Shabanov sergey emotional intelligence. Book review: Sergei Shabanov, Alena Aleshina "Emotional Intelligence Russian Practice"

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This book is well complemented by:

Emotional intellect. Why it can matter more than IQ

Daniel Goleman

Emotional intelligence in business

Daniel Goleman

Introduction

Intuitive intelligence is a sacred gift, and rational thinking is a devoted servant.

We have created a society that honors servants but has forgotten about gifts.

Albert Einstein

... Russian people are emotional, unlike many other nationalities, more soulful and less mechanistic than Americans or Swedes. Therefore, they need more emotion in management.

Are you familiar with the phrases: “Let's not be too happy about this”, “The main thing for us now is to think it over carefully”, “You are too emotional about this”, “We should not be guided by emotions, we cannot let them get the better of common sense"? Probably yes. Emotions get in the way of work, we know. Emotions interfere with thinking and acting appropriately. Emotions are very difficult (if not impossible) to manage. A strong person is one whose face will not flinch at any news. Business is a serious business, and there is no place for worries and other "weaknesses" in it. People who, at the cost of colossal efforts, were able to achieve the fact that they are always in control and do not show any emotions, consider this to be their advantage and a huge achievement.

Meanwhile, pronouncing these and similar phrases and thinking in this way, we deprive ourselves and our colleagues of one of the most unique resources in business - our own emotions, and the business itself - of significant potential for development.

"Emotional Intelligence" (EQ) is a well-known concept in the West, and is currently gaining popularity in Russia. And yet it has already managed to acquire a fairly large number of myths.

In this book, we want to offer the reader our own approach to emotions and emotional competence, based on own experience and the practice of developing EQ in Russia. In our experience, emotional competence skills do develop and help people enjoy life more and better manage themselves and better manage the behavior of others.

There is an opinion that "emotional intelligence" is a Western technique that is not applicable to russian conditions... In our opinion, the ideas of emotional intelligence are even more suitable for Russia than for the West. We are more connected with our inner world (it is not for nothing that they like to talk about the "mysterious Russian soul"), we are less inclined to individualism, and our value system includes many ideas that are consonant with the ideas of emotional intelligence.

Since 2003, we have been developing emotional intelligence in Russia within the framework of training and consulting projects of the EQuator company, and in this book we offer you methods, examples and ideas that appeared in the course of joint work with russian leaders and managers (although sometimes we will also refer to the works of our distinguished foreign colleagues). Therefore, we can declare with full responsibility that the techniques and methods described in this book have been tested and work in Russian conditions.

You can read the book in the format "Lecture book", that is, in the process of reading it is easy to familiarize yourself with the proposed information. We hope you find many interesting facts and an idea related to emotion and emotional competence.

You can read the book in the format "Book-seminar", since the material of the book contains, in addition to information, a number of questions for the reader. Of course, you can not dwell on them, considering them rhetorical, but we suggest that, when you come across a question, think about it and first answer it, and then continue reading. Then you can not only learn a lot about emotions in general, but also better understand your emotional world, determine what emotional competence skills you already possess, and which you can still develop.

The authors of this book are the trainers. It is not surprising that we consider the training form of education to be the most effective. In this book, we write about what we talk about at the trainings. In some cases, we give specific examples what do at trainings. We could not write here only that you you will do at the training what experience you get and how you you will analyze it (and this is one of the main elements of the training). To get as close as possible to the real learning format, we offer various tasks for independent work... If you take the time and effort to put into practice the methods and technologies we offer, as well as to analyze the experience gained, we will succeed "Book-training".

You might want to argue with some of the ideas and statements presented here - the topic of emotional intelligence is a lot of controversy. We have included in this book the typical objections we face in our daily work. (For this we have a “skeptical training participant”.) If you have any doubts or objections that we did not take into account, we are open to discuss these ideas at the following addresses: Sergey -, Alena -, as well as in our group in social network "In contact with"

Sergey Shabanov, Alena Aleshina. Emotional intellect. Russian practice

Many people believe that emotions have no place in business. There is another point of view: it is necessary to fill the company with emotions, and only then can it become great. Who is right? Emotional competency skills help people manage themselves and the behavior of others more effectively. The authors offer their own approach to emotions and emotional competence.

This is not my first time addressing the topic of emotional intelligence. See also Daniel Goleman. Emotional Leadership, Manfred Kets de Vries. Leadership mysticism. Developing Emotional Intelligence by Daniel Goleman. Emotional intelligence in business.

Sergey Shabanov, Alena Aleshina. Emotional intellect. Russian practice. - M .: Mann, Ivanov and Ferber, 2014 .-- 448 p.

Are you familiar with the phrases: you are too emotional about it; emotions interfere with work; emotions interfere with thinking and acting appropriately; business is a serious business, and there is no place for worries? People who, at the cost of colossal efforts, were able to achieve the fact that they are always in control and do not show any emotions, consider this to be their advantage and a huge achievement. Meanwhile, pronouncing these and similar phrases and thinking in this way, we deprive ourselves and our colleagues of one of the most unique resources in business - our own emotions, and the business itself - of significant potential for development.

Chapter one. Nothing personal, just business?

The only way to create profit is to attract emotional, not rational employees and customers, it is by appealing to their feelings and fantasies.

Kjell Nordström, Jonas Ridderstrale, Funky Business

Are emotions necessary in business? It is impossible to completely exclude emotions from company life and people management. In the same way, it is impossible to exclude the "dry" calculation. As Peter Senge put it in his book The Fifth Discipline, "people who have achieved a lot on the path of cultivation ... cannot choose between intuition and rationality or between head and heart."

In Taylor's theory (in fact, the first theory of management), the ideal was an enterprise that functions like a machine, where each employee is a cog in the system. Naturally, there is no room for emotions in such a system. In the twentieth century, the expression of emotions at work became almost unacceptable: the principle of "emotions interfere with work" finally won out.

However, let's remember the trends in the corporate world over the past few years. The speed of change in the world is constantly increasing. Instead of competition for goods, competition for service takes the first place, and the concept of "relations economics" appears. Is changing organizational structure: Companies are becoming more flexible, less hierarchical, more decentralized. In this regard, the number of horizontal communications is increasing. The idea of \u200b\u200ban ideal employee has changed: instead of a "screw" in the system, it is now "an initiative person, capable of making decisions and taking responsibility for them." Competition for the best employees has grown and continues to grow among companies; the concept of "war for talent" has emerged. At HR conferences they seriously discuss how to make an employee happy, because numerous studies have proven that “ happy people work better. " In the HR-environment in recent years, the term "engagement" has gained immense popularity, that is, such a rational and emotional state of the employee, in which he wants to maximize his abilities and resources to achieve the goals of the organization.

Cognitive intelligence alone is not enough to achieve success. That is why at one time the famous scientist Howard Gardner introduced the theory of multiple intelligences, which included, in addition to the logical and mathematical, linguistic, bodily-kinesthetic and other types of intelligences. What is meant? If we understand by intelligence the ability of a person to process certain information, then different kinds intelligence will be associated with the processing of various information.

Emotional intellect - a person's ability to operate with emotional information, that is, that which we receive (or transmit) with the help of emotions. Emotions carry information. The emergence and change of emotions has logical patterns. Emotions influence our thinking and participate in the decision-making process. According to recent neurophysiological studies, it is impossible to make any decisions without emotion. The renowned neurophysiologist Antonio Damasio even wrote a book about it called Descartes's Error. The title of the book is associated with the famous phrase of Descartes: "I think - it means I exist." From the point of view of modern science, the more correct option is: "I feel - it means I exist." Damasio argues that the final impulse in favor of a particular choice comes from the parts of the brain responsible for emotions. In 2002 psychologist Daniel Kahneman received the Nobel Prize in Economics (!) For his proof of the fact that irrational factors, including emotions, influence economic decisions (see also Dan Ariely. Behavioral Economics)

The model of emotional competence of the EQuator training company consists of four skills: the ability to be aware of one's emotions; the ability to be aware of the emotions of others; the ability to manage your emotions; the ability to manage the emotions of others. This model is hierarchical - in other words, each next skill can be developed, already having the previous one in its arsenal. For, as Publius Cyrus said back in the 1st century BC, “you can control only what we are aware of. What we are not aware of controls us. "

Man with high level emotional competence is able to clearly understand what emotion he is experiencing at one time or another, to distinguish the degrees of intensity of emotions, to represent the source of emotion, to notice changes in his state, and also to predict how this emotion may affect his behavior.

Myths about emotional competence. Emotional competence \u003d emotionality. A person with a high EQ is always calm and in a good mood. Emotional intelligence (EQ) is more important than cognitive intelligence (IQ).

How do you measure emotional competence? So far in Russia there are no generally accepted tests for measuring emotional intelligence. MSCEIT, one of the recognized American EQ tests, is currently undergoing adaptation at RAS. We propose assessing emotional competence using a self-assessment for specific skills. You will find a list of skills in a specific area of \u200b\u200bemotional competence at the beginning of each chapter.

Emotional competence, like other skills, is developed and developed. More often than not, we were taught not to be aware, but to suppress our emotions. In the meantime, suppressing emotions is detrimental to health and relationships with others, so it makes sense to learn to be aware of emotions and develop other ways to manage them.

Chapter two. "How do you feel?", Or Awareness and understanding of your emotions

Most often the term awareness is used in psychotherapeutic texts when it means "transferring into the field of consciousness of some facts that were previously in the unconscious." To understand our emotions, in addition to consciousness itself, we need words, a kind of terminological apparatus.

What is emotion? Can there be no emotion? We have divided emotions into “bad” and “good” and we expect to cope with them in this way. We will encourage the good and suppress the bad. And, oddly enough, many people think that this is enough. We usually offer the following definition: Emotion is a reaction organism for any change in external environment... We introduce the term organismin order to draw your attention to certain two conditional levels of our interaction with the world. We communicate with him at the level of logic (Homo sapiens) and at the same time - at the level organism (on a reflex, instinctive and emotional level), not fully aware of all the processes taking place.

What are emotions, that is, what words are they defined? "Anxiety", "happiness", "sadness" ... and to remember them, you need to make some efforts - they are not in the "operative" memory, you have to fish them out from somewhere in the depths. People can hardly remember which words it called! To make it easier to be aware of emotions, it is worth introducing some kind of classification of emotional states.

We offer four classes of basic emotional states: fear, anger, sadness and joy... Fear and anger are emotions originally associated with survival. Sadness and joy are emotions associated with satisfaction or dissatisfaction with our needs.

Fear and anger - these are the most primary emotions. If it can eat me, then the reaction of fear ensures the restructuring of the body in order to save itself. If it he cannot eat me, some other restructuring of the organism is required, which is necessary for an attack - a reaction of anger. So from the point of view of the body's main need - for survival - fear and anger are very positive emotions. Without them, people would not have survived at all, and the logical divisions of the brain would certainly not have had enough time for development and evolution.

In the modern world, we are more interested in social interaction. And it turns out that people are so arranged that the emotional parts of the brain perceive the threat to our ego, our social status in the same way as a threat to the integrity of our body.

Instead of positive and negative emotions, we prefer to use the term "adequate" (situations) emotion or "inappropriate" (situations) emotion. At the same time, both the emotion itself and the degree of its intensity are important (“it would be useful to worry a little about this, but it’s completely unnecessary to panic”).

Social stereotypes that interfere with the awareness of emotions. "Do not be afraid of anything".If you look at fear and courage from a logical point of view, then a brave person is one who knows how to overcome his fear, and not one who does not experience it at all. "You mustn't be annoyed."This statement implies a ban on the manifestation of strong irritation and anger, or rather on actions caused by anger, which can cause harm to others. The ban on actions is quite logical and is needed by modern society. But we automatically transfer this prohibition to the feelings themselves. Rather than admitting that we have anger class emotions and managing them constructively, we prefer to think that we don’t have these emotions. And then an adult girl suffers when she needs to be firm in relations with subordinates or a negotiating partner, when she needs to insist on her own, to defend her interests and the interests of her loved ones, to achieve her goals - after all, this requires the energy of anger and irritation.

Sadness and joy- these are emotions that are no longer observed in all organisms, but only in those that have social needs. If we recall the famous Maslow pyramid, then we can say that the emotions of fear and anger are more associated with the two lower levels of needs (physiological and the need for security), and sadness and joy - with those needs that arise during social interaction with other people (needs for affiliation and acceptance).

Sadness is generally discouraged in modern culture. And people tend to avoid sadness, sorrow, disappointment, and live so neatly ... There is a lot of good and valuable in a positive approach, but in its "correct" understanding it does not imply a ban on sadness. What about joy? Folk wisdom, surprisingly, does not recommend us to rejoice either: "laughter for no reason is a sign of foolishness." In many cultures, suffering, tragedy or self-sacrifice in the name of someone (or better of something) is revered.

By the way, what do you think is the most emotional emotion at work? And the least manifested? The emotion that is most expressed at work is anger, and the least expressed is joy. Most likely, this is due to the fact that anger is associated with power, control and confidence, and joy is associated with frivolity and carelessness ("we are here to do business, not giggle").

Emotions and the brain.Neurophysiological foundations of emotional intelligence. Neocortex - that is, the "new cortex", the evolutionarily emerging part of the brain, the most developed only in humans. The neocortex is responsible for higher nervous functions, in particular for thinking and speaking. Limbic systemresponsible for metabolism, heart rate and blood pressure, hormones, sense of smell, hunger, thirst and sex drive, and is also strongly associated with memory. The limbic system, giving an emotional coloring to our experience, promotes learning: those behaviors that deliver "pleasant" will be strengthened, and those that involve "punishment" will gradually be rejected. If, when we say “brain”, we usually mean “neocortex,” then when we say “heart,” we, oddly enough, also mean the brain, namely the limbic system. The oldest part of the brain reptilian brain -controls respiration, blood circulation, movement of muscles and muscles of the body, provides coordination of hand movements while walking and gestures during speech communication. This brain functions during a coma.

The memory of the reptilian brain functions separately from the memory of the limbic system and the neocortex, that is, separately from consciousness. Thus, it is in the reptilian brain that our "unconscious" is located. The reptilian brain is responsible for our survival and our deepest instincts: getting food, finding shelter, defending its territory (and protecting the young mothers). When we sense danger, this brain triggers a fight-or-flight response. When the reptilian brain exhibits dominant activity, a person loses the ability to think at the level of the neocortex and begin to act automatically, without consciousness control. When does this happen? First of all, in case of direct danger to life. Since the reptilian complex is more ancient, much faster and manages to process much more information than the neocortex, it was he who was instructed by wise nature to make decisions in case of danger.

It is the reptilian complex that helps us "miraculously survive" in critical situations. As long as the intensity of emotional signals is not very high, parts of the brain interact normally and the brain as a whole functions effectively. But when a certain level of intensity of emotional signals is exceeded, the level of our logical thinking sharply decreases.

The global drama of emotional intelligence. For emotions of strong intensity (which we know a lot about, and for which we have many words), we do not have a directly aware instrument - the brain (or rather, it works very poorly). And for emotions of low intensity, when this instrument works great, there are no words - another instrument of awareness. There is a very narrow area somewhere in the middle where we can be aware of emotions, but here we lack the skill, the habit of systematically paying attention to our emotional state. Precisely because we do not know how to be aware of emotions, we do not know how to manage them.

It is those passions, the nature of which we misunderstand, that dominate us the most. And the weakest are feelings, the origin of which is clear to us.

Oscar Wilde

Emotions and body. Awareness of emotions through bodily sensations and self-observation. What does it mean to pay attention to your emotional state? Emotions live in our body. Thanks to the limbic system, the emergence and change of emotional states almost immediately causes any changes in the state of the body, in bodily sensations. Therefore, the process of awareness of emotions is, in fact, the process of comparing bodily sensations with some word from our vocabulary or a set of such words. There is a theory that people are divided into kinesthetics, visuals and audials according to their way of interacting with the outside world. Sensations are closer and more understandable for kinesthetics, visual images for visuals, and sounds for audials.

Try to imagine yourself as an outside observer, then perhaps you will notice that you are slightly pressing your head into your shoulders (fear), or constantly pointing your finger at, or speak in a higher voice, or your intonation is a little ironic. To be aware of an emotion, we need consciousness, terminology and the skill to pay attention to ourselves., and for this we need training.

Awareness and understanding of emotions.When we talk about understanding, we mean several factors. Firstly, it is an understanding of the cause-and-effect relationships between specific situations and emotions, that is, the answer to the questions "What is the cause of different emotional states?" and "What consequences can these conditions have?" Secondly, this is an understanding of the meaning of emotions - what does this or that emotion signal to us, why do we need it?

Emotional cocktails.The model we have proposed also helps well to develop the skill of awareness that with its help it is possible to "decompose" any complex emotional terms into a certain spectrum of four basic emotions and something else.

How do we “protect ourselves” from fears.Everything that is unknown and new to us, at the level of the organism, must first be scanned for danger. At the level of logic, we can be ready for changes and even completely sincerely “wait for changes”. But our body resists them with all its might.

Social fears.Threats of loss of social status, respect and acceptance by other people are just as significant to us, because it means being left alone. There are many more unconscious fears in our life than we used to think.

Can you be angry with yourself?Let's introduce such a metaphor - the direction of the emotion, rather not even the emotion, but the possible actions that may follow this emotion. Fear will make us run away from the object or freeze. That is, fear is directed, as it were, "from." Sadness is rather directed inward, it focuses us on ourselves. But anger always has a specific external object, it is directed towards. Why? Because this is the very essence of emotion - anger prompts, first of all, to fight. And no normal "organism" will fight with itself, this is contrary to nature. But we were taught in childhood that it is not good to be irritated, so the idea arises: "I am angry with myself."

Emotions and motivation. So, emotion is, first of all, a reaction; we receive a signal from the outside world and react to it. We react by directly experiencing this state and acting. One of the most important purposes of emotion is to propel us into an activity. Emotions and motivation are generally the same words. They come from the same Latin word movere (to move). The emotions of fear and anger are often referred to as the "fight or flight" response. Fear motivates organisms to defend themselves, anger to attack. If we talk about a person and his social interaction, then we can say that fear motivates us to preserve, save something, and anger - to achieve.

Making decisions. Emotions and intuition.Before making a decision, people usually calculate various options, ponder them, discard the most inappropriate ones, and then choose from the remaining options (more often from two). Decide which of them is preferable - A or B. Finally, at some point say "A" or "B". And what this final choice will be is determined by emotion.

Mutual influence of emotions and logic.Not only do our emotions affect our logic, our rational thinking, for its part, also affects our emotions. Thus, the extended definition will be as follows: emotion is the reaction of the body (emotional parts of the brain) to changes in the environment external to these parts. It could be a change in the situation in the outside world, or a change in our thoughts or in our body.

Chapter three. Awareness and understanding of the emotions of others

People's feelings are much more interesting than their thoughts.

Oscar Wilde

Basically, the process of being aware of the emotions of others means that at the right time, you should pay attention to what emotions your partner is experiencing and call them a word. In addition, the skill of understanding the emotions of others also includes the ability to predict how your words or actions may affect the emotional state of another. It is important to remember that people communicate on two levels: at the level of logic and at the level of "organism". It can be difficult to understand the emotional state of another, because we are used to paying attention to the logical level of interaction: numbers, facts, data, words. The paradox of human communication: at the level of logic, we are poorly able to understand, understand what the other person feels, and we think that we ourselves can hide and hide our state from others. However, in fact, our "organisms" communicate well with each other and understand each other very well, no matter what we fantasize about our self-control and the ability to control ourselves!

So, our emotions are transmitted and read by another "organism", regardless of whether we have realized them or not. Why is this happening? To understand, you need to know that the human body has closed and open systems. The state of a closed system of one person does not in any way affect the state of the same system of another person. Closed systems include, for example, the digestive or circulatory system. The emotional system is open: it means that the emotional background of one person directly affects the emotions of another. Make open system closed is impossible. In other words, as much as we sometimes want it, we cannot forbid our "organisms" to communicate

On the influence of logic and words on the emotional state of the interlocutor.We usually tend to judge the intentions of another by the actions that he performs, focusing on his emotional state. One of the most important parts of the skill of being aware of the emotions of others is understanding the emotional effect our actions will have. It's important to take responsibility for your actions and remember that people react to your behavior, not to good intentions. Moreover, they do not have to guess about intentions and take them into account if your behavior causes them unpleasant emotions.

There are two simple rules to remember. (1) If you are the initiator of communication and want to realize some of your goals, remember that for another person it is not your intentions that matter, but your actions! (2) If you want to understand another person, it is important to be aware not only of his actions, but, if possible, the intentions by which they were dictated. Most likely, his intention was positive and kind, he simply could not find the right actions for him.

To understand the emotions of others, it must be borne in mind that the emotional state of the other affects our own emotional state. This means that we can understand the other through awareness of changes in our emotional state - as if we ourselves can feel the same that he feels - this is called empathy.

The emotional state of the other is manifested at the level of the "organism", that is, through non-verbal signals - we can consciously observe the non-verbal level of communication. We are well aware and understand the verbal level of interaction - that is, in order to understand how the interlocutor feels, you can ask him about it. So, we have three main methods of being aware of the emotions of others: empathy, observing non-verbal cues, verbal communication: questions and assumptions about the feelings of the other.

Empathy.Recent discoveries in neurophysiology confirm that the ability to unconsciously, as it were, "reflect" the emotions and behavior of another is innate. Moreover, this understanding ("mirroring") occurs automatically, without conscious reflection or analysis. If all people have mirror neurons, then why do some people understand the emotions of others so well, while others find it so difficult to do? The difference lies in the awareness of your emotions. People who are good at capturing changes in their emotional state are able to intuitively very well understand the emotions of other people. It is more difficult for people who are not capable of empathy to establish contacts with other people and understand their feelings and desires. Many of them easily fall into situations associated with interpersonal misunderstandings and misunderstandings.

Why do we feel what others are feeling? On the meaning of mirror neurons.For a long time, the nature of this phenomenon remained unknown. Only in the mid-1990s, the Italian neurologist Giacomo Rizzolatti, having discovered the so-called mirror neurons, was able to explain the mechanism of the "reflection" process. Mirror neurons help us understand the other not through rational analysis, but through our own feeling, which arises as a result of internal modeling of the actions of another person. We cannot refuse to "mirror" another person. Moreover, our internal copy of another person's actions is complex, that is, it includes not only the actions themselves, but also the sensations associated with them, as well as the emotional state that accompanies this action. This is what the mechanism of empathy and "feeling" of another person is based on.

Popular wisdom says: if you want to learn something, watch people who do it well.

"Fool me". Understanding non-verbal behavior.

The joy of seeing and understanding is the most beautiful gift of nature.

Albert Einstein

Let's see what non-verbal behavior is. Very often this is understood as "sign language". At one time, a lot of books with a similar title were published, the most popular of which was probably Allan Pisa's "Body Language". Actually, what do we call verbal communication? These are the words and texts that we communicate to each other. Everything else is non-verbal communication. In addition to gestures, our facial expressions, postures and the position that we occupy in space (distance) relative to other people and objects are of great importance. Even the way we are dressed carries non-verbal information (came in an expensive suit with a tie or ripped jeans). And there is one more component of non-verbal communication. The texts that we communicate, we pronounce with some intonation, speed, volume, sometimes we clearly articulate all the sounds, sometimes, on the contrary, we stumble and make reservations. This type of non-verbal communication has a separate name - paralinguistic.

There is the so-called Mehrabian effect, which is as follows: upon first acquaintance, a person trusts only 7% of what the other says (verbal communication), 38% of the way he says it (paralinguistic), and 55% of how he looks and where he is (non-verbal). Why do you think this is happening? Emotions live in the body, and, accordingly, they manifest in the body, and no matter how you hide them. Therefore, if a person is insincere, then no matter what he says, emotions will give him away.

There are two opposing points of view. The first one says that people are initially evil, selfish and ready to defend their interests, not disdaining anything, including deception. The second says that people initially intend to do good. Each of us has met people who would confirm the justice of both points of view. However, in whatever point of view you believe, you will attract people to you, and also get (unconsciously) in situations that confirm it. So let's not talk about deliberate deception, but use the emotionally neutral term "incongruence." This term is used when talking about the discrepancy between verbal and non-verbal signals to each other.

What do you need to do to learn to understand non-verbal behavior? Do not entertain yourself with the illusion that after that you will begin to "read" other people, as it can be promised on the headlines of fashion publications. It is worthwhile to be aware of non-verbal communication as a whole and pay attention to its various aspects. The most important thing for interaction and understanding of another person is a change in non-verbal position. If you notice his condition, you can turn to him with a question, then you will be able to get more information from him.

Just as with being aware of your own emotions, exercise is essential. Turn on TV set and mute the sound. Find some feature film and watch it for a while, observing the gestures, facial expressions and the location of the characters in space. Public transport. How do these people feel? If you see a couple, what kind of relationship are they in? If someone is telling someone something, is it a funny story or a sad one? The conference.Are these two really happy to see each other, or are they just pretending to be happy, but are they really competitors who dislike each other? Office."What is this person feeling now?", "What emotions is he experiencing?" Assuming some answer, you can then analyze what we observe in the non-verbal behavior of this person and ask yourself if my assumption about the emotions of this person correlates with my ideas about gestures, postures and facial expressions.

Observing paralinguistic communication.If a person suddenly starts to stutter, stutter, mumble or talk, then this is most likely an indicator of some degree of fear. Aggressive emotions can be characterized by increased speech volume. In longing-sadness, people tend to speak more quietly, longer and more mournful, often accompanying their speech with sighs and long pauses. Joy is usually divided into higher tones and a fast pace (remember how the crow from Krylov's fable - “the breath stole from joy in the goiter”), therefore the tone becomes higher, and the speech becomes more confused. However, this applies mainly to pronounced emotions. Therefore, to improve the skills of understanding paralinguistic communication, it is again advisable to often include an observer of this process.

"Do you want to talk about it?" How to ask about feelings? A direct question may cause some anxiety or irritation, or both. It turns out that everything is not so simple with the technology of awareness and understanding of the emotions of others through direct “asking”. The main difficulties of verbal awareness of the emotions of others: people do not know how to be aware of their emotions, and it is difficult for them to correctly answer the question about feelings and emotions. Such a question itself, due to its unfamiliarity, causes emotions of anxiety and irritation, which reduces the truth of the answer.

Open-ended questions by the very name "open up" space for a detailed answer, for example: "What do you think about this?" Closed-ended questions "close" this space, suggesting a definite "yes" or "no" answer. In communication theory, it is recommended to refrain from an excessive number of closed questions, and rather use open ones.

Since it is not very common in our society to ask about emotions, it is important to formulate these questions very gently and apologetically. So, from the phrase: "Are you mad now, or what?" - we get: "Can I suggest that you may be a little annoyed with this situation?"

Use the following speech formula, it has been verified by the authors and is the most correct one. Any technique \u003d essence (core of technique) + "depreciation". Moreover, the essence is the logical level of technology application, and depreciation is emotional.

Empathic utterance. In the theory of communication, there is such a concept - an empathic statement, that is, a statement about the feelings (emotions) of the interlocutor. The structure of empathic utterance allows the speaker to express how he understands the feelings experienced by another person, without assessing the emotional state experienced (encouragement, condemnation, demand, advice, reducing the importance of the problem, etc.). It is often enough to say to an irritated person: "Probably, it should be annoying when there are delays in the project all the time?" - how he becomes noticeably calmer. Why does it work? Most people are not aware of their emotions, and neither is this person. But the moment he hears a phrase about emotions, he involuntarily pays attention to his emotional state. As soon as he realizes his irritation, his connection with logic is restored and the level of irritation automatically drops.

Emotional intellect. Russian practice Sergey Shabanov, Alena Aleshina

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Title: Emotional Intelligence. Russian practice

About the book “Emotional Intelligence. Russian practice "Sergey Shabanov, Alena Aleshina

Many people believe that emotions have no place in business. There is another point of view: it is necessary to fill the company with emotions, and only then can it become great. Who is right?

Emotional competency skills help people have more enjoyment of life and better manage themselves and the behavior of others. In this book, the authors offer the reader their own approach to emotion and emotional competence.

On our site about books, you can download the site for free without registration or read online book "Emotional intellect. Russian practice "Sergey Shabanov, Alena Aleshina in epub formats, fb2, txt, rtf, pdf for iPad, iPhone, Android and Kindle. The book will give you a lot of pleasant moments and real pleasure from reading. You can buy the full version from our partner. Also, here you will find last news from the literary world, learn the biography of your favorite authors. There is a separate section for aspiring writers with useful tips and recommendations, interesting articles, thanks to which you yourself can try your hand at literary skill.

Quotes from the book “Emotional Intelligence. Russian practice "Sergey Shabanov, Alena Aleshina

"How will our word respond ..." About the influence of logic and words on the emotional state of the interlocutor.

How to say "thank you" correctly?
In our trainings, we often say that one of the most simple ways managing your emotions and those of others is to say thank you. However, even this seemingly so simple thing we do not know how to do correctly. "Thanks to everybody, you're free!" - we say jokingly or get off with general phrases. Such gratitude is not very comfortable to say and accept.

Firstly, it is worth adding to the question the so-called "amortization" (or "fluff"), that is, if possible, soften the question verbally with the help of some introductory phrase, for example: “Listen, can I ask you about emotions? What do you feel now? " or “Excuse me, please, I’ll ask you a question now, maybe it will seem unusual to you on my part ...” etc. Of course, it is worth choosing a wording that will be organic to your style of speech, while the main thing is to keep the key idea, that is, to make the statement as soft as possible.
Secondly, you can use in the statement all sorts of subjunctive moods, modalities, assumptions, unobtrusive assumptions (“it seems”, “maybe”, “probably”, “sometimes”, “in some cases”, etc.).
Third, for most assumptions, there is a rule: "The named emotion is lower in intensity than the one you assume." That is, if a person experiences "fear," we assume that he is "a little worried" now; if "anger" - we say that this is just "some irritation"; if "euphoria" - "very happy."
So, from the phrase: "Are you mad now, or what?" - we get:
"May I suggest that you may be a little annoyed with this situation?"
Why are all these "mitigations" so important? Any interpretation in his address causes a protest and a certain rejection in a person.

People do not know how to be aware of their emotions, and it is difficult for them to correctly answer the question about feelings and emotions.
This question itself, due to its unfamiliarity, causes emotions of anxiety and irritation, which reduces the truth of the answer.

The emotional state of the other affects our own emotional state. This means that we can understand the other through awareness of changes in our emotional state - as if we ourselves can feel the same that he feels - this is called empathy.
The emotional state of the other is manifested at the level of the "organism", that is, through non-verbal signals - we can consciously observe the non-verbal level of communication.

Thus, it can be formulated that there are different types of intelligence, depending on what information a person operates on: linguistic (or verbal) intelligence operates with information contained in words; logical-mathematical (IQ) - numbers, kinesthetic - interaction in space and bodily sensations, etc. Then emotional intelligence is a person's ability to operate with emotional information, that is, that which we receive (or transmit) with the help of emotions.

You even came in jeans.
- What do you have against jeans? I suppose you didn't come in a suit either!
And it started ... But you could just agree: "Yes, I'm in jeans." Moreover, this is an obvious fact. And there would be nothing more to say to the other side. The topic is over.
Since none of us is perfect, from the point of view of logic, we can answer almost any criticism with some kind of partial agreement:
- You're not a professional.
- Yes, my professionalism can be improved.
- You have little experience in this area.
- Yes, there are people who work in this area more than me.
- You're not sure of yourself.
- Yes, I do not feel confident in all situations.
We suggest that you start any answer with the word "yes". Then, in a conflict situation, you can maintain a more benevolent background of interaction.
You can find something to agree with even in the most ridiculous claims and insults. In these cases, we agree not with the statement itself, but with the fact that such an opinion exists in the world. This is a kind of indirect consent.
- All women are fools.
- Yes, there are people who think so.
- You are a complete mediocrity.
- Yes, you might get that impression.
What is the nuance of this technique? It is important to find something that you can sincerely agree with.
For example, the phrase "Well, you are an idiot" can be answered: "Yes, I am an idiot", "Yes, sometimes I do idiotic things" or "Yes, you might have got that impression." Among these statements, not a single one is true. If I've just done a terrible stupid thing, I can agree that I'm an idiot. If, on the contrary, I am sincerely proud of what I have done and do not want to agree even partially, then I can say: "Yes, you have the right to think so." In all other cases, it is more appropriate to use some kind of partial consent.
And the last aspect of the technique. In some sales books, you can find the trick "Yes, but ...". Like, first agree with the buyer, and then show him your counterargument.

Discontent arises in response to all "rough" assumptions, not just emotions. Therefore, any direct questions related to some deep processes in a person, with his values \u200b\u200band worldview, may require depreciation. This is especially important when explaining the true goals or motives, for example, in a situation of manipulation.
Most often in the literature, communication technologies, be they sales techniques, coaching questions or behavioral interviews, are described at the level of logic. Use the following speech formulation, it has been verified by the authors and is the most correct one. You read it - it looks like the truth. If you apply it in life, something is wrong. Because there is not enough depreciation.
Any technique \u003d essence (core of technique) + "depreciation"
Moreover, the essence is the logical level of technology application, and depreciation is emotional. It is enough to realize the essence once, and depreciation ("fluff") should be selected in each specific case, depending on a number of factors: gender and age of interlocutors, relationships, status, subordination, cultural characteristics and much more. Cushioning allows you to add authenticity to the technique, and a phrase constructed in this way looks more natural. The use of amortization allows you to avoid tension, "technicality" when using any method, which often raise the question: "Did you teach this at the training?"
So, let's add fluff. We soften. We prepare the interlocutor for difficult questions. It might look like this:
- We precede the question with a message that we will now ask a question:
“You know, I'm going to ask you a question now…”, “If I ask you this ...”, “When I listened to you tell you about this, I had such a question…”.

Do emotions help a person? Perhaps only because of them a person makes stupid mistakes, which he later regrets. But at the same time, only the ability to feel makes it possible to empathize with others, understand them and look for ways to solve problems that suit both parties. Emotional intelligence is now talked about quite often, but not so much that this topic was well disclosed and understood by everyone. In addition, most often you can read about it in books by foreign authors who do not take into account the peculiarities of the Russian mentality. In the book Emotional Intelligence. Russian Practice ”by Sergei Shabanov and Alena Alyoshina, these features are taken into account.

Through this book, you can learn about the role our emotions have on our lives, our actions, and even our way of thinking. What are our true goals when we behave in one way or another? When do emotions help and when do they complicate things? This book will be useful to all leaders, managers, and any person. It tells how to behave with subordinates and colleagues, with clients, partners, how to conduct negotiations, achieving their goals. It tells you how to recognize your emotions and learn how to manage them, as well as how to learn to understand the emotions of other people and also control them, and without using manipulation.

The book is well-structured, easy to read, the authors give examples, give answers to questions that usually arise among students of their trainings. The advantage of the book is its practicality. Here the questions are given, there is a place where to write the answers, and the reader will be able to independently analyze their emotions and understand how to proceed further.

On our website you can download the book "Emotional Intelligence. Russian Practice" Sergei Shabanov, Aleshina Alyona free of charge and without registration in fb2, rtf, epub, pdf, txt format, read the book online or buy a book in the online store.

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This book is well complemented by:

Emotional intellect. Why it can matter more than IQ

Daniel Goleman

Emotional intelligence in business

Daniel Goleman

Introduction

Intuitive intelligence is a sacred gift, and rational thinking is a devoted servant.

We have created a society that honors servants but has forgotten about gifts.

Albert Einstein

... Russian people are emotional, unlike many other nationalities, more soulful and less mechanistic than Americans or Swedes. Therefore, they need more emotion in management.

Are you familiar with the phrases: “Let's not be too happy about this”, “The main thing for us now is to think it over carefully”, “You are too emotional about this”, “We should not be guided by emotions, we cannot let them get the better of common sense "? Probably yes. Emotions get in the way of work, we know. Emotions interfere with thinking and acting appropriately. Emotions are very difficult (if not impossible) to manage. A strong person is one whose face will not flinch at any news. Business is a serious business, and there is no place for worries and other "weaknesses" in it. People who, at the cost of colossal efforts, were able to achieve the fact that they are always in control and do not show any emotions, consider this to be their advantage and a huge achievement.

"Emotional Intelligence" (EQ) is a well-known concept in the West, and is currently gaining popularity in Russia. And yet it has already managed to acquire a fairly large number of myths.

In this book, we want to offer the reader our own approach to emotions and emotional competence, based on our own experience and practice of developing EQ in Russia. In our experience, emotional competence skills do develop and help people have more enjoyment of life and better manage themselves and better manage other people's behavior.

There is an opinion that "emotional intelligence" is a Western technique that is not applicable in Russian conditions. In our opinion, the ideas of emotional intelligence are even more suitable for Russia than for the West. We are more connected with our inner world (it is not for nothing that they like to talk about the "mysterious Russian soul"), we are less inclined to individualism, and our value system includes many ideas that are consonant with the ideas of emotional intelligence.

Since 2003, we have been developing emotional intelligence in Russia within the framework of training and consulting projects of the EQuator company, and in this book we offer you methods, examples and ideas that appeared in the course of joint work with Russian leaders and managers (although sometimes we will also refer to the works of our respected foreign colleagues). Therefore, we can declare with full responsibility that the techniques and methods described in this book have been tested and work in Russian conditions.

How to read a book?

You can read the book in the format "Lecture book", that is, in the process of reading it is easy to familiarize yourself with the proposed information. We hope you find many interesting facts and ideas related to emotions and emotional competence.

The authors of this book are the trainers. It is not surprising that we consider the training form of education to be the most effective. In this book, we write about what we talk about at the trainings. In some cases, we give specific examples that do at trainings. We could not write here only that you you will do at the training what experience you get and how you you will analyze it (and this is one of the main elements of the training). To get as close as possible to the real learning format, we offer various assignments for independent work. If you take the time and energy to put into practice the methods and technologies we offer, as well as to analyze the experience gained, we will succeed "Book-training".

You might want to argue with some of the ideas and statements presented here - the topic of emotional intelligence is a lot of controversy. We have included in this book the typical objections we face in our daily work. (For this we have a “skeptical training participant”.) If you have any doubts or objections that we have not taken into account, we are open to discussing these ideas at the following addresses: Sergey - [email protected] , Alyona - [email protected] , as well as in our group on the social network "VKontakte" www.vk.com/eqspb.

How is the book structured?

IN first chapter We will look at different approaches to how appropriate and necessary emotions are at work, and explore in detail what is meant by emotional intelligence and emotional competence and what constitutes a high EQ person.

Chapter two is one of the most difficult. It is dedicated to the awareness of emotions and the difficulties that arise in doing so. We will also look at the basic concepts of "positive" and "negative" emotions and the roles they play in our life (personal and work).

Chapter Three associated with awareness of the emotions of other people and various ways of a deeper understanding of the inner world of another person.

Chapter four is devoted to various ways and techniques of managing one's emotions: those that help to cope with momentary emotions right during the situation (the so-called online methods), and those that contribute to building a long-term strategy of emotional self-management.

Finally, in fifth chapter we'll look at how you can “honestly” manage the emotions of others. This chapter has a lot to do with team management and leadership, motivation and the ability to lead people. We will also touch on how you can implement "emotional management" in your company, that is complex system management, built on the competent use of emotions in work.

Chapter one
Nothing personal, just business?

Emotions? I beg you, what emotions? My employees leave all their emotions at the checkpoint, and at work they work for me!

From a conversation with the CEO of one of the companies

The only way to create profit is to attract emotional, not rational employees and customers, it is by appealing to their feelings and fantasies.

Kjell Nordstrom, Jonas Ridderstrale,

Are emotions necessary in business?

Definition of Emotional Intelligence

Emotional intelligence in practice - emotional competence

Emotional competence myths

How do you measure emotional competence?

Can emotional competence be developed?

Are emotions necessary in business?

Two different epigraphs illustrate two opposing approaches to emotions in business: many leaders and businessmen believe that emotions have no place in business, and when they do appear, they will certainly harm. There is another point of view: it is necessary to fill the company with emotions, and only then can it become great and invincible.

Who is right? Does business need emotions, and even if so, in what form? Does the concept of emotional intelligence mean that the leader must now start showing all his emotions? And become as slightly insane as the authors of Funky Business?

We constantly come across these and similar questions at conferences, forums, program presentations and during the trainings themselves. Although "emotional intelligence" is a fairly new concept, it has already gained great popularity and has managed to acquire a significant number of myths.

As in many other cases, the truth lies somewhere in the middle between the two approaches set out in the epigraphs. As we will see, emotional intelligence and emotionality, the manifestation of our emotions, are not at all the same thing. Emotional intelligence helps us use our emotionality wisely. It is impossible to completely exclude emotions from company life and people management. In the same way, it is impossible to exclude the "dry" calculation. As Peter Senge put it in his book The Fifth Discipline, “people who have achieved a lot on the path of improvement ... not can choose between intuition and rationality, or between head and heart, just as we cannot decide to walk on one leg or see with one eye. "

There are several reasons why emotional management ideas have been gaining more and more popularity over the past few decades. To understand current trends, consider briefly the history of emotion management in organizations.

In medieval Europe, despite the different norms and conventions that already existed, emotions dominated "business." Any agreement or deal could be destroyed under the influence of momentary impulses. Deception and murder lay in wait everywhere. Communication, including business, was accompanied by various insults, and often a fight. Moreover, such behavior was considered quite normal.

Over time, the degree of interdependence in entrepreneurship began to increase, and long-term and mutually beneficial relationships became necessary for the success of the business, which can very easily be spoiled by swinging fists inappropriately. And the business communities of those times forced people to gradually learn to restrain their emotions. For example, we have come across a mention that in the charter of one of the guilds of bakers in the XIV century one could find the following clause: "Anyone who begins to use swear words and pour beer on a neighbor will be immediately expelled from the Guild."

Subsequently, with the advent of manufactories, it became necessary to even more tightly control the expression of emotions by employees at work. Unrestrained aggression could lead to fights and stormy explanations among the workers, which greatly impeded manufacturing process... Factory management was forced to impose severe disciplinary measures and pay special attention to monitoring their implementation. Perhaps it was then that a strong belief began to emerge that "emotions have no place at work." Moreover, already at that time, entrepreneurs began to look for a model of the ideal organization. The first such model was Taylor's theory (in fact, the first theory of management): his ideal was an enterprise that functions as a machine, where each employee is a cog in the system. Naturally, there is no room for emotions in such a system.

Subsequently, communications in hierarchical organizations became more organized and structured, which made it possible to work more harmoniously and achieve better results. In the twentieth century, the expression of emotions at work became almost unacceptable: the principle of "emotions interfere with work" finally won out. A good employee leaves his emotions behind the doorstep of the organization, within which he is restrained and calm. Now it has become normal hide your emotions and "save face", despite any inner feelings. The long and difficult path of gradually driving emotions out of business communication was almost complete. It seemed, finally, you can breathe a sigh of relief ... However, let's recall the trends in the corporate world over the past few years:

The speed of change in the world is constantly increasing.

Instead of competition for goods, competition for service takes the first place, and the concept of "relations economics" appears.

The organizational structure is changing: companies are becoming more flexible, less hierarchical, more decentralized. In this regard, the number of horizontal communications is increasing.

The idea of \u200b\u200ban ideal employee has changed: instead of a "screw" in the system, it is now "an initiative person, capable of making decisions and taking responsibility for them."

The values \u200b\u200bof owners and managers are beginning to change: they attach more and more importance to self-realization, the company's fulfillment of its mission and want to have enough free time to communicate with family and hobbies.

Among the values \u200b\u200bof society and many companies, the social responsibility of business and care for personnel are becoming really significant.

Competition for the best employees has grown and continues to grow among companies; the concept of "war for talent" has emerged.

For many talented employees, the importance of material motivation decreases. The need to get pleasure from all or most aspects of the work began to dominate the scale of motivating values. In this regard, the corporate culture of the company, intangible motivation, management style of the manager, the possibility of freedom of action and obtaining positive emotions at work are becoming essential competitive advantages of the company as an employer. And at many world HR conferences they seriously discuss how to make an employee happy, because numerous studies have proven that "happy people work better."

In the HR environment in last years the term "involvement" is gaining enormous popularity, that is, such a rational and emotional the state of the employee, in which he wants to use his abilities and resources to the maximum to achieve the goals of the organization.

The crisis of 2008-2010 forced both employers and employees to seriously reconsider their attitude to the emotional factors of motivation. “Companies started counting money. And if earlier it was possible to purchase the right employeesby simply paying more than the market, now even those companies that are considered leaders cannot always afford to offer wages significantly higher than in similar positions in other companies. In addition, against the backdrop of the crisis, people themselves have a little “shaken” their value system, and there is no longer an orientation towards money, towards “making money faster, faster, faster” and buying, for example, an apartment. People found themselves in a situation when they needed to work more, and there were fewer opportunities for earnings and vacancies. Basic values \u200b\u200bbegan to come to the fore: family, home, pleasure from life, pleasure from work "(Yulia Sakharova, Director of HeadHunter St. Petersburg, from a speech at the First Russian Conference on Emotional Intelligence in 2011).

If you carefully delve into all these trends, it becomes clear that they all affect the emotional sphere of life, so a successful company and a successful leader simply need to learn how to use emotions to achieve corporate goals and teach the same to their employees. Here one can draw a parallel with sports and recall the statement of the coach of the Russian national football team in 2006–2010 Guus Hiddink in one of his interviews: “To play with one of the best teams in Europe, you have to be very intellectual. The slightest mistake will be punished. But it is also pointless to play without emotions, because it will harm the performance as a whole. If you manage to combine passion and lack of mistakes, you will get a great match. " Likewise, if you combine emotion and intelligence in running a company, you can achieve great results!

Now let's see how the situation with the attitude towards emotions in russian companies... Many leaders are already beginning to pay serious attention to the emotional factor in the management of the company and employees:

I consider one of the good examples of the practical application of EQ to work to retain promising employees. These employees are rarely motivated only by compensation or short-term incentives - it is vital for them that their goals, aspirations and attitudes towards work are understood and accepted at a deeper level. This information rarely reaches the manager in a clearly described "memorandum", but rather goes through emotions, reactions, subtle signals in communication. In this interaction, high EQ is indispensable, it shows the needs of the employee like a radar and allows him to be correctly positioned in the organization, which is beneficial to both parties.

Sergey Shevchenko,
development Director of LLC "Biaxplen",
subsidiary company SIBUR LLC

Emotional intelligence is nothing more than sensitivity; in everyday life we \u200b\u200bcall it that. Sensitivity, tact, the ability to hear the interlocutor, recognize, understand [his emotional state] and, as a result, give a logical answer, not dictated by irritation - all this is the application of the scientific practice called EQ.

It is necessary to develop emotional intelligence, as a balanced, calm employee:

- protects your health;

- protects the health of colleagues;

- is better able to negotiate;

- increases labor productivity;

- all this contributes to the success of the business.

Ivan Kalenichenko,
general Director of CJSC Futures Telecom

But, unfortunately, not all managers share this opinion. According to a HeadHunter survey, 23% of Russian managers still believe that emotions have no place at work.

When we were preparing the First Russian Conference on Emotional Intelligence in 2011, on the eve of the event, a call rang in our office. The man at the other end, clearly experiencing a wide range of emotions, proudly informed us that we were charlatans. When asked what exactly led him to such conclusions, he said: “Everyone knows that emotions at work are unprofessional. And here you are trying to convince people that this is not so. "

To the question: "How does your boss affect the emotional climate in the team?" - only 8% of subordinates answer that the leader "always influences positively, infects with drive, energy." 22% of employees talk about a negative or “rather negative” influence of their boss, which is almost a quarter of those surveyed! Finally, less than 3% of respondents characterize their leader as “wonderful” (in the answers there are also such epithets as “windbag”, “critic and know-it-all”, “on the verge of paranoia”, “energy vampire” ... etc.). The latter figure makes one think that almost all leaders have room to improve in the field of emotional management of their employees and the company, and this does not mean a return to the chaos and chaos of the Middle Ages. Emotional management, that is, management that takes into account emotions in the work of an organization, is a complex and complex process that requires serious planning and rather profound changes in the company, and possibly the formation of a new corporate culture.

It is important to understand that such a process requires changes in the leader himself: changes in some stereotypes, the development of new skills and abilities. And you need to be ready for this. As one of the participants in our presentations noted, “I understand that if I go to study with you, I will seriously change. I need to think if I'm ready for this now. " Ask yourself, are you ready to change? And… try to think now: what emotions does the need for change evoke in a person? We'll come back to this issue in the chapter on awareness of your emotions.

Business example: "The influence of the emotional intelligence of a leader on the consequences of a corporate crisis"

To look at how the emotional intelligence of a leader can influence a company's operations, consider two of the most famous corporate crises in US history at the end of the 20th century.

Johnson & Johnson (first story)

In the fall of 1982, seven Chicagoans died from poisoning with potassium cyanide found in the popular Johnson & Johnson's Tylenol. To appreciate the magnitude of this event, you should know that at that time this drug was the most popular analgesic in America, dominated the market and provided 20% of the company's total revenue. We think it will not be an exaggeration to say that Tylenol could be found in the medicine cabinet of almost every American family.

The night after the tragedy, Tylenol collapsed from its position as the national leader in the analgesic market. Information about the accidents instantly spread throughout the country, causing panic among the population, doctors, pharmacists. The FDA has advised the public to stop using Tylenol pending investigation. All over the country, packages with already purchased drugs were thrown away. The telephones of the central hospitals were cut off by residents, frightened by what had happened and did not know where to turn. People who took the medicine in the last 24 hours before the tragedy were urgently hospitalized throughout the country. The US authorities recorded several hundred cases of suspected Tylenol poisoning, most of which, as it turned out, were caused by a hysterical reaction to the incident.

The word "Tylenol" has become synonymous with the word "danger" in a matter of hours. Tylenol's market share as a pain reliever fell to 4.5% (down 87%). Many experts predicted that Tylenol would never make a comeback, and analysts predicted the long-term impact of negative events on the firm’s sales in general.

Exxon (second story)

In the spring of 1989, an Exxon tanker capsized in one of the ports of Alaska and the oil slick covered an area of \u200b\u200b3500 km 2. 37,000 tons of oil flowed out into the sea. As a result of this accident, about 2000 km of the coastline were covered with oil. An estimated 500,000 birds and 6,000 marine animals have died, more than at any other time in the history of oil spills. Rescue work the accident site lasted four seasons in a row, involving up to 11,000 people.

Both disasters dealt an instant blow to the reputations of companies and their position in the market. However, the consequences of these crises were quite the opposite.

Exxon credit card holders cut over 40,000 Exxon credit cards and mailed them back to the company's headquarters. The company lost its chief executive, as well as its director of media relations, lost trust with clients and was forced to deny rumors of impending bankruptcy. The day of the accident, March 24, is still held in the United States under the sign of the memory of the tragic event.

Tylenol, on the other hand, already at the beginning of 1983, that is, 5 months after the tragedy, regained 70% of the market that it occupied before the crisis. Johnson & Johnson is now a recognized leader in product safety and one of the world's most respected corporations, prompting competitors to follow suit.

The reaction of both companies was included in the textbooks on anti-crisis management and PR under the headings: "How to act in a crisis situation" and "How to never act".

The actions of companies as a whole are often described in textbooks on management, but at the same time, much less attention is paid to the actions of the leaders of these companies during the current crisis. At the same time, in our opinion, it is the differences in these actions that testify to the influence of the manager's emotional intelligence on the business.

Let's imagine for a moment how both company presidents felt when they were in the middle of a national tragedy. Those who were “at the gunpoint” of the media, naturally disposed not at all friendly? Forced to answer for their company in the face of the whole country?

Have you imagined? .. Now let's see what each of them did in this situation.

There is hardly any need to clarify which actions have done the most good for the company and which of these leaders is now the model for how to act in the given circumstances.

Why did the heads of large corporations behave in such a different way in crisis situations? Perhaps Lawrence Rawl simply did not know how to behave in such cases? Hardly. Note that the situation with Exxon occurred 7 years later than the "Tylenol" crisis that thundered throughout the country, and Lawrence Rowle could not help but know how his colleague behaved in a similar situation. Moreover, if the decision with the recall of all Tylenol may look different from the point of view of logic, then the need in a crisis situation to appear in the place of the tragedy, to take personal responsibility and to show sympathy for the victims seems quite obvious. Many experts in the field of crisis management agree that if Lawrence Role had personally participated in cleaning the coast from oil, then the situation could have a much less public response.

One possible answer to the question of why leaders behaved so differently may be that the actions of these people could be influenced by different levels of their emotional intelligence.

One can only guess how corporate executives feel when they learn about the disaster in connection with their company. Most likely, intense fear, confusion, perhaps even despair.

Maybe James Burke, president of Johnson & Johnson, was fearless? Johnson & Johnson recalls that throughout the Tylenol situation within the company, James Burke exuded confidence that it would work out well. He made decisions about the company's actions in a crisis situation, guided not only by ethical values, but also by understanding the emotions of people in panic. And he was able to find the courage to "put himself at the mercy of the media." However, one can hardly really feel no fear and remain calm when the whole country is in panic. because of your company... Most likely, he was able to realize his emotions and somehow cope with them. And when he did this, he was able to understand the emotions of people gripped by the strongest fear. This is what allowed him to save the most profitable product of the company and do what, from the point of view of logic, seemed impossible to everyone - after all, all analysts agreed that Johnson & Johnson would never again be able to produce a drug called Tylenol.

What happened to Lawrence Rawl? What made him say he had "more important things to do" than a trip to the site of an environmental disaster? Hardly a leader large corporation could be so stupid, so as not to assume the consequences of such statements in the media. Most likely, he was pushed to this by an unconscious fear: the fear of talking to aggressive journalists and local residents; fear of seeing the consequences of an oil spill firsthand; fear that he will not be able to act effectively in this situation. Lawrence Rawl did exactly what fear prompts: he fled.

Frederick Winslow Taylor (or Taylor; 1856-1915) - American engineer, founder scientific organization labor and management. Approx. ed.

Shabanov sergey emotional intelligence. Book review: Sergei Shabanov, Alena Aleshina "Emotional Intelligence Russian Practice"

About the book “Emotional Intelligence. Russian practice "Sergey Shabanov, Alena Aleshina

Quotes from the book “Emotional Intelligence. Russian practice "Sergey Shabanov, Alena Aleshina

This book is well complemented by: