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Resilience Building – Infographic

Having the ability to be a resilient person is a fantastic asset in that it allows a person to have the ability to deal with what life throws at them. Our lives are wholly unpredictable and we simply cannot predict what will happen from one day to the next. Dealing with personal issues like grief can be extremely testing on one’s ability to cope but resilience will see them through. Furthermore, there is a natural process to grief and eventually people find themselves working through the grief and gaining the ability to move forward, however difficult it may be. We have put together this infographic below about resilience building in all its guises. Learn about its importance and also learn how one can work on building resilience in order to face life’s more tough moments. Check it out below.

Resilience Building Infographic

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Lupine Leadership

 

A Pack of Wolves

The 3 in front are old and sick. They walk in front to set the pace of the running group lest they get left behind. The next 5 are the strongest and best, they are tasked with protecting the front side in the event of an attack. The group in the middle are always protected from any attack. The 5 behind them are also among the strongest and best; they are tasked with protecting the rear, if there is an attack.

The last one is the Leaader. He ensures that no one is left behind. He keeps the pack unified and all on the same path. He is always ready to run in any direction to protect and serve as the ‘bodyguard’ to the entire group.

Leadership, the Lupine way!  

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The Neuroscience of Trust – HBR February 2017

Trust can be a somewhat elusive concept in business; employers have long been trying to determine the causes and effects and how to increase trust amongst employees. Recently, an article published in the HBR has shed some light on the science behind trust.

Oxytocin has been found to increase trust and trustworthiness in others. This was discovered when experimenters asked participants to transfer an amount of money to a stranger, knowing it would triple in amount, but the recipient may or may not share the money with them. Therefore the recipient’s trustworthiness was measured by whether or not they shared the money. They found that the more money the recipients received, the more oxytocin they produced. The amount of oxytocin they produced also predicted how likely they were to share the money – or how trustworthy they were. This clearly shows that trust fosters trust, the more they were trusted, the more trustworthy they were.

In order to prove that the oxytocin caused the trust, the experimenters administered a (safe) 24IU dose of synthetic oxytocin to the participants and found that those who were sending money to strangers more than doubled the amount they sent after being given the dose of oxytocin. Furthermore, not only did the participants remain cognitively intact, they also did not take any more risks during a gambling task – showing that the oxytocin did not simply reduce inhibitions – all it appeared to do was “reduce the fear of trusting a stranger”.

8 ways to foster trust in your organisation:

  1. Recognise excellence in your employees – the most powerful way to do this is to make the recognition tangible, unexpected, personal and public.
  2. Challenge stress – moderate stress releases neurochemicals oxytocin and adrenocorticotropin, the latter of which intensifies people’s focus and strengthens social connections. The task needs to be challenging yet achievable otherwise people give up.
  3. Autonomy – it has been found that almost 50% of employees would rather have greater control over their work than a 20% pay rise. An added benefit is that this also promotes innovation, allowing people to try differing approaches.
  4. Job crafting – allowing employees to choose to work on the projects that interest them most, whist ensuring that clear expectations and objectives are outlined from the outset.
  5. Sharing information – ensuring that employees are kept up to date and informed, uncertainty leads to stress and a decrease in oxytocin.
  6. Intentionally building relationships – when people build relationships in work, performance improves. This also extends to managers – those who show an interest in an employee’s goals and wellbeing outperform others in the quality and quantity of their work
  7. Facilitate whole-person growth – focus not just on the individual at work, but also on their work/life balance. Emphasis should be on the future, rather than the past – goals can be set with managers, but the employee should be given the autonomy to reach them, allowing them to develop personally as well as professionally.
  8. Showing Vulnerability – when leaders ask for help, this stimulates oxytocin in others, increasing their levels of trust. Being open about needing help shows the leader is secure in themselves and helps build credibility

 

The impact of trust was highlighted in this study – findings included:

  • Respondents whose companies were in the top quartile in terms of trust were 76% more engaged and 50% more productive than those in the bottom quartile
  • Those working in high trust companies enjoyed their jobs 60% more, and felt that they were 70% more aligned with their company’s goals and missions.
  • High trust employees had 11% more empathy for their co-workers and felt 66% closer to them.
  • High trust employees also experienced 40% less burnout.
  • Another interesting finding was that companies in the highest quartile of trust pay 17% more compared with those in the lowest quartile, indicating that they are able do so as the high trust company employees are likely to be more innovative and productive.

How To Build Personal Resilience

How To Build Personal Resilience – Our Informative Guide

A resilient person can not only handle a difficult experience in the moment, they can also bounce back quickly afterward. We can develop our resilience by managing our thoughts, behaviours and actions. To find out how we can build our personal resilience, let’s check out our informative guide below!

Understanding Personal Resilience

Albert Ellis created the A-B-C model of resilience which stands for:

A-B-C Model of Resilience: Understanding Personal Resilience

Resilience Exercise: How To Use The ABC Model

To put this model into practice, why not do the following exercise. Vividly recall a recent adverse event and answer the following:

A: Objectively describe the event and answer these questions: Who? What? Where? When?
B: Record your thoughts about the event. Why do you think it happened?
C: Make a note of your actions and feelings.

The Three C’s of Resilience

 

In the 1970s/1980s, Dr. Maddi of the University of Chicago carried out a study that discovered that the most resilient people held three key beliefs:
1. Commitment
They strived to be involved in events rather than feeling isolated.
2. Control
They tried to control outcomes, rather than lapse into powerlessness and passivity.
3. Challenge
They viewed stressful changes (whether they are positive or negative) as opportunities for new learning.

Steps To Becoming More Resilient

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  1. Develop supportive and caring relationships at home, among friends and colleagues.
  1. Accept help and support and help others when they need it.
  1. Receiving & appreciating kindness from others may be just as important as offering it up.
  1. This is because gratitude is an important part of resiliency.
  1. Remember that some crises are beyond your control.
  1. You cannot change events however you can change the way you interpret and react to them.
  1. It’s important that you try to accept this and look ahead.
  1. Accept that change is part of life and that you will have to adapt to changing circumstances.
  1. Set some realistic goals and take regular small steps towards achieving them.
  1. Ask yourself, “What’s the one thing I can accomplish today?” rather than focusing on the overarching goal.
  1. Be decisive – do as much as you can rather than avoiding problems and hoping they will go away.
  1. Try to understand your own experiences of dealing with loss, hardship or emotional problems.
  1. Appreciate what you have learned from these difficult issues.
  1. Develop a positive view about yourself and be confident in your strengths and abilities.
  1. Try to take a longer-term perspective and don’t blow the significance of the event out of proportion.
  1. Stay hopeful and optimistic.
  1. Visualise what you want, rather than worrying about what you fear.
  1. Look after yourself – your health, fitness and need for relaxation and peace.
  1. Looking after yourself will give you the strength and balance to deal with difficult situations.

 

Developing Resilience: Active Thinking

via GIPHY

Active thinking leads to action which massively helps to build our personal resilience. To get yourself out of a negative situation you need to act. To shift into active thinking, ask yourself questions such as the following:

  • How can I contain the problem so that it does not get worse?
  • What can I do to limit the scope / the duration of this issue?
  • How can I reduce the possible downside of this troubling event?
  • How can I increase the possible upside of this event?
  • What aspects can I control?
  • How can I best respond?

 

Developing Resilience: How To Immunise Yourself Against Stress

 Personal resilience: How to protect yourself from stress

Protecting yourself against stress works the same way as medical immunisation. A doctor inoculates his/her patient against disease by introducing tiny amounts of a virus into their bloodstream. This stimulates the body’s natural immune responses.

You immunise yourself against stress by purposely exposing yourself to different stressors. For the most part, stressors are anything that are outside of your comfort zone. Some ideas include:

  • Learning something new.
  • Going for a meal by yourself.
  • Doing something that scares you.

 

How To Build Personal Resilience At Work

How To Build Personal Resilience At Work

  • Appreciate social support and interaction with your workmates.
  • Treat every problem as a learning process. By developing the habit of using challenges as opportunities, you will develop a strong sense of achievement.
  • Avoid making a big drama out of a crisis. Stress and change are a huge, unavoidable part of life – how we understand and respond to crisis situations has a massive impact on how stressful we find them.
  • Make sure you celebrate your successes at work. By taking the time to appreciate what went well for you during the day will train your mind into looking for successes instead of dwelling on negativity.
  • Develop realistic work goals so you will have a sense of purpose.
  • Doing something positive in the face of adversity brings a sense of control to your life, even if it does not eliminate the difficulty.
  • Cultivate a positive view of yourself. By building confidence in your ability to fix problems as well as trusting your instincts, will help you to build resiliency.

 


This TED talk outlines exactly what it means to build resilience in our lives.

If you’d like more information on to build your personal resilience, why not attend one of our resilience workshops? Contact us today!

Focus and Open Awareness – the battle of the left and the right brain

[quote align=”center” color=”#999999″]”The intuitive mind is a sacred gift; the rational mind is a faithful servant. We have a society that honours the servant and has forgotten the gift.”

 

Albert Einstein[/quote]

Albert Einstein’s above statement may in fact be more fitting in today’s society than ever before. Due to the excessively high volume of information we process on a day to day basis, it is important to recognise the balance between the information quality and quantity. In neurological terms, the left side of the brain is analytical and detail-oriented and it produces the continuous brain chatter, jumping from one thought to another, where the right brain thinks intuitively and holistically, and learns through the senses. However, we tend to live in a left-brained world and utilising our intuitive minds is commonly neglected as it is seen as a distraction to our rational thoughts – waste of our practical brainpower.

Image result for intuitive brainOur brains are at a constant go and the flow of serendipitous and novel thoughts and insights is – often deliberately – avoided, for we are told that the ultimate key to success is to focus; focusing your mind, focusing your thoughts and keeping your eye on the target. One of the scientific reasons behind the left- brain taking over our thoughts is the fact that it not only rationalises, but also justifies whereas the right-side responds to any negative consequences or feedback with intuition rather than justification. So in order to protect ourselves, we rationalise and justify our behaviour. But when we are over-utilising our left-brain, intensely focused on the facts, how are we able to simultaneously remain curious and creative? Although remaining focused can of course bring us success, this focus can also be counter-productive in many ways; shaping into a narrow-minded approach, a ‘tunnel vision’, and in result we are losing awareness of what is happening around us. So the question is: how can we find a degree of balance for our thoughts and ideas, fluctuating somewhere between a state of unimaginativeness and a scatterbrain?

Internationally renowned psychologist Daniel Goleman introduced a term open awareness, meaning a form of attentiveness and a source of creativity, characterised by being utterly receptive of whatever floats into one’s mind. This allows our minds to be open to imagination and open to surprise. However, achieving the state of open awareness is not necessarily a simple or speedy process. When you think about it, for many of us it can be a somewhat uncommon experience in our modern society to be in complete solitude, in the company of nobody else but ourselves. This is to not only be alone in our thoughts but also digitally away from everyone else – no gadgets, no smartphones, no alerts or messages. This is the type of solitude and awareness that can allow our minds to wander.

Neurological studies suggest that half of our thoughts are in fact daydreams – drifting thoughts that switch from personal problems to unresolved dilemmas. However, this is often when novel connections are made and creative insight happens. All of us can relate to a time when the problem we should have been focusing our thoughts on can seem too intimidating or challenging to consciously process or think about, and then, out of the blue, we experience an ‘a-ha’ moment in the midst of our wondering thoughts. Our minds have unconsciously, or unthinkingly, done the thinking for us.

In addition to generating new ideas, Goleman suggests that other benefits for this mind-wandering are self-reflection and the navigation of social situations. Whilst self-reflection increases our awareness of ourselves, the reflection of social situations increases our awareness of others.  However, perhaps crucially, another benefit is simply giving the brain a restoring break. Our brain can be like an overworked muscle if we stay intensely focused for too long — it gets tired when we push to the point of cognitive exhaustion. But taking a break can help regain focus and make you more productive. We all need time and space to reflect and let our thoughts run free and letting the mind wander is important for attention restoration. For an effective restoration that will truly revive your brainpower, we should avoid the kind of activity that puts a demand on our attention. Such activities as meditation or walking through a park or a forest, or generally being part of the nature can trigger bottom-up attention in our brain and thus giving the higher level – top-down – circuits a break, which effects in general improvement in one’s cognition. By increasing the right-brain we increase not only our awareness of the differences of the left and the right brain, but also the balance and productivity of our thoughts and actions.

In conclusion, we must remember that not all information is necessarily power and sometimes we may need to take a break. We need to go beyond the facts and tap into our right brain; letting the open awareness of our intuition and imagination take over the excessive flow of information to reach our ‘a-ha’ –moment.

Mindful Meetings

Meetings are often seen either a good opportunity to catch up with colleagues, or a time-consuming interruption to the working day as opposed to productive pockets of time for all involved. They mostly seem to be viewed in a similar light to fire drills, a necessary evil, but undeniably a significant drain on company time and resources. The main problem is often that they lack any clear structure or objectives. Certain guidelines can help establish best practice when it comes to meetings, for organisers and attendees alike.

Don’t engage in “death by PowerPoint”. If a meeting is going to consist of a staff member reading a set of slides aloud, then simply circulate the slide set and/ or any other relevant material to all those who will be attending the meeting. If the meeting is still necessary, decide what the agenda is and work from there – not from a deck of slides that others are perfectly capable of reading in their own time.

Time is money, if a meeting is attended by eight people and lasts for one hour, this represents one working day in terms of company time. Similarly a meeting with 6 people that starts 10 minutes late represents an hour of company time lost. Keep this in mind when organising meetings and ensure that they start on time for maximum efficiency in terms of use of company time. The same goes for finishing on time, don’t let a meeting run over, stay within the timelines as much as possible.

Finish a meeting early if nothing is being accomplished, or indeed if the objectives have been accomplished. Don’t let it drag out to the allocated time simply because it has been scheduled for a certain period. Also, try to keep it within an hour, an hour and a half maximum to ensure that people remain focused and engaged.

Be the most present person at the meeting by paying attention to what is happening there and then. Put aside your phone – if a meeting is important enough to attend, it should be important enough to receive your undivided attention. Multi-tasking is a myth, if you are splitting your attention in two directions, you are not giving either your full attention and as such will miss elements of each. Show you are engaged by asking questions and engaging in the discussion.

Do sum up what has been discussed and agreed at the end of the meeting. It can also be helpful to create a memo outlining these points and circulate it to all attendees, ensuring clarity on what has been agreed upon and making people accountable for what they have agreed to do.

If you have to leave a meeting early, make sure the speaker/organiser is aware in advance and do so with as little disruption to others as possible.

Finally, consider whether a meeting is in fact required or, whether a group email to all the relevant people would suffice? Equally, a lot of time and effort can be saved by having a meeting as opposed to a lengthy email discussion on a subject. Consider what the objective of the meeting is and establish how this would be best achieved.

Six Top Tips for Managing Workplace Stress – from the Sunday Business Post 9th October 2016

Workplace stress can be challenging to manage. But learning how to deal with it is vital, both in terms of how you feel about your work and how you are perceived by others. It is important to learn how to manage it in order to maintain your own health as well as protecting your personal brand.

Deep breaths – simply taking the time to focus on your breathing can be helpful in managing stress, breathing in through your nose to the count of five and breathing out through your mouth, also to a count of five can help alleviate feelings of stress.

Practice saying no. every time you say yes to a request, you are effectively saying no to something else. Your time is a valuable resource – treat it as such. It’s important that you are in control of your schedule and tasks – to an extent of course. Don’t feel as though you have to volunteer or agree to everything that comes up. Take control of your time and use it to work towards your objectives and your team’s objectives.

Organisation – plan ahead – but expect changes. Organisation is key to managing stress in the workplace. By planning ahead and thinking about what could go wrong, you give yourself the opportunity to put measures in place to deal with such events, should they occur. Not only will this reduce your stress over worrying about what could happen, it will also help alleviate stress if it does happen.

Get out – if you usually eat a rushed lunch over your desk, take the time to get out – even if it’s only for 20 minutes of fresh air. The combination of fresh air and exercise will help relax you and clear your mind for the latter part of the day – helping avoid that 3pm slump. An additional benefit to exercise is that it can help you sleep. Adequate amounts of sleep are crucial for dealing with stress and unfortunately stress can have a negative impact on sleep quality, so use exercise to help you get your required amount of sleep in order to reduce those stress levels.

Ask for help – don’t be afraid to delegate – many people find themselves under stress in work because they are trying to do everything themselves, either because they don’t want to burden others or because they think that they are the only ones capable of completing certain tasks properly. By delegating to others, you will not only relieve your own stress, but you will be giving someone else the opportunity to learn. Furthermore, this display of trust will help build your working relationships, which in itself can lead to a reduction in stress.

Finally, take a break! How long has it been since your last holiday? No matter what your job, you should be able to find time to take a break. Taking a holiday not only allows you to recharge your batteries, it can also increase your levels of creativity. If possible take a complete break from work, but if this isn’t possible and you need to put in some work time while away, then do it – just try and keep it to a certain time of the day as opposed to being on call 24-7.

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Four Things You Probably Didn’t Know About High Potential Employees – Forbes Oct 19th 2016

We’ve been making telling our clients these points for over a decade!

http://www.forbes.com/sites/tomaspremuzic/2016/10/19/four-things-you-probably-didnt-know-about-high-potential-employees/#54d9c2df588e

 

 

Making the most of your One-On-Ones

One-on-one meetings are a great way of keeping up with employees and team members, but how best to make the most out of this time? When schedules become busier, it can be easy to let these slip by the way side or only make a token effort to invest in them. Here are some tips for making your one-on-ones more collaborative and productive.

While email and phone calls may at times be more convenient, nothing can substitute a face-to-face meeting. Not only do they help build rapport but they show the individual that you value them enough to carve proper time out of your schedule and focus solely on them

  • Timing – book regular meetings, show up on time and don’t cancel!

 

  • Prepare – know what you want to discuss going into the meeting. If you don’t have time to discuss this with your employee before the meeting, ask him or her to jot down a couple of bullet points and you can do the same, giving the meeting a focus and helping to keep it on track. If you want to talk to them about their professional development, let them know ahead of time to give them time to prepare

 

  • Be flexible about the agenda – while you may have tentatively outlined what you are going to cover during the meeting, things change and your colleague may have something more pressing to discuss than they thought when creating the agenda

 

  • Use open-ended questions – these are helpful for getting the conversation going and for getting a more complete, thought out answer

 

  • Be present – focus on your colleague and make sure you are actively listening to what they are saying, not just ticking off a box on your to do list. Turn off any digital distractions

 

  • Being the meeting by sharing a win – if possible, this will create a positive vibe for the meeting. Similarly, try to end the meeting on a positive note by thanking them for their time, their work, their ideas, whatever seems appropriate. This of course only works if it is genuine, but it goes a long way towards building good working relationships

 

Adapted from Harvard Business Review (August 2016)

Emotional Intelligence – What You Need To Know

What is emotional intelligence? The Ultimate Guide

What Is Emotional Intelligence?

Emotional intelligence (EQ) is the ability to identify and manage your own emotions and the emotions of others. It is generally said to include three skills:

1. Emotional awareness, including the ability to identify your own emotions and those of others.
2. The ability to harness emotions and apply them to tasks like thinking and problem solving.
3. The ability to manage emotions, including the ability to regulate your own emotions, and the ability to cheer up or calm down another person.

In his best-selling book ‘’Emotional Intelligence’’, psychologist Dr. Daniel Goleman indicates that there are five domains of emotional intelligence. These are:

1. Knowing one’s emotions.
2. Managing [one’s] emotions.
3. Motivating oneself.
4. Recognising emotions in others.
5. Handling relationships.

Why is Emotional Intelligence Important?

Importance of Emotional Intelligence

Emotional intelligence is critically important for every facet of our life – whether it’s personally or professionally. Here are some of the reasons why it is so essential:

Mental Well-Being

Emotional intelligence affects our outlook on life and our attitude. It can also help avoid mood swings and depression as well as easing anxiety. Therefore having a high level of emotional intelligence directly relates to an optimistic attitude and positive outlook on life.

Physical Health

Taking care of your body has a profound effect on our overall well-being. Having an awareness of how we handle stress allows us to maintain good general and good emotional health.

Relationships

Understanding and managing your emotions allows you effectively communicate your feelings in a constructive way. By relating to and understanding the feelings, needs and responses of those we care, we are able to have stronger, more fulfilling relationships.

Conflict Resolution

It is easier avoid or to resolve any conflicts if you are able to recognise people’s emotions and empathise with their outlook. Emotionally intelligent people are also more adept at negotiating because they are able to understand the desires and needs of other people. Simply put, if you can perceive and understand what people want, it is easier to give it to them.

Leadership

Relating to others in a positive way, understanding their motivations and building strong, solid bonds with co-workers ultimately allows those with higher emotional intelligence to be stronger leaders. Effective leaders are able to distinguish what the needs and wants of their people are. This allows for needs to be met in a way that inspires workplace satisfaction and efficiency. Emotionally clever leaders can build strong groups within the workplace – using the emotional diversity of each team member to strengthen the team as a whole.

Success

Emotionally savvy people have reduced procrastination levels, improved concentration levels and increased self-belief. Emotional intelligence allows us to have a more resilient outlook by being able to easily overcome setbacks. It also allows us to form stronger networks of support. The ability to delay your sense of fulfilment and see the long-term unswervingly affects your ability to succeed.

Why is Emotional Intelligence Important At Work?

Emotional Intelligence at Work: The Benefits

It’s really important that you’re emotionally intelligent at work. The ability to manage oneself directly impacts your work relationships and your overall performance. Some of the benefits of having a high EQ include:

1 Collaborate effectually with co-workers.
2 Effectively manage challenging situations.
3 Remain calm under pressure.
4 Successfully manage other people when negotiating.
5 Express themselves in a clear manner.
6 Gain respect from others.
7 Learn from relationships.
8 Positively influence other people.
9 Entice other people to help them out.
10 Recognise their emotional reactions to people and/or situations.
11 Motivate themselves to get things done.
12 Better organisational communication.
13 Manage themselves efficiently when negotiating.
14 Manage your stress levels.
15 Know how to be positive, even during problematic situations.

How Can a Lack of Emotional Intelligence Affect Your Career?

Low emotional intelligence can affect your career

There are many ways having low emotional intelligence can affect your career. These include:

Selfishness:
• In the professional world, you should always aim for a ‘’win-win situation’’.
• If you only care about your own agenda, you might be perceived as being selfish.

Insensitivity:
• Insensitive people are often perceived to be uncaring.
• Their colleagues are less likely to offer help or want to work with them.
• People who are insensitive are less likely to be promoted.
• Also, insensitive people generally do not make good leaders.

Arrogance:
• Typically arrogant people believe that they ‘’know it all’’ and are unwilling to learn from others.
• Being unteachable is an extremely negative trait in the eyes of an employer.

Aggression:
• Although being open with your emotions is good, lashing out in anger can derail your whole career.
• Aggressive and volatile people can upset team members, cause dysfunction in group projects which can ultimately lead to failed tasks and initiatives.

Rigidity:
• It’s difficult for an inflexible person (in both their thoughts and approach) to be a team player.
• By believing that your way is the only way you may alienate yourself in today’s professional environment.

Hiring Emotionally Intelligent Staff

Hiring emotionally intelligent people

Emotionally aware staff will be able to assimilate into the workplace with greater ease than those who are simply competent at their job. An emotionally intelligent staff enables them to work together for maximum efficiency. This can only lead to success for the company. Therefore during the interview process, employers will look for some of the below listed traits when determining who they should hire.

Empathy

An emotionally intelligent person that has empathy will always have compassion as well as an understanding of human nature. This allows that person to connect with other people on an emotional level. Being able to empathise allows a person to be of great service and reply genuinely to others’ concerns.

People Skills

Emotionally intelligent people are able to trust quickly and build rapport with their co-workers. They generally enjoy other people and have the respect of others around them while also avoiding backstabbing and power struggles.

Self-Awareness

If you have a healthy sense of self-awareness, you can understand your own strengths and weaknesses. In addition to this, you can also see how your actions affect others. If you are self-aware, you are usually better at handling and learning from constructive criticism as opposed to someone who is not.

Motivation

Emotionally intelligent people are self-motivated. They are not motivated simply by a title or money. They are typically optimistic and strong when they encounter disappointment and are driven by an inner ambition.

Self-Management

Having a high EQ allows you to maturely reveal your emotions while also being able to exercise restraint when it is needed. Instead of squashing your feelings, you can express them with restraint and control.

How Emotionally Aware Are You?

How emotionally aware are you?

Understanding the relationship you have with your emotions is central to building your emotional intelligence. A group of researchers recently put together five central questions that can help determine your connection to your emotions:

1. Do you pay attention to your emotions? Do they factor into your decision making?
2. Do you experience feelings that flow, encountering one emotion after another as your experiences change from moment to moment?
3. Are your emotions accompanied by physical sensations that you experience in places like your chest, stomach or throat?
4. Do you experience individual feelings and emotions, such as fear, anger, joy, sadness, each of which is evident in subtle facial expressions?
5. Can you experience intense feelings that are strong enough to capture both your attention and that of others?

via GIPHY

To learn more about how you can build your emotional intelligence please see more here