect for good or ill, we can use our emotional intelligence likewise. In the Six Seconds’ EQ model, however, there is a critical component called “Pursue Noble Goals” (see Figure 2 again). This doesn’t mean become an altruist or saint, but it does mean we each need to become very clear about our own purpose. Then we need to look at how we live that purpose each day in a way that does not prevent others from living theirs.

That said, successful negotiation is about understanding what each party really needs. In my view, many of those needs are emotional. Being intelligent about emotions, we will look “beneath the surface” of people’s words and behaviors and understand what’s really driving them. It’s much easier, then, to achieve a solution that is mutually beneficial.

I also find in my own negotiations that I have patterns that I follow and emotional reactions. There are conflicting forces, such as fear of rejection, not wanting to appear too confrontational, and worry that I won’t get what I want. Emotional intelligence helps me become more aware of and manage these internal conflicts.

Everyone is talking about ROI these days. Is it possible to measure the ROI of an intervention based on an EQ approach?

Absolutely. In a project with the Sheraton Studio City Hotel in Orlando, FL, for example, we linked the emotional intelligence intervention to market share, guest service scores, and employee retention. A case study is available at www.EQperformance.com, that has many examples like this. There have been ROI measurements for projects at American Express, L’Oreal, the US Air Force, and others.

To whom, in an organization, does this EQ methodology apply?

The methodology applies to everyone. This is a very human process. The same approach applies to everyone, from seven-year-old children to military officers and executives. It’s about providing new data or models, taking people through experiences where they feel and think; walking them through that experience and providing encouragement to help them choose how they want to feel, think, and act the next time. It’s often good to start with leaders because they can cast a large shadow, or they can inspire a large brightness.

The USA and Europe have different organizational contexts that don't fit with the same way of working; and big multinationals and small companies are also very different. Do you agree?

Yes. My experience and our research bear that out as well. Our research on organizational climate shows small organizations have a very different set of emotional drivers, for example. They also tend to have a much more positive climate.

Our office in Italy is getting more involved in cross-cultural research. One initial finding: Europeans may often appear to be less optimistic than those in North America. Maybe that’s one reason why many Europeans find Americans to be over exuberant, and Americans sometimes see Europeans as reserved.

That said, having done training on five continents and worked with people from over 40 countries, I’ve found that people are fundamentally the same. Last year I chaired a conference on EQ in Dubai, and this truth struck me again. It was a room full of people in traditional Arab garb, Abayah, and Distash, and there I was, an American Jew talking about feelings. I told the group that walking into that conference hall, I felt afraid, and explained that feeling. Later during a break, several people ended up inviting me to come back, and to bring my children to meet their children.

Conclusion

Is there a non-profit organization for e-Learning producers to better understand and apply emotional intelligence?

Six Seconds is a 501(c)3 not-for-profit. It provides training, coaching, assessment, research, and curriculum (www.6seconds.org). This work for the corporate world is housed in the Institute for Organizational Performance (www.EQperformance.com).

Any final word of “EQ advice” for e-Learning producers?

Don’t forget that you are a leader, and that means people are counting on you to foster a context for performance. Feelings like inspired, belonging, committed, trusting, and curious will be invaluable for creating that climate.

I suspect e-Learning producers got into this work because of a passion for learning and development, and maybe even a sense of wonder at the endless possibilities of this work. In the press of deadlines and budgets, it’s all too easy to forget the values and vision, to figure idealism is impractical. Yet without the compelling sense of purpose, your work becomes empty, you lose the creative fire, and you stop calling out the best from yourself and others. In other words, as a leader, an artist, and a person, your vision is invaluable. Stay connected to it and you, your teams, and your clients will all benefit.

References and further reading

“Breakthrough Ideas for Tomorrow's Business Agenda,” Harvard Business Review, April 2003

Boyatzis, Richard and McKee, Annie, Resonant Leadership: Renewing Yourself and Connecting with Others Through Mindfulness, Hope, and Compassion, Harvard Business School Press, 2005

Caruso, David and Salovey, Peter, The Emotionally Intelligent Manager: How to Develop and Use the Four Emotional Skills of Leadership, Jossey-Bass, 2004

Damasio, Antonio, Descartes' Error: Emotion, Reason, and the Human Brain, Harper Perennial, 1995

Ekman, Paul, Emotions Revealed: Recognizing Faces and Feelings to Improve Communication and Emotional Life, Henry Holt and Company, 2003

Freedman, Joshua et al., The Business Case for Emotional Intelligence (www.EQperformance.com/mambo/)

Ghini, Massimiliano, Freedman, Joshua, and Jensen, Anabel, Six Seconds Emotional Intelligence Assessment (www.6seconds.org/sei/) LeDoux, Joseph. The Emotional Brain, Touchstone, 1996

Plutchik, Robert, “The Nature of Emotions,” American Scientist July-August 2001 Vol: 89 Number: 4 Page: 344 Pert, Candace. Molecules of Emotion, Scribner, 1997

Seligman, Martin E. P., Authentic Happiness: Using the New Positive Psychology to Realize Your Potential for Lasting Fulfillment, Free Press, 2002

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