The EQ Factor: Building a Resilient Team

Sarah  0:33

Today’s webinar is sponsored by the HRDQ, what’s my communication style online assessment and training course, communication skills are critical if your organization is going to perform at its best, dramatically improve communication skills of your employees through a better understanding of personal style and the effect on others. But what’s my communication style assessment is just 20 minutes to an aha moment moment, learners engaged in a proven process that identifies their dominant communication style and the communication behaviors that distinguish it then teaches them how to flex their style with colleagues for optimal communication. Learn more at HR DQ store.com/w MCs or you get to take a free test drive of the online assessment and Today’s presenter is Alana Ramey Alana is an educator, collaborator and facilitator with a passion for effecting productive change in people and organizations. Her background in the public and social sectors provides her unique vantage point to the core of organizational effectiveness, the complex art of working with people with an approach emphasizing 360 degree collaboration, innovative problem solving, and engaging planning, implementation and fifth facilitation skills. She thrives on delivering outcomes to meet the emerging and changing needs of individuals, teams and organizations of all sizes. Her career exemplifies the desire to partner at every level across a range of differences to maximize sustainable growth and accomplish a unified goal. Thank you for joining us today, Alana.

Alana Ramey  2:10

Thank you so much, Sarah, I’m so excited to be here with all of you. And I thank you for spending some time out of your afternoon, depending on where you are, I think, to talk about one of my favorite subjects, which is emotional intelligence or EQ factor, as I’ve called it. For this presentation. As Sarah stated, I have a background working directly with people over a decade of working with people across development to help them to see through their goals to plan become more effective people personally, and to have more engaging, fulfilling careers. And I have also incorporated program development, organizational development, change management, things of that nature, and to my career. So part and parcel to what I do every day is recognizing my own EQ factor my own emotional intelligence, and recognizing where someone else may be in their journey, and developing that, and then harnessing those skills to help them to see through that overall goal that they’re hoping to accomplish. So that’s exactly what I want to talk to you guys about. As Sara said, if you have any questions, if you have any chat, comments, suggestions, anything like that, please put them in the chat. I love engaging, productive conversation, it’s much more fun for me, instead of just talking at you, we do have a lot of content to go over. And just because I didn’t want to assume anybody’s background with knowing more about EQ or less about EQ, we will be touching on some kind of foundational aspects, beginning with looking at to the science of emotion of the emotional quotient, emotional intelligence, as well as tying in that into resilience, and seeing how it’s so closely connected and so closely tied together. And then what we can do to form and develop our own emotional intelligence, and our own resilience, which we need to do as individuals first before we can start to do that for our team. So as you can see, we have some of our learning objectives up on the screen. So I’m hoping that we can cover a lot of this today. Sarah state that you do have handouts that will be available to you to help to helpfully help you to implement these things, some of the conversation that we have today into your own operations. So without further ado, let’s get into the emotional quotient understanding EQ. So what exactly is EQ? So as you can see on the slide,

it is the subset of social intelligence that involves the ability to monitor one’s own and others feelings and emotions. And so buidling EQ has just as much to do with us as it has to do with other people. In order for us to be aware of other people’s emotions, and not just to be aware of them, but to effectively respond to them. We need to be aware of how we are either reacting or responding to stressful situations in our own emotions. And so they really kind of counteract each other. If we can’t handle our own responses to emotional or stressful situations, then that kind of sets us up for failure when it comes to interacting and engaging and managing those things and others. So EQ, and I’ll kind of flip between the, the terms here EQ, the emotional quotient is also known as, as emotional intelligence. It’s a poll, this quote is on screen is taken from a seminal article that was published in 1990. by psychologists Peter Salovey, excuse me, I always say that wrong. And John Mayer, and they kind of really started the conversation within the scholarly field about emotional intelligence. So it’s something that has been long in the realm of at least academia. And a few years later started to get into the public space a little bit more. It’s something that we’ve been talking about for a long time. And we’ve been noticing, and we’ve been seeing, and I think, in the past couple of years, especially with the onset of the of the pandemic, and a lot of the consequences and, and changes that we’ve had to navigate with the pandemic, we’ve started to see an increase in the necessity to have more emotional intelligence in just about every facet of our lives. A couple of other points that I want to make is that emotional intelligence is teachable. And it is learnable. And so that means that if you have someone that is able to coach and teach emotional intelligence, and you also have someone that is able and willing to learn it, then we can facilitate that it’s not a zero sum game where you are just born the way you are. And that’s that these are things these are skills that we have to learn and adjust to, and adapt as we develop in our own personal end, as we’ll talk about in our professional lives. So kind of starting at the some of the more foundational aspects of EQ, we’re going to visit our good friend, Maslow’s hierarchy of needs. So if you’ve taken any type of psycho, excuse me psychology class, you’ve probably encountered Maslow’s hierarchy of needs. And it’s not a perfect thing. The basic premise is that as you can see on the slide, there are these areas that we need in order for us to feel a sense of wellness. And so at the bottom of the triangle are our most basic needs, that’s food, that’s water, our physiological and biological needs. And then as you climb up, we start to get into other safety needs, or the relationship needs. And then things that we want to do kind of moving more so outside of meat into what we desire to do to feel well and be happy. So the premise is that if we don’t feel secure in some of these more basic needs, at the bottom of the hierarchy, then it’s going to be more difficult for us to work ourselves up and elevate ourselves to those top areas. Again, it’s not a perfect

what am I trying to say and not a perfect example, because a lot of our needs and desires and a lot of our experiences aren’t as linear as Maslow’s Hierarchy of Needs portrays it to be. So it’s kind of easier for me. And when I talk to others about Maslow’s hierarchy of needs, especially in the context of assessing their own emotional intelligence and their own stress triggers and abilities to manage that stress, it’s a little bit more helpful for me to think about life in this hierarchy of needs in terms of a spectrum. And so sometimes we need shift, sometimes things are good, and you’re golden on your most basic knees or your relationships for a long time, and then a crisis situation happens. And that kind of threatens the whole foundation of everything that you’ve worked on, which obviously brings about a lot of stress for people. And so once again, if we feel like there’s a lack of stability, or if we feel any sense of insecurity or threat in these areas, then that that triggers a stress reaction to us, or for us within us. And so therefore, it’s our ability to anticipate that stress to recognize it, and to manage it that helps us to, in the end, build more emotional intelligence. So that’s why I wanted to start with Maslow’s hierarchy of needs. So when we talk about stress, there are different types of stress, right? Not all stress is negative. Not all stress is incredibly harmful to us. Some stress is actually helpful. And so what we want to do is to be aware of how that stress what that what type of stress we might be feeling. In response to these triggers that happen in our day to day lives are some more in more intense situations and more crisis situations. Recognizing what type of stress that is, and then recognizing way Is that in identifying ways that we can manage that. So in terms of the type of stress, we have positive stress. So those are brief map increases in your stress hormones. Again, this it’s called positive stress, sometimes it helps us to feel a little bit excited about what’s going on. Sometimes there’s a sense of exhilaration that comes with that, you also have tolerable stress. So this is your more serious stress. But it is temporary. And so this, these are things that you know, that you can endure, it’s going to be for the short term. So there’s less of these long term effects associated with tolerable stress. And then you slip into your toxic stress something so this is prolonged stress. And this is what you experience when you don’t have the coping mechanisms or the emotional intelligence to recognize, acknowledge and effectively manage your stress. And so when we are faced with an onslaught of stress over a brief period of time, then we have some of these chronic stress outcomes that we experienced on a personal level. So I have those on the slide for you. It associated with increased purse, or excuse me, increased physical health, diseases and disorders, increased risk of mental health concerns and diagnoses. And it causes a strain on your relationships too. And one thing that we’ll talk about is that one of the core ingredients, one of the key ingredients in terms of building emotional intelligence, and especially as a specialist gives me a special, especially resiliency, oh, where’s our struggle, sometimes, one of the key ingredients for that is the support of other relationships that you have. And so if you are having a hard time managing stress, or if someone you know, maybe it’s a colleague of yours is having a hard time managing stress, then that can really help to, to undermine and over the time, deteriorates some of those relationships that might be critical for us to develop resiliency in them. So that was the things that we need to be aware of, in terms of how stress is affecting us on a personal level. Obviously, we are talking about resiliency and teams in the workplace. So we also need to be aware of what that chronic stress looks like in terms of our professional lives. And so chronic stress, unmanaged stress has real implications for our professional lives, professional lives and our professional environments. So it leads to decreased productivity disengaged workers, it lowers morale, it increases turnover, you have more accidents and incidents, lower quality of work.

And then it threatens the valuable relationships that you do have in work. And so especially if you have someone that is having a hard time managing stress, both personally and professionally, and they are having these social bonds that are again, very part and parcel to building resiliency kind of diminished in the personal and professional area arenas, then we’re going to have a harder time getting that person to where they want to be. So that’s just an overview of how we start to have stress triggered within us. What that was triggered, what that trigger stress can look like. And so obviously, we want to know, how do we manage that stress, right? How do we manage the stress associated with feeling insecure, or instability in those areas that we saw Maslow’s hierarchy of needs? And how can we therefore start to develop emotional intelligence within ourselves? Again, I’ve said it before, I’ll probably repeat this. But if we are having a hard time with our own emotional intelligence and developing that, and it’s not, it’s not static, it’s not something that it’s just set in stone. But if we’re not staying on top of being aware of our own emotional quotient, that it’s going to be a lot harder for us to tap into that and help develop that and other people and therefore help develop that resiliency in them and across the team. Right? So how do we recognize, acknowledge and manage the stress and corresponding emotions to that stress and tap into our ability to develop EQ, that is through self regulation. And so this is something that we talk a lot about in terms of human development. And it’s essentially self regulation is our ability to, to define identify our own emotions, our own stress triggers and to manage the stress effectively, right. And so we talked a lot about what that stress looks like and how that can be triggered your ability to self regulate as how you manage that stress. self regulation influence says our ability to connect to Bill poor to set boundaries to think creatively, as gives me think creatively, to come up with solutions that solutions that are viable and realistic. In changing settings, self regulation is our ability to anticipate change and to plan for that change. And so in this visual, you can see the different areas that self regulation helps us to that it impacts and helps us to monitor and develop within ourselves.

So one of the big topics that has been going on in recent years being discussed quite a bit is self care. And I wanted to just take some time to, to say that self care is only one aspect of self regulation. I think a lot of times people think of self care in terms of something being the luxury. It’s something that you, you know, do on the weekends when you have time. And that is something that I think everybody should have, you should have that aspect of self care where it is a treat for yourself. And it’s something to look forward to. But self care and self regulation really comes down to your ability to self regulate, and to practice coping skills in the moment. So the key word there is practice, you want to build a practice around self regulation, stress management, and incorporate aspects of self care within that. So it needs to be a routine, something that is as standard to you as your workouts, which is a form of self care and stress management. As it has regularly as you wake up and start your day by reviewing your to do list or checking your emails. That is how regular and that is how standard your self care, self care stress management practices should be, it should be something that comes natural to you that you dedicate time out to do. And then ultimately, you will start to get into a tea into some of the things that are natural to you. And your responses better understand your stress responses. And so we’ll talk a little bit about responding versus reacting. But when you do have something that triggers your stress, you will have these coping mechanisms that you will be able to implement within an appropriate time so that you can manage that stress in the moment, these are things that will be accessible to you that are effective for you. And that will help you to better respond to whatever that stressful situation is. So again, it needs to be something that you practice routinely. It needs to be something that is accessible, realistic and effective for you. And it’s a necessity. So you have those things that are more so luxury, like going to a spa day getting a facial, but then you have those things like deep breathing, or taking five minutes to walk around and clear your mind that you need to implement as quickly and in the most appropriate time following a stressful situation. So that you can manage that stress and be able to continue to respond to things effectively. And that, again, is the process of self regulation. So I’ve mentioned it a couple of times, responding versus reacting. And so I want to touch on this a little bit, because this is how you can tell kind of at a quick and dirty way a quick glance where someone is in terms of their emotional intelligence. And I want to say that reacting we’ll get into what the what those differences are, as I talk about this, I don’t want to make anyone feel like they should never react to something reacting, it’s very natural. It is our human nature and our human nature to react. And so when you think about reacting or responding, reacting is something that is immediate. It is kind of your first inclination, the first line of defense that you have to a stressful such situation. It is largely driven by emotions. Do you tend to lack control over yourself when you and lack the ability to manage the situation when you’re reacting, and nine times out of 10 when you do react to a stressful situation. The outcomes of that are eventual those eventual outcomes are not as productive, they’re less effective than it would be if you had time to actually respond to stressful situations. So a little bit of brain science when we do encounter these stressful situations. Depending on how you are depending on your ability to self regulate, and how you can effectively manage that stress. You might kick into your kind of more reptilian side of the brain which is the fight or flight

response that you have when something frightening or stressful happens So you might slip into that reptilian side, that is your reaction side, that is that immediate emotional response. And again, that is very natural to feel. Sometimes we can’t control that we feel that what we can do, though, is immediately or as immediately as we possibly can tap into some of our personal effective stress management techniques. Again, whether that’s deep breathing, whether that is, you know, something sensory that you do, whether that’s getting up and taking a walk, and just a break and a breather to clear your mind, if it’s an, again, appropriate time to do so. And then that gives you space from your reaction to your ability to respond. And so when you manage that stress, effectively, as it’s happening, or as quickly, following that stressful situation, as it happens, then you can mitigate that reaction and kick yourself. Neurologically, you can kick your brain into operating at the prefrontal cortex, which is where we do rational thinking, which is where we do planning, which is how we express self control, right. And so when you have space between reacting, and therefore can craft a better response, then you can do something that is intentional and thoughtful, you can maintain self control, and you can have an outcome that is more effective and more conducive to something that is better for everybody than it is when you rely on that reaction. So that’s difference between reacting and responding. And so self regulation is our ability to give space and opportunity for us to feel that reaction, but then to ultimately respond to that stress trigger in that stressful situation. Okay, so we’ve talked a lot about self regulation now. So we’ll turn it back into the emotional quotient, EQ, or emotional intelligence. And so now that we know what stress management looks like how self regulation plays a role into our abilities to manage stress, and therefore our own emotions, we can now tie that back into emotional intelligence, and start to get a sense and build a framework of what that looks like. And so I have two different frameworks that I’m going to touch on. The first is eight EQ competencies. And so what this is, is a competencies that are divided into three pursuits, know yourself, choose yourself and give yourself and so these are kind of more actually action oriented language around these competencies. But the eight competencies that are within these three pursuits are emotional self awareness, accurate self assessment, self control, innovativeness, adaptability, resilience, and trustworthiness. I’m sorry, and the eighth one conscientiousness. And so when we think back on our ability to self regulate, we can see a lot of that language and a lot of the similarities between these eight competencies and the rounds that self regulation influences trustworthiness, being able to adapt, thinking innovatively. Again, we saw that a couple of slides ago. So those are some competencies that I just want you to, you know, keep in the back of your mind, as you start to as we start to talk more about EQ, resiliency and starting to have a framework for where you can assess each year and resiliency for yourself and your teams.

The other model that I’d like to discuss briefly is the emotional quadrant and the model of emotional intelligence brought out by Daniel Goleman. So Daniel Goleman, in 1995, I believe published a book on emotional intelligence, which really took it from the academia rail, rail, excuse me, round world, second from the academia realm, and kind of more publicized the concept of emotional intelligence. And so that’s where we started to see a lot of conversations, not just within psychology, but within business and other organizations. And so that book, within that book, Goldman, proposed this model of emotional intelligence, where it is five different areas that are split between four domains, right and so, you have the areas that are listed on this slide. And if you can see in the visual, you have the four domains of self awareness, social awareness, self management, and then relationship management. And so, some of those domains are related to the self, some are related to the social aspect. So that is, therefore our ability to recognize and practice and develop EQ within ourselves, but also recognize and practice and manage the emotions of others. And then as I said, you have that recognition. that regulation. So the recognition is starting to recognize and acknowledge, and I have used that language a little bit intentionally throughout, we need to recognize, first acknowledge and accept what that emotion is, and then address it. And so we can do that through self management or social relationship management. So the recognition, and then the addressing part is that regulation, so those are the actions that is the way that you either react to it, or you respond to those emotions in those situations. So those two frameworks that you can start to use to build an understanding, and craft some sort of response for yourself, or your, you know, employees or your team, your broader organization, in terms of identifying measuring your level of EQ of resilience, identifying those gaps, and we’ll talk a lot about that further on in the presentation. Okay, so as we measure EQ, I don’t want to spend too much time I hesitate to, to provide a recommendation. I don’t want to do that. Yes, absolutely. I will repeat the eight competencies from the first framework. And I think that we’ll have some handouts and everything that goes out to but I will absolutely make a make a point to go back and repeat those. But as I was saying, I hesitate to make a professional recommendation for any particular assessment or anything like that without consulting first. So with this just being an overview in the presentation, I listed a few different ways, scales and measurements for assessing the emotional quotient or emotional intelligence. And so they’re listed here on the screen. I encourage you to do your due diligence, if you’re interested in an actual tool to help you measure EQ, the ones that are listed are, have been scientifically validated, and a lot of ways for assessing EQ. And so they have different different, I guess, audiences and targets as well. So the emotional and social competency in inventory specifically looks at to differentiate EQ competencies, and performance quality at work. The Genos AI is geared towards measuring EQ based behaviors and competencies at the leadership level. So if there’s something that you are hoping to do in your organization is to assess EQ at the leadership level, then maybe you could consider a an assessment that is targeting specifically, leadership abilities. The GTC inventory is suited for group assessments. So if you’re looking to do something, 14, then keep in mind something that is targeted towards group assessments, and then the work group emotional intelligence profile, as a self report of how individuals measure in terms of their emotional intelligence within their environment on a team. So that’s just another different aspect to look at.

Okay, so what does it look like when we have organizations that are effectively able to implement emotional intelligence within their programming? Alright, so a couple of different case studies and instead, so at a Motorola facility, after they integrated in emotional intelligence into their programming, they had a 90 they had 93% of their employees increase their productivity. There was 3.2%, I’m sorry, 3.2 times more effective leadership development and organization once they started prioritizing emotional intelligence. And I want to spend a little bit of time on this last one. So 80% of SE, excuse me, 87% of millennials are motivated to help their companies succeed when their leaders exhibit higher emotional intelligence, right? So I want to spend more time on that one, because this is the future of our workforce. And so right now 35% of the US workforce is made up of millennials. Within the next few years, the vast majority of the global workforce will be millennials. And so we can already see that a huge motivating factor for them is having leadership and valuing emotional intelligence, right. And so if we want to see our outcomes driven, and we have people right now that are making a comprising a large part of our teams, and they are eventually going to take over these leadership positions, then it’s important that that starts to be integrated in the programming and in the culture in practice and an is an expectation at all levels for your organization’s longevity and success. Now, Gen Z has shown to both require and desire a great deal of social emotional support and mental health support. So that is something that has been talked about in recent years. And they will continue, of course, to make up the growing part of the workforce. So the future of our workforce is depending on generations that are going to value and prioritize emotional intelligence. So this is something that we absolutely need to figure out a way to make a core function of our teams and organizations as seamlessly as possible at this point. All right, we’re moving right along. I have done lectures on CO regulation alone, that was two hours long. So the fact that we are making some good time, I’m very pleased with this. I do want to make space for any comments, any suggestions? Any questions? I do know that I have at least one reflective question that I’ll ask for a little bit of engagement around. But I welcome any feedback that you guys have. As we go through these slides. So we I want to move now from discussing emotional intelligence just within that regard to tying that into resilience, and what resilience looks like and how we can start to conceptualize different forms and types of resilience in in learning, resilience. Okay, so defining resilience. Resilience is a combination of protective factors that enable people enables people to adapt in the face of serious hardship. It ties in depends a lot on one’s emotional intelligence. And we’ll look at different areas and types of resilience here in a little bit. But resilience is an adaptive response to serious hardship. So it means that we develop it as we and there’s a specific form of resilience for this, we develop it as we encounter stressful, stressful situations, hardships, challenges. And then it’s the our ability to think creatively, we looked at that in terms of self regulation. It’s our support networks that we have. And we talked about how stress can affect those relationships on both professionally and personally. And then our own abilities to just think back in terms of what we’ve experienced before, and craft a effective response. And learn from that, and continue to build on that as we engage in change and and have different situations that we encounter on a day to day basis. Protective experiences and adaptive skills on one side counterbalanced significant adversity on the other. So the more protective experiences and the more we’ve had experiences and exposure to different changes and different types of experiences, the more we’re able to build skills that help us to manage those high stress situations, and therefore form resiliency.

So I mentioned that there are different areas and types of resilience. So I’m just going to jump right into it in the interest of time. So I want to talk first about types of resilience. So think about these types as we as we kind of delve a little bit deeper into them. Think about the types of resilience as a process for developing resilience. Right? So the first one that we’re going to talk about? Yes, yes, I’ll provide some resources, as well. So the first type of resilience that we’re going to talk about is natural resilience. So think about this as your human nature, Your natural reaction to something. So if I were out in the wild, and I had no access to a grocery store, and I had no other means of feeding myself, what am I going to do fulfilling? Am I going to immediately start foraging and hunting and gathering? Maybe that may just be my natural reaction because all I know is that I’m starving. Now I feel the sense of threatened as a sense of insecurity at that most basic level of my Maslow’s hierarchy of needs, and am I slipped back into my basic natural instincts. What you’ll find is that someone who has more a higher natural resilience might adapt to change with more enthusiasm as someone who does not have a high level of natural resilience. The other type of resilience is adaptive resilience. So this is especially what I just went over in the previous slide. Those hard chat challenges, those challenging situations that we encounter, and you have to roll with the punches and learn things the hard way. This is your adaptive resilience. And so this is, you know, going through it, it’s not just being exposed to something, it’s actually going through the steps, the whole process in terms of seeing it through to the other end, and noticing what that outcome is. And then being able to think back on and, and fall back on in the future, when you have other challenging situations, knowing that I’ve done something similar. Or even if it was an entirely different situation, I was able to tap into my natural light and tap into my adaptive resilience, I was able to tap into my support networks, I was able to get this done. And so that is your adaptive resilience. And then the third one is your restored resilience. And so this is your commitment to learning about other resilient, resilient building habits and behaviors and practices. And so when we start talking about and thinking about thinking about how to develop resiliency in ourselves and our others, and others in our teams, what we really want to focus on is how we can manage that adaptive, harnessed adaptive experiences and adaptive resilience, and then promote opportunities to learn via restore resilience. Okay, so those are types of resilience. And again, that’s kind of starting to build a process for developing resiliency at the individual group and organizational levels. Now, I want to look at your areas, I’m sorry, yes. Okay, sorry, your areas of resilience. And so, this visual just serves to show that there are different kinds of areas of resilience. Some of us may already have like high level of resilience in a certain area, I will say, especially after the pandemic, my physical resilience is probably a little bit lower than my mental or emotional resilience. And that may be true for other people, because of the effects of a pandemic, because of that isolation. Because of the fear of risking yourself to danger, then somebody’s mental or social resilience might be a little bit lower. So resilience is not something that is set in stone. Again, if you think back to that, that slide, but the definition of resilience, resilience is learned. And so therefore, it fluctuates, and it changed, and it can change from setting to setting. It can change from team to team, depending on the mix of people and what the situation is. And one thing that is very important for us to know.

One thing that is very important for us to know is that we are able to harness our strengths in one area or a couple of areas of resilience to in order to help us to develop resilience, and other areas where we might be a little bit more have weaker or less strong resilience in those areas. So I can harness my mental and emotional resilience to develop and grow my level of resilience it socially or physically. And yes, spiritual resilience would be something that can fall within these categories. For a lot of people spirituality can touch on many different aspects of areas of resilience, that can be something that’s more mental or emotional or social for you. And so there are different different networks that that spirituality spirituality can tap into, and influence the levels of resilience for people in many different ways. Okay, so looking at physical area of the area of physical resilience, this is your ability to respond to stressors that disrupt your normal ability to function physically, right, and so do can probably properly conditioned your body, get rest, proper nutrition, all of these things to further develop your physical resilience. And getting rest and all of that for your physical resilience. These things can also help you to so you may be doing this for your physical resilience, but you might also notice that these things are helping out your emotional resilience too. So again, there are ways for us to harness one or focusing on one and still strengthen other areas of resilience. So that’s physical resilience and mental resilience. That’s your ability to maintain stable mental, mental functioning and the faced stressful situations. So seeking professional mental health care, counseling, therapy, whatever it is, that’s something that I, as someone who has, has a background that has mental health adjacent, and very excited and very pleased that we are starting to normalize care for our mental health, it should be as routine as going to the dentist, I believe, just having a quick, quick mental health. Check in to see how people are doing. Making sure that you’re able to remain productive, that you can focus that you can concentrate on things, maintaining realistic expectations so that in the face of a stressful or challenging situation, you don’t have too high of a pie in the sky mentality around it to where you’re not rooted in reality, nor are you losing all hope and feel like that it’s everything is just going to crumble and fail. So having some mental fortitude that keeps you concentrated, focused and able to complete a task through completion and accomplish a goal. Your emotional resilience is your ability to effectively manage the emotions as your stress levels fluctuate. And so again, we talked a lot about that self regulation. And one of the things that tying into some of the changes and things that we’ve faced in the pandemic, there are lots of things that I think people did not realize what’s going to happen as outcomes or unintended consequences of the I’m sorry. I’m sorry. I have my dual, my dual. My dual monitors going so I apologize. So that’s the myth, the emotional, the mental, yes, we’re on the emotional now. And again, you’ll get a copy of the site. So if I overlooked something, or in the interest of time speed or something a little bit, you will get a copy of these slides. And I do want to have a conversation. So you guys can ask questions, and we can review information as we close out the session today. But as I was saying, some of the unintended unexpected consequences of the pandemic. Yeah, absolutely. changes to our own physical health, I never really would have realized that. So two things kind of stuck out to me. And these are stories that I’ve been keeping up with studies that I’ve been keeping up with over the past few weeks. Again, as someone who has a background that is rooted in elements of mental health, and social, social, emotional health,

knowing that the isolation and lack of social supports and lack of coping skills, healthy outlets, things like that could trigger someone’s stress and maladaptive coping skills. I could put two and two together, and I can see how a rise in addiction and deaths from overdoses is kind of directly moreso directly tied to effects of the consequences of the pandemic. One other thing that stands out to me, so that stands out to me, because that’s within my realm, the realm of my background, and it makes a lot of sense, what stands out to me because I wasn’t expecting it is the rise in vehicular deaths, and in road rage, right. And so, that is something that I can to with my own emotional intelligence is that all of a sudden, all of a sudden, me driving on the highway to make my commute into work. I have to take different commutes to work to different areas and locations. But on the days that I do take the highway to the specific location. The fact that I have now a heightened sense of stress and a heightened stress response to stress reaction to traffic because it has gotten so bad and I last year I believe. I’m in Missouri right now. So last year, they said that Missouri was one of the best rated drivers or like higher states was one of the best drivers in some of the best drivers in the nation. And that to me is scary because I get to see it every day and it’s not good. So if that’s our best we’re not doing well right now. But because I know excuse me because I know that I have a higher stress response or stress reaction I’m triggered a lot more because of the the nature that people are driving and the poor quality people are driving. I have to prepare myself Every morning that I do have to make that commute. I have to mentally and emotionally prepare myself to handle those stressors to manage them. And then I know myself, this is again, tapping into some of my own emotional intelligence, and building those resilient behaviors, that once I get to work, I can’t jump right into a conversation with somebody, I cannot jump right into a meeting. I want my coffee, I want to settle in and my and my workspace. And I’m wanting to just read through emails and clean up my inbox. And I can do that for 10 minutes. And then I’m good, I’m golden. So knowing that about myself knowing how to manage those fluctuations throughout my day to day operations, with my stress, knowing how I can implement some of those coping skills, either in the moment, or soon after, as I can, as after I experienced a stressful situation as I can, that helps me to build emotional resiliency. And then last but not least, and I see this question, three top tips for building EQ within a team. Okay, we will absolutely get to that. And so the last one that I wanted to talk about, in terms of areas of resilience is social resilience. So these are your social connections? Do you have adequate support? Do you have healthy relationships with others? Are you able to sense behavioral changes and others since in the emotions and read the take the temperature of the room and read how people are doing it? Can you influence those people? And can you change things so that you have a positive impact on whatever group of people that may be? So that’s your social resilience. And so again, we can tap into someone has a higher level, and we’ll get to this in just a little bit. But if someone has a higher level of that social awareness and social relationship, management, we when we think back to the EQ quadrant, and they that corresponds with more social resiliency, then you’re going to see those people who are your, you know, kind of some of the leaders on your team, the more social people on your teams, so we can harness those social people and that social awareness and social resilience to maybe build some other areas with other teammates, or throughout the team that might be a little bit more underdeveloped. Or, and of course, we can do that in ourselves. So as I talk about these different areas, and concepts and practices, know that they apply at the individual group and organizational levels as well.

Okay, and I, there’s a comment in here and want to make sure I get to that, but I’m gonna, I’m gonna go ahead with the sign, and then we can revisit some of the comments and questions. Okay, so as we went over the competencies, the eight competencies of emotional intelligence, I wanted to provide a counterpoint to our counterpart, excuse me, for that for resilience. So these are the seven C’s of resilience model. So it’s developed by your pediatrician who says that we can build inner strength and utilize outside resources regardless of age to develop resilience. And so again, this is something and this is a big takeaway that I hope that you take with you after today’s presentation, resiliency and emotional intelligence is not stagnant. So if you see a need for change, or even if it’s you know, it’s pretty good in one area, but there it could use a little bit of improvement in a different area, know that there are steps that you can take to do that, regardless of your age, regardless of where you are developmentally in your life, regardless of where you are personally and professionally in your life. Sometimes, and this is kind of tying it back to my previous work past life. Sometimes when people are at their lowest that is when is the key time the most optimal opportune time to build some a most self regulation skills with them, build some emotional intelligence skills with them and build that resiliency within them. And so, when you look at these seven C’s of resiliency can also start to see it so you have the control the coping, those that kind of that the basic needs to have expressed to me Jason, me, contribution, a connection. Those are the social relationships that we need to feel fulfilled and connected, and then competent. With confidence, that’s what we start to see as we climb up the hierarchy to towards self actualization. So again, these things are tying into one another, and supporting one another and developing different areas of it.

Yeah, I love the conversation that’s going I love it. I love it. Okay. So when we start to look at resiliency in a team, there are things that it this is a part of emotional intelligence. It’s not just keying into or reflecting back weaknesses, not keying into and reflecting back, what’s not going well. Again, I have a background in social work and in public administration, and nonprofit management and all of these things. And so in working directly with clients, and managing a team and developing organizations and programs, one of the things that I’ve learned is that you catch a lot more flies with honey. And so when you can reflect back and practice some perspective shifting, when you can reflect back that this is not exactly what we’re going for, but that we have some good bones and a good structure here. So how can we course correct, then that helps you to stay motivated and encouraged, and then it taps into the other person’s motivation and encouragement to so they’re more likely, you’re more likely to get their buy in to change some of these behaviors, to turn things around within them, can be within yourself as well, if you are constantly beating yourself up, which is one of the things on here. So we’ll just start from the top. So if you have someone that has, you know, lower EQ, lower resiliency, they might be high conflict, they might be very combative. And so working with them, and we’ll start talking about tips to work with them. Oh, gosh, we are running out of time, we’ll start talking about tips on how to do that. And I’m going to get ahead to this slide. But if you have someone that has some lower resiliency, and you’re looking to turn that, that those attributes into more positives for themselves, for you guys, for your team, then the way that we want to do that is through co regulation. And so we’ve talked a lot about self regulation. And it’s important for us to know that self regulation is not just something that we come that we’re born into this world doing. And it’s something that we start learning in utero. And then we’re born and we continue to develop the ability to self regulate. So I cry in order to express I was hungry, and I needed me needed to have that need. And then somebody came in and they met that need. As I older than I realized that, you know, somebody said something that was really hurtful to me, instead of getting really bad of or wanting to be aggressive with them. And I’m probably one of the least aggressive people you’ll ever meet. But as an example, as we move in that way, I’ve had to learn how to segregate them, so that we learn some of these self relations skills. And again, self regulation is how we develop emotional intelligence is through co regulation. So we need someone who is going to provide a supportive relationship, who is going to provide a psychologically safe environment, and who was going to make the effort and to in terms of investing in teaching in a coaching what this looks like. And so when you have someone, an adult that is able to self regulate, and this is very important in terms of the team, then you’re able to they’re able to plan efficiently and effectively. They’re able to manage their time they’re able to stay goal oriented, fallen on task. Make sense, they can concentrate, they have productive conversations, they are able to communicate with others and will work well with others. And so when they’re in a dysregulated state, you can start to see that the diminished quality of work and their inability to function in those areas. So that means that we have to step in and practice a lot more of that CO regulation with them. So currently, it has started with us. We are feeling kind of lower We’re not going to be able to segment. So the previous I’ve just drive home, we want to connect. So we have to take time to actively find points of connection with people and to actively build rapport. No, I’m not saying that it is. It’s big in certain fields of study, but it’s one that I wish was

as talked about as self care. So we have to actually take time and initiative to be a record with people have meaningful, intentional conversations, I have included and involve there. And this is tying it back to elements of diversity, equity, inclusion and belonging. And I know first, it was just diversity that we added the inclusion or the equity, and inclusion, and then the belonging, and value all of it, because it all really is important. And it’s for this reason, you can include me in a meeting, you can include me in an email, you can include me on updates about what’s going on. But when there’s space to actually involve me, then I feel as if I’m truly a part of the team. I feel like I can contribute. And isn’t that one of the things that that goes back to Maslow’s hierarchy of needs is that we need to feel connected, and like we’re able to contribute. And then I have debrief here too. And debriefing is very important, because it provides that opportunity to take that hardship, that challenging situation, and to process it. And not only to say, hey, this was difficult, it acknowledged it acknowledges and validates it that there is challenges that we have, there are challenges that we have. But it also gives you the opportunity to think about what went well, what could have gone better, and how we can be prepared to facilitate better when we are faced with challenges in the future. And that is a very strong resilient to behavior, when we can anticipate that things will change. And we can be prepared to rise to the occasion and navigate that change as seamlessly as possible as possible not to say there won’t be hiccups are stress involved, not to say that it won’t escalate to a crisis situations. But when we can stay focused, and we can concentrate, and we can see that change through with the most positive outcome possible, then that is a key sign that you are accomplishing resilience and your team. So just to kind of close it out. There are different things that you can do that you can implement into your teams, you have assessments, you have the resiliency skills, we briefly looked at the quadrant, you can practice workplace stress management, Team processing, so coming together and processing ideas.

implementing those situationally Bruce, either individually, which I think it’s important to do it individually, and also as a team to bring everybody together. And then just to close it out, and I’m so sorry, I again, this was a lot of information. But we are running up on time. And so I want to make sure that I can answer at least question. EQ resiliency, again, it’s learnable. It’s coachable, it takes a person that’s willing to do both. And sometimes we are that person. And we have to do both with ourselves and then with others. It impacts morale, productivity, longevity engagement in the work. It is fluid and ongoing. So it’s not something that we can just do once and then think that we’re good. We have to continuously monitor and assess for that and then identify how we’re going to respond to it. And we need it. So I’m questions Sarah are going to help me with with chats and questions I think we make maybe one

Sarah  58:55

or two, a little bit earlier from Dale. So the question is up on the screen, what are three of your top tips for how to build EQ within your team for their resiliency?

Alana Ramey  59:09

Okay, perfect. And I feel like some of the things on this previous slide now go back, assessing for it, so you know where you’re are and what you’re working with and what you need to work on. And then building out space to do that individually and with the team. So if you can kind of facilitate a co regulation type of relationship, and that’s really as leaders that’s what we’re doing. So we’re acting as we’re modeling different behaviors we’re showing this is how you can successfully handle this situation. And we should be coaching and mentoring and finding opportunities for others to coach and mentor and develop those leadership skills throughout the team. And so coming together and doing that at the individual level so you have your individual check ins and things and and opportunity to do to debrief challenging situations, highlight and validate that maybe it was not the greatest experience, but also acknowledge what went well what can be done differently, normalize that change, again, in the individuals and then bring the team together and do that together. With team processing. I think those are what we’re looking for. So assess individual check ins, and and implementing some of those co regulation techniques. And then bringing the team together to client and identifying ways and providing opportunities for people to do that with if you are leading the team. So you can do that with the team but also for your colleagues to feel safe and confident in their support network and in the environment to do that with one another. And I hope that answers the question. Well, thank

Sarah  1:00:47

you, Alana. That does bring us here to the top of the hour, and before we close out today, we just have a few closing statements from HRDQ-U. Again, today’s webinar was sponsored by HRRD’s what’s my communication style online assessment and training course, you can learn more at HRDQstore.com. And if you’d like to learn more topics like today, HRDQ-U memberships offers over 200 Human Resources, resource webinars keeping you in the know with the industry trends, as well as workforce virtual seminars on key training topics for your employees. You can learn more at www dot h rdq.com/memberships. And that does hear bring us to the end of today’s seminar. Thank you so much for your time today, Alana.

Alana Ramey  1:01:34

Thank you guys. It’s been a pleasure and I hope you have a wonderful, wonderful, wonderful day.

Sarah  1:01:39

Yes, thank you all for participating in today’s webinar. Happy training.