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I setup Synergy Management Associates ( in 1993 as a center for promoting business excellence through its training and consulting services We have promoted innovative managment ideas, managing senior level projects and for delivering creative client solutions across business segments. We has shown time-tested capacity to build "Peak Performance Organisations" . by Designing Business Excellence Models, Audit and Design HRD Systems, Implement Performance Management Systems. I have been called “disruptive thought leader in the boardroom ” or “contra rebel” for my tangential thinking and ideas to improvise business vision and policy as a corporate advisor; I have helped young managers business scions and young entrepreneurs (who wish to become future CEOs) through my META+COACH MODEL. I have been called “performance turnaround specialist” by the sales managers for the quantum improvement Direct Marketing Campaigns and Steping -up Salesforce Effectiveness, I found time to be a visiting professor and seminar leader at India's premier management institutes and Chamber of and a keynote speaker for numerous conferences & seminars.

Tuesday, August 23, 2022

Building winning organisation through EMOTIONALLY INTELLIGENT WORKPLACES

You cannot be a teacher unless you touch the hearts of people On the job learning is ten times more potent than off the job learning A true teacher (which every line manager is expected to be needs to be a factor in the Emotionally Intelligent Workplace



When the book, Emotional Intelligence, by Daniel Golean appeared in 1995, many business leaders agreed with the basic message that success is strongly influenced by personal qualities such as perseverance, self-control, and skill in getting along with others.

 ·     ·         They could point to "super sales persons" who had an uncanny ability to sense what was most important to the customers and to develop a trusting relationship with them.

·     ·         They could point to customer service employees who excelled when it came to helping angry customers to calm down and be more reasonable about their problems with the product or service.

·     ·         And they also could point to brilliant executives who did everything well except get along with people, or to managers who were technically brilliant but could not handle stress, and whose careers stalled because of these deficiencies. Business leaders well understood how valuable these "emotionally intelligent" employees are to an enterprise.


Current interest in "emotional intelligence" has raised the question of whether it is possible to improve the social and emotional competence of adult workers. Research in training and development, sports psychology, and behavior change suggests that it is possible, but the typical approach used in corporate training programs usually is flawed. Social and emotional learning is different from cognitive and technical learning, and it requires a different approach to training and development.


Cognitive learning involves fitting new data and insights into existing frameworks of association and understanding, extending and enriching the corresponding neural circuitry. But emotional learning involves that and more – it requires that we also engage the neural circuitry where our social and emotional habit repertoire is stored. Changing habits such as learning to approach people positively instead of avoiding them, to listen better, or to give feedback skillfully, is a more challenging task than simply adding new information to old.


According to studies, Emotional Intelligence is on the decline across all economic groups across all cultures. The most telling signs of this are in rising rates  of social disconnect among young people entering the workforce is a tech-overloaded era where people “speak” to one another in a workplace with emails and text messages

It is not surprising that  a survey of employers reveals that 4 in 10 people are not able to work cooperatively with fellow employees. Only one fifth of entry level applicants have enough self-discipline in their work habits. However when it comes to technical skill and the core competencies that make a company competitive can only be useful and effective  to the degree of emotional intelligence of its employees and leaders. 

This is the value of emotional intelligence in the workplace.... it is about how people and relationships function: relationships between colleagues, between directors and staff; relationships between the organization and its customers, stakeholders, suppliers There is the real , competitors, networking contacts, … everyone.

 The pain area which a business—or any organization—needs to address if it wants to lift itself from averagely successful to excellent: HOW WELL THE PEOPLE IN THE BUSINESS WORK TOGETHER. And there is a ripple effect - leaders possessing emotional intelligence will create an effective work climate that will further develop emotional intelligence at the subordinate levels. Studies show that, outstanding organizations that employ individuals with a high degree of emotional intelligence hold the following in common:


1.     ·         Organizational commitment to a basic strategy

2.     ·         Collaboration, support and sharing resources

3.     ·         Initiative to stimulate improvements in performance

4.     ·         Innovation, risk taking and learning together

5.     ·         Open communication and trust-building with all stakeholders

6.     ·         A passion for competition and continual improvement

7.     ·         Building relationships inside and outside that offer competitive advantage 

          8.     ·         A balance between the human and financial side of the company's agenda A workforce which is motivated, productive, efficient, aligned with the business, and committed; confident, likable, happy, and rewarded


Achieving excellence as a leader is all about that rare combination of hard logic coupled witexcellent soft skills, and the ability to balance thesappropriately in any situation to achieve high performance. According to the Centre for CreativLeadershipwhen

'star' performing leaders were comparewith averagones, nearly 90 per cent of the difference waattributable to emotional intelligence (EI) factors rather thacognitivabilities.

 Companies that consistently beat the market excel in both dimensions of capability and capacityHowever, most organisations excel in capability (processtechnical skill, systems)but are weak in terms of capacity (purposeleadershipculturesideasenergy). EI sits firmly in the capacity camand is ofteoverlooked in favour of building capability througskills development.


In fact, research suggests that EI is twice as important as technical skills and IQ in maintaining excellent performance ancabe the defining factor of great leaders. This is why EI istill relevant after 17 years - at a timwhen it's all about 'more for lesswith training budgets cut and timat premium - developing EI is crucial anpaydividends in terms of ROI. Organisations are increasinglseeking to improve leadershiperformancand shape leadershistylbdeveloping EI.


Being emotionally intelligent iabout managing behaviour to become personalleffective (self awareness) and interpersonally effectiv(awareness/empathy with others)When measuring EI, we looat the roots underpinning behaviour and address underlying attitudeand habits. This leads to insight into hoemotions anbehaviours impact performanceeffectiveness, leadership and relationshipwith others at work and in life. Having an awarenesof howe respond to a certain situation means wcachange our thinkingemotional state, behaviour and attitudes.


Leadership Training with EI has benefitted participant immensely Participantdemonstratesubstantial shifts in leadership capacity, EI and in thscopand scale of their roleand responsibilities. They found that the EI assessment enabled them to develop a greater understanding of themselveand othersempowering them to approaccommercial challengedifferently."


Relationships are the fundamental unit of value creation in aorganisation: it's not about people, it's the relationshipbetween them that mattersDeveloping emotionally intelligent leaderallows them build a combinatioof skillsattitudand habits to better managbusiness relationshipsThis is achieved through aindividual's ability to recognisand regulatemotions in themselveand othersand to use this understanding to manage thinking and behavioursWhen emotional and relational capacity is developedleaderbuild a commoground and trust within their teambecauseffective leaders have a higbelief in others and get the best out of people through forming closbonds. Ultimately this means leaderare better able to succeed in an increasingly high-pressurenvironment.


Emotional Intelligence  AT THE ORGANISATION LEVEL  is about leadership, teamwork, management skills and partnership. Founded on excellent practice and understanding of communication, the emotionally intelligent business consistently excels in all these areas and has insight into how this happens. Emotional intelligence is applicable to every human interaction in business: from staff motivation to customer service, from brainstorming to company presentations. But the subject is far deeper and wider than these examples, and emotional intelligence must be able to understand and deal with:

  • how we assess people
  • how relationships develop
  • how our beliefs generate our experience
  • as well as resistance to change, power struggles, judgment, competition, vision, leadership, success, and much more.

Increasing one’s Emotional Intelligence in the workplace gives many benefits. A few of them are:

1.     ·         better stress management;

2.     ·         improve coworker’s relationships or your colleagues’

3.     ·         increase in performance and productivity;

4.     ·         improve collaboration with one’s colleague

5.     ·         deal more efficiently with your upper colleagues or coworkers;

6.     ·         better management of priorities;

7.     ·         And improve leadership skills and management skills.

 All said and done; Emotional Intelligence in the workplace is one of the best skills one can acquire, improve or enhance to increase managerial competence ; increase workplace excellence; improve the customer orientation levels; make people team culture based


With best wishes

Dr Wilfred Monteiro

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