The Importance of One to One Meetings

The Importance of One to One Meetings

 

One-on-one meetings allow managers to make real connections with individual team members. These meetings allow managers to connect individually, and provide an opportunity to build rapport, gauge morale, identify potential burnout, talk through key issues. One-on-one discussions are mutually beneficial and can be a great forum for managers to ask probing questions. They facilitate feedback on any potential initiatives, allowing managers to build consensus on strategies that potentially require additional handling and/or positioning to gain consensus. .

Great 1 on 1s are:

  • Regularly scheduled, and scheduled in advanced
  • Rarely missed
  • Primary focus on the team member
  • Notes and Follow up is critical

Most managers will hold one on one meetings monthly with each team member, ad will allocate: – 10 minutes for the individual to discuss matters – 10minutes for you and – 10 minutes for career/growth/development/any other business

Some Questions to Bear in Mind

What do I need to communicate? What behavior of theirs am I focusing on? What projects or work am I/they involved in?What organizational issues/news/efforts can I share? What meetings have I just attended – what did I learn? What are the common items I need to get out to everyone –about schedules/projects/ workload or our team? What positive Feedback can I give? What developmental feedback am I going to give? What project, task or work would be helpful to their development?

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

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DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

Motivation

Motivation- The Third Component of Emotional Intelligence.

Virtually all effective leaders are driven to achieve beyond expectations –their own and everyone elses. Whilst plenty of people are motivated by external factors, such as big salary or the status that comes from having an impressive title or being part of a prestigious company,  those with leadership potential are motivated by a deeply embedded desire to achieve for the sake of achievement.

How can you identify people motivated by the drive to achieve?

  • Highly motivated people seek out creative challenges, love to learn and take great pride in a job well done. They often display an unflagging energy to do things better. They are persistent with their questions about why things are done one way rather than another; they are eager to explore new approaches to their work
  • They are forever raising the performance bar, during performance reviews people with high levels of motivation might ask to be “stretched” by their superiors. An employee who combines self-awareness with internal motivation will recognize her limits
  • Highly motivated people will keep score by tracking such hard measures as profitability or profit share.
  • People with high motivation remain optimistic even when the score is against them. In such cases, self regulation combines with achievement motivation to overcome

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To learn more about our Building Emotional Intelligence services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

Self Regulation

Self Regulation -The Second Component of Emotional Intelligence

 

Daniel Goleman goes on to discuss self regulation, which is the component of emotional intelligence that allows us to manage out and channel those emotions, which are driven by biological impulses.

Why does self regulation matter so much for leaders?

• People who are in control of their feelings and impulses–are able to create an environment of trust and fairness. In such an environment, politics and infighting are sharply reduced and productivity is high. Talented people flock to the organization and aren’t tempted to leave. And self-regulation has a trickle down effect.

• Self regulation is important for competitive reasons. Everyone knows that business today is rife with ambiguity and change. People who have mastered their emotions are able to roll with the changes. When a new programme is announced, they don’t just panic; instead they are able to suspend judgement, seek out information, and listen to the executives as they explain the new programme. As the initiative moves forward, these people are able to move with it. Sometimes they even lead the way.

 • Many of the bad things that happen in companies are a function of impulsive behaviour. People rarely plan to exaggerate profits, pad expense accounts, dip into the till, or abuse power for selfish ends. Instead, an opportunity presents itself, and people with low impulse control just say yes.

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

Self Awareness

Self Awareness – The First Component of Emotional Intelligence.

Self awareness is the first component of emotional intelligence – it means having a deep understanding of one’s emotions strengths, weaknesses needs and drives. People with strong self-awareness are neither overly critical not unrealistically hopeful. Rather, they are honest- with themselves and with others.  People who have a high degree of self awareness recognize how their feelings affect them, other people, and their job performance. Self awareness extends to a person’s understanding of his or her values and goals. Someone who is highly self-aware knows where he is headed and why; so, for example, he will be able to be firm in turning down a job offer that is tempting financially but does not fit with his principles or long-term goals.

How can one recognize self-awareness?

  • People with high self-awareness are able to speak accurately and openly – although not necessarily effusively or confessionally- about their emotions and the impact they have on their work.
  • They know, and are comfortable talking about their strengths and limitations, and they often demonstrate a thirst for constructive criticism.
  • Self aware people can be recognized for their self confidence. They have a firm grasp of their capabilities and are less likely to set themselves up to fail, knowing when to ask for help, and the risks they take on a job are calculated. They won’t ask for a challenge that they know they cant handle alone. They’ll play to their strengths.

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

Can Emotional Intelligence be Learned?

Can Emotional Intelligence be Learned- Daniel Goleman.


 


For ages, people have debated if leaders are born or made. So too goes the debate about emotional intelligence. Are people born with certain levels of empathy, for example, or do they aquire empathy as a result of life’s experiences?  The answer is both. Scientific inquiry strongly suggests that there is a genetic component to emotional intelligence. Psychological and developmental research indicates that nurture plays a role as well.

One thing is certain emotional intelligence increases with age. Yet even with maturity, some people still need training to enhance their emotional intelligence. Unfortunately, far too many training programmes that intend to build leadership skills- including emotional intelligence – are a waste of time and money. The problem is simple they focus on the wrong part of the brain.

Emotional intelligence is born largely in the neurotransmitters of the brain’s limbic system – this governs our feelings, impulses, and drives. Research indicates that the limbic system learns best through motivation, extended practice, and feedback. Compare this with the type of learning that goes on in the neocortex, which governs analytical and technical ability. The neocortex grasps concepts and logic. Not surprisingly – but mistakenly – it is also the part of the brain targeted by most training programmes aimed at enhancing emotional intelligence.

To enhance emotional intelligence, organizations must refocus their training to include the limbic system. They must help people break old behavioural habits and establish new ones. That not only takes much more time that conventional training programs, it also requires an individualized approach. Its important to emphasize that building one’s emotional intelligence cannot-will not-happen without sincere desire and concerted effort. A brief seminar won’t help; nor can one buy a how-to manual. It is much harder to learn to emphasize-to internalize empathy as a natural response to people- than it is to become adept at regression analysis. But it can be done. “Nothing great was ever achieved without enthusiasm” wrote Ralph Waldo Emerson.


In light of the upcoming EQ summit in London, Davitt Corporate Partners will be discussing each of components of Emotional Intelligence at Work. These include: Self Awareness, Self Regulation, Motivation, Empathy and Social Skill.

 

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

1 month to go to the Leadership & EQ Summit – London – 9th March

Davitt Corporate Partners are proud to be a Premium Sponsor of the Leadership & Emotional Intelligence Summit in London on 9th March 2012.

Click here for further information or visit www.eqsummit.com

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DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional

HR Magazine Article on EQ & Leadership

HR Magazine has become the official press sponsor of the Leadership & Emotional Intelligence Summit on 9th March in London

Today, they have published this article by Martyn Newman on their website.

DavittCorporatePartners – Organisational Psychologists and Experts in Building Emotional Intelligence

Talent Management

 

Organisations need more than an effective development strategy to ensure they have a ready supply of capable leaders. Development is just one component in a comprehensive talent management system. Talent management can be defined as a mission-critical process that ensures organizations have the quantity and quality of people in place to meet current and future business priorities.

 

This process covers all aspects of an employees life cycle, starting with when the organization selects the right leaders, continuing to when the person’s performance is aligned to the organisation’s strategic goals, with an effective performance management system. It is fuelled with effective development and leadership succession efforts. Improving the quality of leadership involves doing all of these things well.

 

HR professionals were asked to rate the importance of each of their talent systems in terms of its impact on organizational success. Although development was deemed important by the majority of them, even more HR professionals considered other systems critical for organizational performance. On the whole, talent management is clearly a driver of:

– Leadership selection
– Development programmes and learning opportunities for frontline leaders
– Development programmes and learning opportunities for mid-level leaders
– Development programmes and learning opportunities for senior leaders
– Performance management
– Leadership succession

Welcome to Sarah Mawhinney


DCP would like to welcome our newest member of staff, Sarah Mawhinney.


Sarah has joined us as an Organisational Psychology Intern.

She holds a BA in Psychology from University College Dublin and an MSc in Occupational Psychology from the University of Nottingham. During her Masters she completed her research dissertation on a “healthy workplaces project” with the World Health Organisation in Geneva.

Prior to joining DCP, Sarah worked in the financial services and recruitment sector with an Australian management consultancy firm.

She is certified by the British Psychological Society to administer and interpret psychometric assessments at level A and level B (NEO-PIR), and is a graduate member of the Psychological Society of Ireland.


Leveraging Career Assets – a Key to Success

By Andrew Harley

Most readers of this article may own a car and many will drive a car on a daily basis. We get in, start the car, drive off and arrive at our destination. Very few of us are aware or conscious of the complex mesh of knowledge, experience, judgement and co-ordination that are involved in what, for many of us, is a basic, routine daily task. There is a name for this – it is called “unconscious competence”. This term describes behaviour that is so deeply embedded in our routine that we do not know that we know how to do it!

Now driving is a fairly basic example. When we shift our attention to what happens in the workplace, the picture does not appear as clear. Although the underlying principles are the same, the most basic of jobs has an element of unconscious competence. The more senior the role, the more performance becomes a function not just of what is done but of the way in which it is done. High performers demonstrate exceptional levels of unconscious competence. While this is taken for granted when the economy and organisations are in a “steady state” it demands close attention in times of discontinuous change.

Traditional careers are a bit like driving a car. We join an organisation, progress at variable speed to our destination – retirement. Along the way, we acquire experience, knowledge, skills and some wisdom. If, however, we ask individuals about what they do, the chance is that they will answer in terms of their role or responsibility. Typically this will be “I’m Head of Logistics” or “I’m responsible for the Marketing Department”. These responses are spontaneous; they reveal how the individual sees him or herself. The label is the job title, an allusion to what they are there to do and why they are in the organisation. This response does not acknowledge of what they are capable or, critically, at what they are unconsciously competent.

Everyone makes their job their own. Subtly they shape it to fit their own skills and experience. The job itself is not subverted; rather it is adapted so that the individual finds the easiest way for him or herself to deliver the required results.

Essentially, each of us has a unique set of gifts that we learn to deploy in the context of the job that we do. The boundary between what we do and what the job is becomes hazy. For most, the shorthand of “I’m an accountant” substitutes for the acknowledgement of a genuine description of capability.

When the world changes, however, it is barely adequate to retain the label “Accountant” when the market is awash with hundreds of “Accountants” all looking for a job. Taking a less cataclysmic view, is it sufficient to expect an accountant to make the transition to Finance Director? Perhaps not! In both cases, decisions to appoint will be made not on the basis of a job title but on a judgement about how someone might do the job. The more senior the role, the greater the impact of “how things are done” not just “what is done”.

The individual’s capability, the “how” they do things, is the exercise of their knowledge, skills, experience and judgement. The job context has an influence but this is more about the impact of organisational climate and culture on the individual and the degree to which it fits with the individual’s preferred way of working.

As change quickens in pace and security of employment is in flux, the people best placed to grasp the opportunities will be those who know best their capabilities and can match their knowledge, skills, experience and judgement to new and different roles.

An interesting observation is that, when asked about what they have achieved most people struggle to identify anything significant. This is not because the achievement is absent but it is associated with “just doing my job”. Experience from working with a wide range of different individuals argues compellingly for a simple self-assessment process to begin to reveal the “career assets” – the transferable knowledge, skills, experience and judgement. In outline the process follows this kind of flow:

  • Think of targets, goals or objectives met;
  • Examine what you decided to do and how you did it;
  • Identify what would have happened had you not acted;
  • Analyse

o what you did,

o how you decided,

o how you got resources,

o who you had to persuade and how.

The results of your analysis should describe your career assets. This understanding of career assets allows the individual to make informed decisions about where and how to invest their effort in the future.

So far, this piece has focused on the individual and their fit to the organisation. The same applies to organisations and the extent to which they understand the human capital represented by the workforce.

In the same way that the individual is at the mercy of external factors, so is the organisation. An understanding of the capability of an organisation’s human capital can be a key strategic lever in meeting the challenge of a changing environment.

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To learn more about our Career services, please contact the office: +353-1-6688891 or info@davittcorporatepartners.com

Discover how DavittCorporatePartners can help you to:

Develop Emotional Intelligence in Your Organisation

Win the War for Talent

Realise Individual Potential

Align Behaviour with Corporate Values

________________________________________________________________________________________________________________________

Andrew Harley is a Senior Associate at DavittCorporatePartners – Corporate Psychologists