Managing emotions through the NOTICE technique.

In an effort to continually create practical tools to enhance emotional intelligence, I’ve created my own acronym for the daily work of managing emotions. I’d be happy to talk with you further about this memory aid. My participants have valued this tool since I started presenting it in my workshops.

Managing emotions through the NOTICE technique.

-Name. What emotion is this?

-Origin. When did I start feeling this emotion?

-Trigger. What was the trigger that started this emotion in me?

(These first three are “tracking back” steps that are detective work, taking us back in time.)

-I. Does this emotion give me information about myself and my habitual patterns or about the outer environment?

-Check. Is there another explanation other than the one I’m assuming? Can I check my assumptions about this event?

-Essential. Is this important enough to discuss with the other party now? Do I need to discuss this at all?

© lewis-barr 2010

An Impact Map Helps Clarify Training Goals.

The map is designed to help clarify the goals of EI training, including the specific skills targeted and uses of these skills on the job. It is a tool that can be used in several ways:
· to keep my own training designs focused
· to help anyone explain/understand the value of this training
· to help managers both explain the value to their staff (pre-training) and also monitor/support the growth of these skills over time (post training).

I'd be happy to send you a copy of this map or create a customized one for your training needs.

© 2010 Laura Lewis-Barr all rights reserved

Let me Talk so I can Learn....

Long, long ago, when I lived in San Diego, I worked part time teaching English to foreign tourists. The school hired many theatre artists-thinking we were more dramatic and likely to keep our adult students enthralled while learning nouns, verbs, and adverbs. Still, when I was hired, I was told to talk only one third of the class time. I was to encourage my reticent students to not passively listen to me but practice their English through their own conversation.

I've found that talking one third and listening two thirds is a great formula for any kind of teaching. When facilitating meetings, I expect to talk even less.

But often, when I’m hired as a subject matter expert, I’m expected to share lots of content. I do love to share high-quality information. (A recent participant called my EI presentation full of "good brain food" --thank you, Paula.) When I’m the SME, how can I speak less and listen more?

A good question. One that causes me to reflect on the power of questions.

A thoughtful question allows participants to grapple with and more deeply understand any content.

I’ve been thinking a lot about questions lately. Here are a few that come to mind this morning. Perhaps they might be useful during your next team meeting?

--What current projects feel most satisfying? Do you know why?

--What projects or processes are working well?

--If we had more time, what are some projects or processes you'd like to change or implement?

--Where would you like this team to be in a year? In 5 years?© 2010 Laura Lewis-Barr all rights reserved

Empathy--A cure for the common cold?

Scientists continue to find great power in our emotional reactions. Here's a new fact re: empathy from Jennifer Ackerman’s book Ah-Choo! The Uncommon Life of Your Common Cold.

Empathy is a powerful treatment: one study found that if cold sufferers feel that their doctor is truly empathetic—friendly, reassuring, making them feel at ease—their cold is reduced by a full day, compared to those who didn’t get such TLC at the doctor’s office.

Embracing the Creative Process--at Work, In Life

“If you already knew it, it would not be creation but
dictation.”
Gertrude Stein

Gallup Research Confirms the Importance of Employee Engagement and how to Achieve it.

To identify the elements of worker engagement, research firm Gallup conducted many thousands of interviews in all kinds of organizations, at all levels, in most industries, and in many countries.

These 12 statements -- The Gallup Q12 -- emerged from Gallup's pioneering research as those that best predict employee and workgroup performance.The 12 elements of great managing are:

1. I know what is expected of me.

2. I have the materials and equipment to do a job right.

3. I have the opportunity to do what I do best every day.

4. In the last week I have received recognition or praise.

5. Someone at work seems to care about me.

6. Someone at work encourages my development.

7. My opinions seem to count.

8. I am connected with the mission of my organization.

9. My co-workers are committed to doing quality work.

10. I have a best friend at work.

11. In the last six months, someone has talked to me about my progress.

12. In the last year, I have had opportunities at work to learn and grow.

Read full article here.

Are we Leveraging our Time Well?

“If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask. For once I know the proper question, I could solve the problem in less than five minutes.”

—Albert Einstein

Some examples of September offerings

Do you need a speaker for an upcoming event? My presentations on Emotional Intelligence won't change your workplace overnight, but they may be a first step in starting a dialogue. Do we recognize the intelligence of our emotions? Do we know how to manage them intelligently?

Here's a sample of my September offerings. How might I serve your team?

"Emotions at Work: Learning from our feelings while managing their power." September 16, Library Administrators Conference of Northern Illinois.

“Emotional Intelligence—Managing Thoughts, Feelings, and Behaviors.”
GWHRA SHRM Chapter, Wednesday, September 22, 2010, Joliet Junior College

Here's an open enrollment class outside of Chicago--
Understanding Emotional Intelligence in the Workplace
September 29, 6:30-9:30 APC 158, Waubonsee Community College, $99