Task 1.

Reflect on your Emotional Intelligence

SWOT Analysis

Strengths

 Responsibility in deliveries and meeting objectives

 Commitment to carrying out daily tasks giving 100% of the effort.
 Good relationships with colleagues due to the empathy and nobility that
characterizes me.
 Resolving power through ingenuity and lessons learned.
 Great teamwork skills and always open to the opinions and knowledge of
others.
 Good time management

Weaknesses

 Little acceptance of failure or situations that go beyond what was

planned
 I am a very emotional person and sometimes emotional problems
disorient my performance
 I find it difficult to maintain a positive attitude in stressful situations, I
become irritable
 Anxiety in the face of changes and situations that imply challenges.

Opportunities

 I am always eager to learn from each other and new technological

advances.
 Ability to carry out several tasks at the same time
 Skills to create new social and work connections.
 I have great affinity for meditation and relaxation activities.
 Willingness to receive and give positive and negative feedback, in order
to learn and improve processes.
Threats

 Excess work that generates stress and not being able to meet my
deadlines.
 Colleagues or clients that have no limits and can alter my personal life.
 External problems that cannot be solved by me, that generate
impotence.
 Not having control of situations.

Personal stressors and emotional states

1. During the development of several tasks that are of great difficulty and are
successfully achieved, all efforts have been put into their development and
the good and the achievements have not been recognized, instead they
have focused on the defects. This generates in the team members and in
me dissatisfaction and low motivation, which leads to performance problems
or staff turnover. My response at first was to show dissatisfaction, with
problematic attitudes, however, later I chose to communicate my
displeasure to my superior.
2. At the time that my mother was seriously ill, it was a very complex situation
for me and my family, some colleagues were not empathic. On the contrary,
they were not collaborative and demanded more of me than I could give. I
felt that my colleagues did not appreciate the moments in which I held their
tasks while they were overcoming complex situations. My response was in
most cases confrontations that left me angry with my colleagues.
3. In planning changes, I have become very anxious and distrustful of my
abilities, especially when my opinion is not taken into account. I have a lot of
experience and I think it is possible that with my help a better consensus
can be reached, however, in those moments I have not felt heard or valued.
My response was to act anxious and worried, at first it makes me make
many mistakes, but then it improves my performance.
 Triggers

1. Responsibility can work against you when you work under pressure or
overworked. To do this, it is recommended to consciously take a mental and
active break, in which there is relaxation or meditation to achieve the goal by
giving 100%.
2. Order in tasks and trust in other people prevents them from delegating
responsibilities at times. For this I need. Trust the team's abilities Provide the
necessary help to those who depend on some of my tasks, one way to
achieve this would be to try to delegate minimal responsibilities and supervise
them to guide my subordinates in a friendly way and with which they can
learn.
3. Goal achievement is also a very strong trigger, which goes hand in hand with
responsibility. But this good non-negotiable quality also generates anxiety and
worry in much of the development of the activities. To consistently improve
these attitudes, time management will be promoted strategically, organizing
tasks and communicating in the event that deadlines are not being met.

Management of Emotions and Impact

I think one of the most complex moments to manage are those involving angry
customers. An angry client and with the belief that he is always right generate
situations in which disrespect and little patience become protagonists. However, I
had to deal with a dissatisfied customer a few months ago. The situation developed
as follows:

- Hello, how can we help you?

(The person does not salute and angrily exposes her situation)

 I come to return this product for poor quality

- It is a shame for us that you have not been able to enjoy it, could you ask
what happened?
  I used it only once and it already broke, I don't want it anymore
- You have the invoice to check if you meet the terms and conditions for the
return
 Sure, I made the purchase a few months ago

(I realize that there will be a problem because returns can be made up to

before 30 days after purchase)

- Reviewing the invoice, I realize that it does not comply with the terms and
conditions to make the return, the 30 days have already passed.

(The angry person starts yelling and offending the staff)

 You are a scammer, these products are disposable and obsolete, it is

impossible for them to rob me in this way

(The person proceeds to attack because the working person is a migrant)

 This is not your country, in your country they tend to steal and not here, they
are thieves, go back to your country.

(Me in a calm tone tries to calm the person down)

- Excuse me, madam, we are here to help you and find a solution, but we need
to calm down
 I don't calm down until I get my money back or I talk to a superior
- Sure, if we apologize in advance for the situation, but the warehouse policies
are clear and we cannot refund the money.

(The person still screaming and attacking)

 They are thieves, that is!

- Allow me to ask you for a little respect, without respect it will be impossible to
reach an agreement. If you want a coffee or a drink, we can bring you and
take some time to talk to my superior.

(The person decides to end the aggressions and agrees to what is offered)

 Okay, please I want water.

 - If you want, I will explain how the policies work and we can reach an
agreement, as long as it is covered by the policy.

We proceed to explain the return and exchange policy, finding that the money could
not be returned, but it was possible to make an exchange of the product with a
waiting time of 7 days.

Impact: The situation shows that patience, sanity and understanding that the other
can be aggressive due to multiple factors allows to handle critical situations in a
healthier way. In other words, trying to remain calm and calm helps the aggressor to
change his attitude progressively. This allows performance, for example, in this case
of customer service to be recognized and taken as excellent performance. It is
recommended not to take customer criticism or complaints personally, and to be able
to reach an agreement that meets the customer's needs and meets their
expectations.

Strategies to improve my emotional intelligence

Pay attention to your emotions and feelings: When you find yourself in a
situation that bothers you, analyse if you are aware of what you are feeling. Examine
if those emotions and feelings drag you down or if you are able to act guided by what
is best for each situation, both for you and for those with whom you are living that
situation, and not emotions such as anger.

Analyse the gesture language of your colleagues and observe your

performance: One of the aspects that are part of emotional intelligence at work
refers to the reading of body language and reactions in work colleagues. Faced with
the announcement of unexpected news, such as a delivery date change or a
materials delay, you can test your capabilities and rectify them by asking those you
trust the most how they felt. If your assumptions match the emotions or feelings they
actually felt, your EI is surely high.

It is essential that someone give you feedback: It turns out that we are not
very good at evaluating our level of emotional intelligence. We estimate it worse than
our IQ, so in addition to not knowing how smart we are, we also have no idea if we
are nice. Research has shown that the way we see ourselves has little to do with the
way others see us. It is a phenomenon that has been replicated in many studies and
causes that, in many competitions, we believe ourselves to be better than we really
are. For these reasons, in addition to following a good training program, it is
important that someone gives you an unbiased view of yourself and that you are
receptive to that.

Task 2. Questions about the scenario

Question 1

In his written response to the above scenario:

1.1 Describe what you think is the best way to respond to the store manager's
behaviour. Describe how you would demonstrate positive leadership behaviour.

In this case, speaking or reacting immediately to the manager's attitude is not the
right thing to do. I would prefer to act in favour of the achievement of the objectives,
that is, to demonstrate an attitude of resilience. I would propose a meeting with each
of the departments, and through a brainstorming devise strategy that can increase
our income, improve delivery logistics through the optimization of some process. The
idea at this time is to show that our store has enough resources and ideas to provide
not only products but also quality service.

1.2 Describe the principles of emotional intelligence that the store manager does not
demonstrate.

 Self-regulation: First of all, the way you communicate aggressively and with
shouting indicates that you did not regulate your emotions or concerns.
  Empathy: He also did not think about the energy and emotions that he
transmitted to his colleagues and subordinates, which indicates that he has no
knowledge of how they could feel with his attitude.

1.3 Describe how you would encourage self-management of emotions with the Store
Manager and how you intend to implement it.

- Writing a diary of emotions and become aware of them: Emotional self-

knowledge is the beginning of the correct management of emotions. Without
knowing what we feel and how they affect us, we will not be able to regulate
our emotions. The emotions diary is an excellent tool to know your own
emotions and to know the effect that these have on our behaviour.
- Culture of acceptance of feedback: it is necessary to be an emotionally
balanced person. In this way, negative feelings can be avoided by being
focused on what others think of each one, always giving good feedback and
that it is internalized depends on the way in which the comments are said and
the attitude towards them.
- Active pauses: it is a way to release tensions and think better about pending
issues or those that are taking us out of balance. In addition to this, stretching
and movement allow the body to relax physically.

1.4 Describe the connection between store manager behaviour and store morale.
Describe what effect the store manager's behaviour might have on the store's
performance.

The connection is close, what the manager says can have a negative impact on the
work team and affects motivation first, because employees believe they will be fired
and their rights or privileges that they have for working with the company will not be
asserted.

Question 2

In his written response to the above scenario:

2.1 Provide at least two examples of possible misinterpretations of expressions or
behaviours that may arise in the context of a diverse workforce.

- -Cultures in which women cannot relate to more men unless they are from her
family or her partner. They are distant and submissive people.
- Veganism in company meetings can be taken as an annoying person.

2.2 Describe how you would explain to the employee who came to you with the
problem how cultural expressions can be misunderstood, and have been in this
case.

I would comment to the employee that the person comes from a country that is much
more conservative and has other customs compared to the ways in which we have
fun in Australia, additionally, there are countries in which women tend to be more
submissive out of respect for their partners. It may be that we do not share their way
of seeing life, but we must respect it. What we can do is approach her and ask her
how she feels, how she is being welcomed by our country and in this way, without
judging, learn a little about her culture.

2.3 Discuss how the team can increase their awareness of cultural expression and
how they will promote effective communication to avoid misunderstandings in order
to resolve differences.

- Identifying the cultures that are present

- Assessing your understanding of expressions and methods of non-verbal
communication, obtaining your opinion about those ways of communicating.
- Investigating communication and emotional intelligence in current cultures
- Providing research information identifying whether they come from collectivist
or individualist countries
- Making meetings in which the foods and cultures of each country that is
present are shared

Question 3
In his written response to the above scenario:
3.1 Describe how you would put aside your own emotions to focus and identify how
the employee is (probably) feeling. See the relevant principles of emotional
intelligence.

Taking into account the principle of empathy and motivation, I could approach the
employee trying to find out why he dislikes him. To control and put aside my
emotions, it is necessary to regulate and not let myself be controlled by anger or
disappointment when someone does not take my ideas into account.

3.2 Describe how knowledge of, for example, learning styles, personality types, or
communication styles could help you better relate to and understand the employee
and tailor your response.

It may be that the employee is not attracted by the way in which the sessions are
developed, so a section that catches his attention can be implemented for him, in
which he can actively participate. Perhaps it could also be that his personality is
introverted or he prefers to assume all the responsibility for the tasks, so he prefers
not to receive help, so it would be good to choose a first partner to accompany him,
the one with whom he has the best relationship.

Question 4

4.1 Describe the relationship between emotionally effective people and the
achievement of business objectives.

Motivation is the principle of intelligence that plays there, emotionally balanced and
satisfied people are motivated and therefore business objectives are achieved. It is a
directly proportional relationship. They are people who self-regulate their emotions
and prefer to act rationally in the face of adversity, avoiding wasting time and being
more efficient.

4.2 Describe how considering the emotional impact of decision making could lead to
better decision making (with respect to business objectives).

The fact of making decisions without taking into account what others may feel is an
indicator of little empathy towards employees. Therefore, if a study is made or the
opinion of the employees is taken into account considering the preferences they
have for some program or benefit, this shows them that they are valued and listened
to and perhaps even if some programs of interest to them are delayed, they will take
it much better than if they are taken by surprise without having heard them. Perhaps
that fact is much worse and ends up discouraging them more and fulfilling fewer
objectives.

4.3 Describe what is a possible decision-making process that takes into account
emotions and the impact that could be seen. Decisions in this case include, for
example, setting performance targets or selecting which programs can be delayed.

o Evaluate the objectives and why they were not met

o Communicate the current situation to the employees and explain the
reason why the objectives are not being met
o Pretend to acquire a commitment in each meeting that is held
o Communicate the need to reduce costs by cutting programs and
benefits
o Carry out a survey
o Implement the change
o Supervise and monitor changes and improvements.

Task 3. Role – Play

Coaching Activities/questions
phase

Introduction Summarise the reasons for the coaching session from your point of
view:

- Despite having been the best in the sales team and

characterized as a good leader, Pat now finds herself
performing very poorly.
- Her characteristics have not been reflected again and she is
distant, disoriented and perhaps turned off by some matter
that we do not know, therefore she needs accompaniment
and communication.
- These two problems have generated a gap in the team's
cohesion, so there are currently frictions and differences,
added to the pressure for not meeting the team's objectives.
 Ask Pat for input, to describe own perspective:

- Pat coincide que sus problemas emocionales y familiares,

han causado en una desorientación y preocupación que ha
migrado a su entorno laboral.
- Se siente irritable, y no compentrada con el equipo. Puesto
que sus problemas emocionales se encuentran presentes
casi siempre. No tiene autorregulacion de sus emociones
- Pat reconoce que necesita ayuda y entrenamiento para dejar
de lado los pensamientos negativos.

Goal Ask questions to establish Pat’s understanding of performance

expectations, personal goals and aspirations:

- Pat, do you think your performance could improve?

- How would you improve it, what strategies do you have in
mind to achieve the objectives?
- Would you like to be a sales leader?
- What do you need from the company so that you can achieve
your goals?
- What do you need from your co-workers to feel supported?
- Do you need some kind of flexibility so that your emotional
burdens are lightened?
- Tell us about that kind of flexibility, what would you use?
- Pat, do you think we could improve something in the team, or
in the sales process?
- How do you think your evolution in the company will be to feel
motivated and self-fulfilling?
- Do you feel satisfied at work?

Reality Ask questions to establish understanding of:

the real gap between Pat’s performance and expectations/
performance goals:

- How do you feel about facing these new performance

recovery challenges?
- What do you think you need to achieve them?
- What kind of support do you need from the company and the
team?
- Do you think that training or coaching in emotional
intelligence would be good for you?
- Would you like to start some emotional intelligence technique,
practiced by everyone on the team?
potential obstacles to achievement, such as Pat’s EI skills and
personal/work situation:

- What problems affect your performance the most?

- What are your strengths and how do you apply them in the
 sales process?
- What are your weaknesses and how do they affect your
performance?
- Is there any external or internal factor that generates stress?
- What situations cause you stress?
- Is there some kind of situation that prevents you from
developing all your skills?

Options/ Ask questions to help Pat generate options or opportunities to help

opportunities achieve goals and close performance gaps:

- What do you think are your best skills?

- What makes you stand out in the group or on the team?
- Do you remember your past achievements? How did you
feel?
- How would you help your team if you acted like a leader?

Will - Ask questions to establish Pat’s willingness to agree to

concrete and time-bound measures to improve performance:
- Are you willing to assume the responsibilities that will be
entrusted to you?
- What would you do if you had a problem or difficulty?
- How would you communicate your difficulties or problems?
- Do you recognize the benefits of your good performance and
the consequences that poor performance brings to you and
the team?
- Would you rejoin the team when they do their part?
- How do you feel about the proposed goals?
- Do you feel you can achieve them?