Emotional Competence – Workshop 1 (24hr Emotions)
The Appleton Greene Corporate Training Program (CTP) for Emotional Competence is provided by Ms. Goj Certified Learning Provider (CLP). Program Specifications: Monthly cost USD$2,500.00; Monthly Workshops 6 hours; Monthly Support 4 hours; Program Duration 12 months; Program orders subject to ongoing availability.
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Learning Provider Profile
To be advised.
MOST Analysis
Mission Statement
Coaching session using the Positivity Ratio.Take two minutes to complete the Positivity Self Test now. Your score provides a snapshot of how your emotions of the past day combine to create your positivity ratio.
Objectives
01. Positivity Ratio: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
02. Emotion Importance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
03. Workplace Emotions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
04. Positive Emotions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
05. Negative Emotions: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
06. Emotional Triggers: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
07. Emotional Control: departmental SWOT analysis; strategy research & development. 1 Month
08. Group Emotional Intelligence: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
09. Emotional Culture: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
10. Increasing Positivity: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
11. Resilience: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
12. Team Performance: departmental SWOT analysis; strategy research & development. Time Allocated: 1 Month
Strategies
01. Positivity Ratio: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
02. Emotion Importance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
03. Workplace Emotions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
04. Positive Emotions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
05. Negative Emotions: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
06. Emotional Triggers: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
07. Emotional Control: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
08. Group Emotional Intelligence: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
09. Emotional Culture: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
10. Increasing Positivity: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
11. Resilience: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
12. Team Performance: Each individual department head to undertake departmental SWOT analysis; strategy research & development.
Tasks
01. Create a task on your calendar, to be completed within the next month, to analyze Positivity Ratio.
02. Create a task on your calendar, to be completed within the next month, to analyze Emotion Importance.
03. Create a task on your calendar, to be completed within the next month, to analyze Workplace Emotions.
04. Create a task on your calendar, to be completed within the next month, to analyze Positive Emotions.
05. Create a task on your calendar, to be completed within the next month, to analyze Negative Emotions.
06. Create a task on your calendar, to be completed within the next month, to analyze Emotional Triggers.
07. Create a task on your calendar, to be completed within the next month, to analyze Emotional Control.
08. Create a task on your calendar, to be completed within the next month, to analyze Group Emotional Intelligence.
09. Create a task on your calendar, to be completed within the next month, to analyze Emotional Culture.
10. Create a task on your calendar, to be completed within the next month, to analyze Increasing Positivity.
11. Create a task on your calendar, to be completed within the next month, to analyze Resilience.
12. Create a task on your calendar, to be completed within the next month, to analyze Team Performance.
Introduction
Control your energy instead of your time.
Steve Wanner, a partner at Ernst & Small who is 37 years old, is well-liked and married with four young children. He was working 12- to 14-hour days when we first met him, always felt weary, and struggled to completely engage with his family in the evenings, which made him feel guilty and unsatisfied. He had trouble sleeping, didn’t find time to work out, and rarely ate healthy meals; instead, he would grab a snack while he was on the go or sitting at his desk.
Wanner’s situation is not unusual. The majority of us increase our work hours in response to increasing demands at work, but this will eventually have an adverse effect on our physical, mental, and emotional health. As a result, there is a decline in employee engagement, an increase in distraction, high rates of turnover, and skyrocketing medical expenses. Over the past five years, the Energy Project has provided consulting and coaching to numerous large enterprises, working with thousands of executives and managers. These CEOs tell us they’re working harder than ever to keep up with things and that they increasingly feel like they are reaching their breaking point with startling consistency.
The fact that time is a limited resource is the main issue with working longer hours. Another matter entirely is energy. Energy, which in physics is defined as the ability to operate, originates in humans from four basic sources: the body, emotions, mind, and spirit. By establishing specialised rituals—behaviors that are deliberately repeated and meticulously organised, with the objective of making them unconscious and automatic as rapidly as possible—energy can be methodically extended and routinely renewed in each.
The fact that time is a limited resource is the main issue with working longer hours. Another matter entirely is energy.
Organizations must change their focus from getting more out of people to investing more in them in order to motivate and enable them to bring more of themselves to work every day. This will effectively reenergize their workforces. Individuals need to take responsibility for changing their energy-draining activities regardless of the situation they find themselves in in order to recharge.
Wanner’s life was changed by the routines and habits he developed to better manage his energies. He gave up drinking because it was keeping him up at night and set an earlier bedtime. Because of this, he awoke feeling more refreshed and inspired to work out, which he now does virtually every morning. He shed 15 pounds in less than two months. He now has breakfast with his family after working out. Wanner continues to put in hard hours at work, but he often rejuvenates himself in the process. He normally goes outside for a morning and an afternoon walk, and he gets up from his desk for lunch. He is more at ease and able to connect with his wife and kids when he gets home in the evening.
Simple rituals like this can be established to produce impressive benefits throughout businesses. We put a group of workers through a trial energy management programme at Wachovia Bank and then compared their output to a control group’s. In terms of a number of financial criteria, including the amount of loans they produced, the participants beat the controls. Additionally, they reported significant improvements in their interactions with customers, their commitment to their jobs, and their level of pleasure.
Wachovia’s Linking Capacity and Performance
The majority of large firms make investments in the knowledge, competence, and skills of their workforce. Few contribute to the development and maintenance of their capacity—their energy—which is frequently taken for granted. In reality, increased capacity enables more to be accomplished in less time with better involvement and sustainability.
How Energy Renewal Programs at Wachovia Increased Productivity
Employees at Wachovia Bank who took part in an energy renewal initiative performed better than a control group,…
Participants were also questioned about how the programme affected them personally. It improved their relationships with clients and customers, according to 68% of respondents. Seventy-one percent of respondents claimed that it significantly or noticeably improved their performance and productivity. These results supported a wealth of anecdotal data we’d gathered about the success of this strategy among executives at other big businesses like Ernst & Young, Sony, Deutsche Bank, Nokia, ING Direct, Ford, and MasterCard.
The Emotions: Energy Level
Regardless of the stress they are under from the outside world, people can increase the quality of their energy when they are able to better manage their emotions. To do this, people must first become more conscious of their emotions and the effects those emotions have on their productivity during the course of the workday. Most people are aware that their performance tends to be at its highest when they are feeling upbeat. They find it shocking that when they are feeling any other way, they are unable to lead or perform successfully.
