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How are Your Teams Feeling Right Now? Measure the Emotional Culture

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A lot of different elements underlie organizational success. You’ve got to be in the right place, at the right time, with the right product and with the right people. But even with the best of these, a great workplace culture truly matters. Do you know the emotional culture in your organization?

Eventually competitors can come along and replicate your best practices, strategies, and processes. As Herb Kelleher, co-founder of Southwest Airlines, once famously said, “All airlines have airplanes.”

According to Kelleher, “We’ve never had layoffs. We could have made more money if we furloughed people. But we don’t do that. And we honor them constantly. Our people know that if they are sick, we will take care of them. If there are occasions of grief or joy, we will be there with them. They know that we value them as people, not just cogs in a machine.”

So consequently, culture matters.

Culture is defined many ways. One of the more commercial ways of thinking about it is this. Culture is the degree of alignment between strategy and the way employees think and behave.

In 2016, HBR ran an article titled Manage Your Emotional Culture. The article talks about and distinguishes between Cognitive Culture and Emotional Culture. It goes on to talk about the fact that emotional culture is rarely managed as deliberately as cognitive culture and that it’s often not managed at all. It gives some great examples of how much companies suffer as a result. Employees who should be showing compassion (in health care, for example,) become callous and indifferent. Teams that would benefit from joy and pride instead tolerate a culture of anger. People who lack a healthy amount of fear (say, in security firms or investment banks) act recklessly. The effects can be especially damaging during times of upheaval, such as organizational restructurings, financial downturns and, as we all have experienced, global pandemics.

WHERE TO START IN UNDERSTANDING EMOTIONAL CULTURE?

To discuss and understand the concept of emotional intelligence and emotional culture, first we need to look at the underlying science of emotions. Why do we react the way we do and how does others’ behavior impact us the way it does?

We all experience a wide range of pleasant and unpleasant feelings at work as we interact with colleagues, customers, suppliers, and others. These feelings influence our decisions, behavior, and performance.

Pleasant feelings have a ‘broaden and build’ effect causing us to think more broadly, engage more deeply, and perform better.

Unpleasant emotions tend to have a ‘narrow and limiting’ effect, causing us to be more closed-minded, less engaging, and poorer at performing. Collectively, these emotions impact the bottom-line for better or worse.

Let’s start with the positive/pleasant emotions. Think about your experiences in the workplace for a moment. When people feel relaxed at work, they tend to be solution focused. When they feel valued, they often promote the brand. When they feel cared for by the company, they go above and beyond in the level of discretionary effort they put towards the company. Finally, employees that are empowered are often the hardest working and innovative team members.

Conversely, let’s look at negative or unpleasant emotions. When people feel anxious, they are more likely to be reactive. When stressed, we can become aggressive. It’s human nature. When an employee feels fearful, they can sometimes blame others. Finally, when people feel disempowered, they can assume lack of responsibility and ownership for their work. We’ve all been there.

Research shows that people in high performing organizations experience more positive emotions and fewer negative emotions than those in low performing organizations. (Boedker et al. 2011)

So, why aren’t more organizations working to focus on understanding how their people are feeling and managing their EMOTIONAL CULTURE?

DO YOU KNOW HOW YOUR PEOPLE ARE FEELING RIGHT NOW?

Emotional culture surveys are the most direct and impactful way to measure emotional culture because they measure three distinct things to help identify whether or not emotions experienced need to shift. They measure:

  • Experienced emotions
  • Expected emotions
  • Ideal or desirable levels of emotions

When you understand how your people are feeling, how they’d ideally like to feel and where the gaps are – you can do something about it. It allows you to more easily understand where the differences are – so you can be informed in making decisions for your L&D, training and development of your teams, and workplace culture. You can continue to strive to be a great place to work.

We’d like to give you the opportunity to do so by experiencing The Emotional Culture Index from Genos International.

The Emotional Culture Index is designed to measure three dimensions of emotions at work.

  • Current state – How often your people experience certain feelings at work.
  • Expected state – How often your people think it’s fair and reasonable to experience these feelings at work given the nature and context of your workplace.
  • Ideal state – How often your people think they should ideally experience these feelings in your workplace to be effective.

It also allows participants to share confidential free text responses on key areas. You can customize the survey by department, team, region, or a particular demographic or group.

It takes only a few minutes to complete. You will receive a complimentary report with its findings and can discuss the results privately with me, a Genos Certified Emotional Intelligence Practitioner.

NEXT STEPS 

As we enter the work of AI, automation and machine led learning, our ability to feel and be human is what makes us unique. We encourage you to take this opportunity to uncover your emotional culture. Please contact Sherry Dutra at sherry@dutraassociates.com to find out more about this limited time offer.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Losing Employees? – Try This Simple Leadership Approach to Engage and Retain Your Team

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“The Great Resignation” is something that we are hearing and reading about on a regular basis. Now, more than ever, employees are leaving their roles at an amazing rate – in May of 2021 alone, 3.6 million Americans quit their jobs. According to Gallup, “48% of America’s working population is actively job searching or watching for opportunities”.

While the term ‘employee engagement’ can sound like just another buzzword, it’s anything but. For U.S. employers, the lack of employee engagement is estimated to result in $450 – 500 billion in lost productivity on an annual basis. For over 20 years, Gallup has been researching employee engagement and the percentage of engaged employees has barely budged in the United States during this timeframe. Based on 2021 research, Gallup has reported that 36% of U.S. workers are engaged, 49% are not engaged, and 15% are actively disengaged.

What is Employee Engagement?

What exactly is employee engagement?  According to Gallup, an engaged employee is one who is “involved in, enthusiastic about and committed to their work and workplace”. Someone who is experiencing this type of engagement is most likely to be aligned with their team and organization’s goals and making key contributions to producing desired results. Organizations that do the best job of creating employee engagement achieve earnings-per-share growth greater than 4 times that of their competitors. Additionally, other business boosting results are enjoyed by those companies who exemplify employee engagement. These include higher customer engagement, increased productivity, lower attrition, and higher profitability.

A Simple Approach

There are a multitude of methods available for increasing employee engagement with varying ranges of complexity, time commitment and cost. Yet, the solution may be simpler than you think. When we talk about employee engagement, we often speak in generalities. It can sound as if there is a group called “employees” that we must direct something towards collectively. A one size fits all approach has less of an opportunity to positively drive your engagement levels than one simple opportunity that many leaders have, at every level, including the C-suite. This opportunity, the key to engaging employees, is to get specific about each person.

One Employee at a Time

Engaging employees happens one person at a time. The place to start is to get to know each person on your team uniquely. How much do you already know about each employee and what makes that person tick?

How many of these questions can you answer right now about each employee on your team?

  • What are their career aspirations?
  • What personal aspirations do they have?
  • What motivates them?
  • What are their most important values?
  • What key strengths do they bring to the team?
  • What type of behavioral style do they favor?
  • What professional development needs do they have?

Call to Action

As you begin the new year, if you can’t answer all of these questions for each employee, I invite you to make it a priority to schedule 1:1 meetings to discover those answers. Then, look for the opportunities to:

  • let them use their strengths each day,
  • take on assignments that build the skills for their future career path,
  • communicate with them in a way that matches their style.

Your employees want to work in jobs that allow them to do what they do best, to grow and develop professionally, and feel a sense of purpose in what they focus on each day. What drives engagement and motivation is unique to each individual. So, get started by getting to know your team. Look for ways to align what is important to each person with the work they are doing, and watch your results begin to shift.

If you would like support in increasing employee engagement in your organization, please contact me to have a conversation. We offer a simple yet powerful and practical methodology to support you in improving employee engagement.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Building Workforce Resilience

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While people may love the work they do, many people today are suffering as they don’t know how to deal with the associated stress of a demanding job and environment. Add to that the personal and professional ramifications of a world-wide pandemic and the levels of stress and anxiety have only escalated over the past 20 months.

Never before has it been more important to focus on building the resilience of our workforce at every level. Resilience is defined as an individual’s ability to adapt to stress and adversity. Your level of resilience is defined as your capacity to bounce back from a negative experience to your normal state of functioning. Resilience is not an ability or trait you either have or don’t have, everyone is resilient and can improve their level of resilience. It is typically enhanced by engaging in activities or techniques that help facilitate good physical and mental health. Highly resilient people are able to effectively balance unpleasant and pleasant emotions and make effective responses to them.

Traditionally, organizations have placed more emphasis on physical health versus mental health or well-being in the workplace. As our work environments transform, employees and leaders now face the most demanding environments and roles, which is resulting in a significant increase in anxiety and work-related stress issues.

According to a pre-pandemic article in Harvard Business Review, burnout “costs the U.S. more than $300 billion a year in absenteeism, turnover, diminished productivity, and medical, legal and insurance costs.”¹ Those numbers are trending upward amidst the upheaval that COVID has introduced to our lives.

The studies have shown that no matter the type or level of job, anxiety and stress touches all industries and roles, every socioeconomic status, as well as every race and ethnicity.

Genos International, a leading provider of emotional intelligence assessments reacted to this by creating The Science of Well-Being Program. This program equips employees with the tools and techniques to help them build higher levels of resilience and well-being in the workplace.

The powerful 4 session virtual program (90 min – 2 hours each session) is designed to help employees at all levels improve their mental, physical, social and environmental well-being. The Science of Well-Being is built on the science of behavior change and healthy habit formation. Rolled out across your workforce, this program will result in lower levels of stress and stress-related leave claims, lower levels of absenteeism and higher levels of productivity and employee engagement.

Steps to becoming more resilient:

  1. Look at ‘how you are seen to show up at work’ – a review of your emotional intelligence behaviors.

Every attendee completes a Genos Leadership Assessment. They complete a self-assessment of their EI behaviors, then they select individuals they’d like to receive feedback from. Instead of receiving a numerical or unactionable response like “You’re EI/EQ level is 52,” the Genos assessment is unique in that it measures how you are seen to show up at work and how important your raters deem these particular behaviors to be for your position. They gather input on six emotionally intelligent behaviors:

  • Self-Awareness
  • Awareness of Others
  • Authenticity
  • Emotional Reasoning
  • Self-Management
  • Positive Influence (non-leadership roles) or Inspiring Performance (leadership roles)

Each attendee receives a customized workbook for the program that includes their assessment results, along with a development tips workbook to help them develop key EI behaviors.

  1. Take part in The Science of Well-Being Program facilitated by, Sherry Dutra, a Genos Certified Practitioner.

The course dives into the neuroscience of emotions along with the effects of pleasant and unpleasant emotions on us. Studying emotional intelligence helps participants understand and interpret their own EI Assessment results and how to hone in to key areas for development. The program then goes through techniques and strategies to develop higher levels of personal resilience.

  1. Develop an action plan to boost resilience in multiple areas of your life

Attendees work through strategies for this in four areas: mental, physical, social, and environmental. Then they dive into powerful models for developing resilience in each of these areas.

Developing the levels of resilience for your workforce can be truly life changing for themselves and everyone around them. With the Genos facilitator, each person documents insights and builds an action plan to take back to their lives and workplace so they can start having a more positive impact immediately. It’s a comprehensive and enjoyable program to experience. Let me know if you’d like to learn more.

If you’re interested in hosting The Science of Well-Being Program in your organization, please contact Sherry@DutraAssociates.com.

Article in collaboration with Genos International Europe.

¹Peart, Natalia. “Making Work Less Stressful and More Engaging for Your Employees.” hbr.org, 5 Nov. 2019, hbr.org/2019/11/making-work-less-stressful-and-more-engaging-for-your-employees.com. Accessed 30 Nov. 2021.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Choosing Your Path to Career Fulfillment

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Award winning American poet, Mary Oliver, once wrote, “Tell me, what is it you plan to do with your one wild and precious life?” I love this line from her poem, “The Summer Day”, as it invites introspection and calls us to live our lives on purpose. If we apply this to our work lives, this can be a daunting question and one that leaves us overwhelmed with selecting the “right” career. As children, we begin to demonstrate areas of strength as we grow. Well-intentioned parents, teachers, friends and others may encourage us to become a nurse or teacher if we excel at helping others, an engineer or accountant if we have strong math skills, or an artist or musician if we display a creative streak. You can see the pattern and may have experienced it yourself. Yet, this linear path can sometimes lead us astray. Simply because we are good at something doesn’t necessarily mean that it will bring us the career fulfillment we desire. There is something deeper we must explore to be fully engaged in our work.

Employee Engagement Survey Data

The 2020 Gallup Study indicated that, while employee engagement has risen slightly, to 36% in the U.S., we still have 64% of the workforce in a state of disengagement. 51% of those studied are not engaged, which means that they don’t have much of a connection to the work that they are doing and are likely to do the bare minimum in their roles. 13% of those studied are actively disengaged which means that they resent their jobs and have a tendency to complain to those around them and impact the morale of co-workers. Do you find yourself among the 64% who are disengaged? While there are multiple factors that impact employee engagement, there is something that you can do to begin to shift the tide and help you get on track.

A Key Question

A key question to ask that will guide you toward your career fulfillment is “Why?”

  • What is the “why” behind everything you do – your purpose?

I truly believe that each of us has a purpose in life. Finding that purpose allows us to stay aligned, doing what we love while accomplishing things that are meaningful to us. Your level of happiness will always tell you when you are aligned with your purpose and when you’re not.

To help you get started, here is a resource that will help you to explore your passion and purpose. Click here to read Jack Canfield’s 10 Life Purpose Tips. As a Canfield Certified Trainer in the Success Principles, I have seen the positive impact on clients when they are able to tap into their purpose and express it in the world, both through their work and in their lives in general.

Next Steps

If you are feeling less than fulfilled by your work, I invite you to follow the 10 tips and take responsibility for creating a career that you love.  You might find creative ways to express your purpose in your current role or you may find that your purpose exploration starts you down an entirely new path. Whatever your path forward, remember that it’s up to you to take the first step. No one cares more about your career than you. As Mary Oliver wrote, “You must not ever stop being whimsical. And you must not, ever, give anyone else the responsibility for your life.”

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Who Am I If I’m Not an Executive? – Preparing for the Transition Called Retirement

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In recent years, I’ve been hearing a variety of stories regarding business owners and corporate executives who’ve been ready to sell their business or step down from their leadership role and retire, only to back out or panic at the last minute. The common theme among these stories is the concern they were experiencing about what their days would look like after they made the transition to retirement. Without preparation, it can feel like going from 120 miles per hour to zero in an instant.

Retirement, or what I prefer to call ReIgnitement™, requires planning. And, while many have focused attention on financial planning for retirement, few have considered the non-financial aspects of this life transition. Even in companies with strong succession planning processes, the vast majority do not focus any attention on preparing the executive for the next stage of their life. Transitions of any type can create stress in your life, even if the change is something that you have been looking forward to.  When that transition arrives, you can react to the changes that arise such as loss of identity, work relationships, and/or purpose. Or, by taking a planful approach, you can prepare yourself to respond effectively to the transition and ease the way.

This month, I’d like to share a simple tool to help you gauge your readiness for this transition. If you’re roughly 2 – 5 years from retirement, or know someone who is, please use this tool or share it with another to get a quick read on your readiness. If you’re already retired, you can use this tool to pinpoint those areas that might need some attention.

Click on the link for the Retirement Readiness Wheel. The 8 sections you’ll address take into consideration a holistic view of retirement. These sections include the following:

  • Clarity of Identity, Purpose
  • Health
  • Leisure/Travel
  • Home/Residence, Location
  • Marriage/Significant Other
  • Work/Business, Volunteering
  • Financial Resources
  • Optimism About Aging

As you review and rate each section, take a moment to determine what that section means to you. Then, to determine your readiness, circle your level of satisfaction with your preparedness for each of the 8 sections on a scale of 1 – 7 (1 = least satisfied, 7 – most satisfied). For example, for Home/Residence, Location – ask yourself “how satisfied am I with my preparedness on where I’m going to live?” Or, for Marriage/Significant Other, consider how prepared your relationship is for the transition. Go with the first response that comes to mind as you review each part of the wheel. That tends to be the one that is most indicative of the way you truly feel.

Once you’ve rated each section, draw a line connecting each of the numbers around the circle.  What kind of wheel do you have?  How smooth and balanced does it feel?  How bumpy might a ride on that wheel be?

If you discover that one or more areas of your ReIgnitement™ could use some tweaking and you’re not sure where to begin, a coach can help.  I invite you to explore my profile as well as those of my colleagues on the Retirement Coaches Association website to find a coach who is right for you. We help our clients think about and prepare for retirement like never before.  Take the time to plan so that you can hit the ground running when you step into the next phase of your life and career.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Emotional Intelligence in Hiring – What You Need to Know

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The case for emotional intelligence is clear. Successful organizations all over the world are now incorporating EI into the development of their people and their leaders. There’s also a wide variety of research and articles on the importance of hiring FOR emotional intelligence. But in all those blogs and pieces of content, authors don’t talk about HOW to hire for EI.

When we understand our own emotions and the emotions of others – it’s a win-win situation. Our relationships grow, we become more resilient, and able to handle stress more effectively. Far too many employees lack basic self- awareness and social skills and too often, people aren’t aware of how their moods and emotions are impacting others in the workplace.

According to Harvard Business Review, “One of the reasons we see far too little emotional intelligence in the workplace is that we don’t hire for it. We hire for pedigree. We look for where someone went to school, high grades and test scores, technical skills, and certifications, not whether they build great teams or get along with others. And how smart we think someone is matters a lot, so we hire for intellect.”

The World Economic Forum lists emotional intelligence as the 6th most important job skill required for success at work by 2020. WorkSafe Victoria have also observed that more mental injuries get caused in workplaces now than physical injuries; and levels of EI positively correlate with levels of resilience and negatively correlate with levels of occupational stress. In other words, people with high EI feel less stressed and are more resilient at work. Organizations that are focused on emotional intelligence in their talent management strategies are taking the right steps to ensuring healthy and happy workplaces and teams.

Measuring emotional intelligence should be added to talent management and hiring processes, not to replace other strategies but to strengthen an existing process.

Yes, you still need a comprehensive hiring plan, but what’s now clear to business leaders everywhere is that EI skills and behaviors are as important as your intellect, experience and background in determining success at work and in life.

The Genos Emotional Intelligence Selection Report

Emotional Intelligence: a set of skills that help us better perceive, understand and manage emotions in ourselves and in others.

Collectively, being more emotionally intelligent allows us to make more intelligent responses to, and use of, our emotions. These skills are just as important as intellect (IQ) in determining success at work and in life. Emotions influence, both productively and unproductively, our decisions, behavior and performance.

Published psychometric studies have shown that scores on the Genos Selection Assessment meaningfully correlate with a number of important workplace variables. The higher people score on the Genos assessment, the higher they tend to also score on measures of:

  • Workplace performance
  • Leadership effectiveness
  • Sales and customer service
  • Resilience
  • Team work effectiveness
  • Employee Engagement

Here’s how it works:

The Genos Emotional Intelligence Selection Report is the best measure of how often a candidate demonstrates emotional intelligence in the workplace. The report allows hiring managers to utilize EI measures as an additional means to avoiding bad hires.

The Genos Selection model comprises a set of seven emotionally intelligent competencies. These competencies represent skills and behaviors, based on underlying abilities and experiences, that are measurable and observable. The Genos model captures the workplace skills and behaviors that manifest from emotional intelligence abilities.

  • Users first experience a high-level overview of the candidate’s total EI score along with a deeper dive into each behavior and its results.
  • Interview questions and an interview evaluation guide then allows the hiring manager to dig deeper into the EI of the individual.
  • Wrap up the process by using the summary section to help combine assessment and interview results allowing you to present recommendations to a client or HR decision maker.

The information presented in this report should be combined and weighted with other sources of information to determine the candidate’s suitability or lack thereof for employment. Emotional intelligence is one of many factors related to success in the workplace. If you’d like to learn more about this innovative new emotional intelligence selection tool, please call Sherry Dutra at 603.595.1588 or email her at Sherry@DutraAssociates.

Game changing for hiring, life changing for your new hires.

Article in collaboration with Genos International Europe.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

 

Emotional Intelligence (EQ): Skills to Create a Thriving Culture

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Think of the best manager you ever had during your career. What is it or was it about this person that made him or her so great?  When I reflect back on the person who comes to mind for me, what stands out was my manager’s ability to stay calm in difficult situations, to be supportive and encouraging – a person who saw the best in me, even when I couldn’t. This manager listened to my ideas, and those of others on the team, and always made us comfortable to speak up, even if we had differing views. Additionally, this manager never hesitated to share information so that we all had the opportunity to learn and grow.  No matter the situation, this manager had the capability to determine what was needed and address that need accordingly. Decades later, I still feel the positive impact of working for, what I learned later, was an emotionally intelligent leader.

EQ / IQ / Style

Much has been written about emotional intelligence over the years and many models of EQ exist. One of those models, brought to us by John Wiley and Sons, defines emotional intelligence as:

  • EQ: “the ability to read the emotional and interpersonal needs of a situation and respond appropriately…even if it’s difficult”.¹

Some organizations have embraced the concept of EQ and have actively helped their leaders to develop these skills. Such forward-thinking companies are finding that they are much better prepared to adapt and pivot quickly. Cultures are created where employees are engaged and motivated which significantly improves retention and positively impacts the bottom line. Unfortunately, for many organizations, developing leaders’ skills in this area has not been a high priority. Consequently, many leaders find themselves far outside their comfort zones when dealing with interpersonal issues in the workplace.

Data consistently shows the link between EQ and leadership effectiveness.² A leader’s ability to demonstrate the behaviors and mindsets of emotional intelligence is as important, if not more so, as their:

  • IQ: the skills, knowledge, and capability a leader possesses and the ability to apply that to problem-solve or meet goals, and
  • Behavioral style: how leaders approach their work and relationships.

A Solution

When it comes to leading yourself and others through the challenges being faced as we move through the pandemic, emotional intelligence skills are more critical than ever to cultivate. As leaders strive to rebuild businesses, show empathy to employees dealing with a myriad of stressors both inside and outside of work, manage their own cadre of emotions, make decisions during great ambiguity, and so on, there is a need to understand our emotional intelligence mindsets, leverage our strengths, and take action to improve the areas requiring more effort. Doing so will improve our ability to read situations and respond in a constructive way.

The good news is that there is now a program, Everything DiSC® Agile EQ™, that helps organizations and people adapt to whatever the future may hold, so that when it arrives, they are ready to meet the challenge. The power in the program lies in the combination of practical application and personalized learning. Each participant learns their likely EQ strengths based on their DiSC® behavioral style. Then, they receive specific feedback around their EQ opportunities with actionable recommendations to learn methods to stretch outside their comfort zone as circumstances may require.

Tips to Start Building EQ

Here are a few key tips³ to begin enhancing emotional intelligence. Some of these may be easier for you than others. With practice, those that are more of a stretch will take less effort.

  • Take a breath to help you stay calm in high pressure moments.
  • Separate emotions from the facts to see situations more clearly.
  • Confront issues that may impact important standards and goals.
  • Assert your conviction about your opinions and ideas.
  • Take concrete steps to transform your ideas into reality.
  • Put aside time and energy to create and maintain relationships with others.
  • Listen for what is not being said in interactions and use inquiry to draw out and understand the other person’s perspective.
  • Stay open to other’s ideas and be willing to compromise or even set aside your own preferences for the good of the team or a colleague.

Take Action

Dutra Associates, LLC is now offering Everything DiSC® Agile EQ. If you want to develop the leaders and teams who will be nimble and agile in facing challenges, both now and in the future, please contact me to discuss your organization’s needs. Both the assessment and subsequent training to deepen the learning can be conducted virtually to support remote workers. We also can support you and your team with virtual individual and group coaching to help support the development and application of emotionally intelligent mindsets.

 

¹ Agility Unlocked | Revealing the Connection Between Agility and Emotional Intelligence, John Wiley and Sons, Inc., 2020

² John Wiley and Sons, Inc. 2020 Agile Organization Survey Results; The Impact of Emotionally Intelligent Leadership on Talent Retention, Discretionary Effort and Employment Brand, Benjamin R. Palmer and Gilles Gignac, Vol. 44 NO. 1 2012, pp 9-18 © Emerald Group Publishing Limited, ISSN 0019-7858 | INDUSTRIAL AND COMMERCIAL TRAINING

³ Agility Unlocked | Revealing the Connection Between Agility and Emotional Intelligence, John Wiley and Sons, Inc., 2020

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

Navigating the Emotional Roller Coaster of Change Transitions

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“Who are you?” said the Caterpillar…
“I – I hardly know, Sir, just at present,” Alice replied rather shyly, “at least I know who I was when I got up this morning, but I think I must have changed several times since then.”

Lewis Carroll
Alice’s Adventures in Wonderland¹

What have you felt since COVID-19 impacted nearly every corner of our world and every aspect of our lives? Have there been days when you’ve felt a bit like Alice – changing multiple times throughout the day? I know I have.

Over the last couple of months, we have experienced change unlike any other we’ve been exposed to in our lifetime. To successfully navigate through this time as a leader, you must take a step back to recognize and acknowledge the full impact of the changes raining down upon us. Then, choose how you wish to respond and manage the impact on you as well as on your team. In other words, logic and action alone aren’t enough to save the day. We must pay attention to the emotional roller coaster that accompanies all change, particularly the drastic changes we are currently facing.

Bridges’ Transition Model

Many researchers have explored and written about change and its’ effect on people. What they have all discovered are patterns in how we react and respond to change that are quite consistent across the human experience. The model that I have used most extensively with leaders is William Bridges’ 3 Stage Transition Model consisting of Endings – Neutral Zone – New Beginnings.

Change vs Transition

Before we look at each of the stages, let’s make a distinction between change and transition. What tends to create the challenge for us isn’t the change itself but the process of adjusting to it and moving from the old reality to the new. You see, change is external, situational, and often out of our control. In this case, the COVID-19 pandemic is the external change. The internal emotional and psychological process we go through to come to terms with the change is the transition. Consequently, we must turn our attention to the transition process. It is within this process that we will find what we can control – our response.

Endings

In Bridge’s model the first phase is Endings. This phase begins with the external event and our realization that the change is really happening. So, think back to when you first learned about COVID-19. Then, consider what occurred when it first hit your country. Then, your local area. Then, perhaps you or someone you know. At what point did you realize that we truly had a pandemic on our hands? When did you find yourself moving from the known to the unknown? This is when your Endings phase began. You likely experienced any number of emotions including denial, anger, fear, anxiety, grief, frustration or depression. Cycling between these emotions is common as well (e.g. anger one moment, fear the next). You may still be experiencing them.

Keep in mind that your colleagues and team members were and are experiencing their own emotions. What can you do to support those around you during this stage and help them to let go of the way things were?

  • Acknowledge and validate the emotions that others are experiencing
  • Articulate what is actually coming to an end. Determine what might be lost as a result of the change and what might stay the same
  • Communicate, communicate, communicate

Neutral Zone

The Neutral Zone represents the phase of transition where we have started to let go of the old way of being but haven’t yet found our footing in a new reality. Typical emotions that arise during this phase include uncertainty, confusion, overwhelm or frustration. While there is a lack of a solid foundation in this phase, we do begin to experiment with new possibilities. Using our COVID-19 example again, you might find yourself feeling a bit numb, overtired, struggling to get used to working from home, or overwhelmed by suddenly becoming your children’s teacher. Yet, you’re also beginning to realize that what you are feeling is natural – that you are not alone. As you move through this phase, you gain perspective and more effectively cope with uncertainty which allows you to begin to see possibilities for taking positive action.

Everyone moves through this phase at a different pace. Don’t try to rush it. As a leader, you can support others by:

  • Continuing to listen and communicate
  • Trying new things
  • Encouraging the progress that people are making
  • Giving yourself and others time to process

Beginnings

The final stage of the model is New Beginnings. This phase is marked by acceptance of the change and a renewed sense of energy that propels action. When we have successfully moved into the New Beginning, we have embraced the new reality and started to experience solid ground again. In our example, our teams will have adjusted to a new way of working, established a new structure to their day, and found a new rhythm. Creative ways of contributing to the team begin to emerge along with new ways of doing business. During this phase, emotions shift in a more positive direction. You might be feeling excitement, optimism, and a greater sense of motivation.

What can you do to support people in this stage?

  • Set an intention for how you choose to move forward
  • Encourage others to continue taking small steps each day
  • Stay focused on solutions versus problems
  • Proactively offer and ask for support from others

Conclusion

Viewing transition in terms of William Bridges’ three stages helps you understand that the needs, challenges and opportunities presented by change can be managed as a progression of responses. Your ability to understand this and apply it to yourself as well as to help your team transition during change will go a long way to making any type of change you deal with less daunting.

Where are you in the process of change?  Where is your team? What might you do today to accept where you and others are in the process and to navigate your way successfully through the massive change we are experiencing?

  1. Lewis Carroll, Alice’s Adventures in Wonderland. New York: Signet Books, 1960, 47.

Reference:
Bridges, William. Transitions: Making Sense of Life’s Changes, 2nd Edition. Boston, MA: Da Capo Press, 2004.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business outcomes and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

When Was the Last Time You Took a Break?

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Are you experiencing overwhelm, stress, even burnout in your professional or executive role? These are all the frequent unfortunate side effects of a world that seemingly can never be turned off along with a persistent drive for greater productivity. Harvard researcher and psychologist, Shelley Carson stated, “If you are stuck on a problem…a distraction may provide the break you need to disengage from a fixation on the ineffective solution.”  We’ve all heard that sometimes people find that they get their best ideas in the shower. Since we don’t have to give too much thought to how we go about our daily shower, it frees the mind up to work on other things. So, taking a break can actually improve your productivity. And, sometimes, we need more than just a 10-minute break when we’ve let the drive to get things done go on for too long.

As a case in point, I recently found myself feeling fatigued, foggy and a bit stressed after a non-stop month. How in the world did this happen?  I’m usually so conscious of giving myself a break. Yet, due to two weekend commitments to teach, a weekend with an out-of-town family event, along with working normal work weeks, nearly a month went by without a day off. No wonder that my energy level had plummeted and I couldn’t think straight!

Slipping away from our practices to give ourselves time off during hectic times can happen to all of us. Sometimes, it may be necessary to take a few days away to rest and recharge when we let ourselves get beyond a certain point. Recognizing that I’d passed that point, I took a Friday afternoon off, spent the weekend enjoying time with my significant other, and put my feet up and watched a movie. The focus of attention was on completely non-work-related things. By the end of the weekend, I felt like myself again – rested, focused and ready to be fully engaged. What I noticed the following week was a higher level of productivity, by far, than in previous weeks. Does this scenario sound familiar to you?

So, what to do? Ideally, we stay consistent with taking time off each week and doing those activities that replenish our energy, whatever they may be. Additionally, we look for those moments within each day to insert a brief break. Doing so also contributes to our productivity and creativity. Rachael O’Meara, the author of “Pause: Harnessing the Life-Changing Power of Giving Yourself a Break” suggests 4 practices to consider. They include 1) standing and taking 10 deep breaths 2) taking a digital break – no devices for a set period of time each day 3) taking a walk to change your environment, and 4) creating one-minute of mindfulness while eating or brushing your teeth. These are very simple strategies that, practiced daily, will support our ability to keep our energy up, and allow us to accomplish far more than if we keep trying to power through what’s on our plate.

If you recognize that you’re not feeling rested and renewed, please join me in recommitting to incorporating breaks into each day and week. Doing so will positively affect every aspect of your life.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who works with corporate leaders in small to mid-size businesses, across the span of their careers. She helps them to accelerate business growth and team performance, navigate their own career path, and transition to retirement with ease using proven methodologies and strategies that get results. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.

The Key to Engaging Employees: It’s Not What You Might Think

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Employee engagement is something that we hear about on a regular basis. In fact, we hear about it often enough that it can sound like just another buzzword. Yet, it’s anything but. The lack of employee engagement is estimated to result in $7 trillion in lost productivity worldwide on an annual basis (Gallup 2017). For nearly 20 years, Gallup has been researching employee engagement and the percentage of engaged employees has barely budged in the United States during this timeframe. Based on 2018 research, Gallup has reported that 34% of U.S. workers are engaged while globally, only 15% are engaged.

What is Employee Engagement?

What exactly is employee engagement?  According to Gallup, an engaged employee is one who is “involved in, enthusiastic about and committed to their work and workplace”. Someone who is experiencing this type of engagement is most likely to be aligned with their team and organization’s goals and making key contributions to producing desired results. Organizations that do the best job of creating employee engagement achieve earnings-per-share growth greater than 4 times that of their competitors. Additionally, other business boosting results are enjoyed by those companies who exemplify employee engagement. These include higher customer engagement, increased productivity, lower attrition, and higher profitability.

A Simple Approach

There are a multitude of methods available for increasing employee engagement with varying ranges of complexity, time commitment and cost. Yet, the solution may be simpler than you think. When we talk about employee engagement, we often speak in generalities. It can sound as if there is a group called “employees” that we must direct something towards collectively. A one size fits all approach has less of an opportunity to positively drive your engagement levels than one simple opportunity that many leaders have, at every level, including the C-suite. This opportunity, the key to engaging employees, is to get specific about each person.

One Employee at a Time

Engaging employees happens one person at a time. The place to start is to get to know each person on your team uniquely. How much do you already know about each employee and what makes that person tick?

How many of these questions can you answer right now about each employee on your team?

  • What are their career aspirations?
  • What personal aspirations do they have?
  • What motivates them?
  • What are their most important values?
  • What key strengths do they bring to the team?
  • What type of behavioral style do they favor?
  • What professional development needs do they have?

Call to Action

If you can’t answer all of these questions for each employee, I invite you to make it a priority to schedule 1:1 meetings to discover those answers. Then, look for the opportunities to:

  • let them use their strengths each day,
  • take on assignments that build the skills for their future career path,
  • communicate with them in a way that matches their style.

Your employees want to work in jobs that allow them to do what they do best, to grow and develop professionally, and feel a sense of purpose in what they focus on each day. What drives engagement and motivation is unique to each individual. So, get started by getting to know your team. Look for ways to align what is important to each person with the work they are doing, and watch your results begin to shift.

If you would like support in increasing employee engagement in your organization, please contact me to have a conversation. We offer a simple yet powerful and practical methodology to support you in improving employee engagement.

About the Author: Sherry Dutra is a Talent Development, Career and Retirement Coach and Facilitator who believes we each have far more potential than we typically tap in to. She helps you learn how to step into your full potential so you can create consistent, optimal performance for yourself and your team with less stress and more enjoyment. If you would like to uncover and address hidden challenges that may be sabotaging your success, leverage your strengths, and accelerate your progress toward the results you desire, contact Sherry for a complimentary consultation.