Case Study: Deep Smarts

This article encourages the reader to focus on how he or she delivers the message as opposed to primarily focusing on the content of their argument. The authors believe that senior executives built their careers by being effective decision makers. “Learning mostly from experience, they build a set of criteria that guides them. Each decision is influenced by both reason and emotion, but weight given to each of these elements during the decision making process can vary widely depending on the person” (Williams & Miller, 2). Based on this hypothesis, the authors spent two years studying over 1,600

The other competency of the Emotional Intelligence is the Social Competencies. Social Competencies include the two main components which are Social Awareness and Relationship Management which this gentleman – Jack Welch, the CEO of General Electric who has known to spend half of his time on people development. He is a CEO of one of the largest company in the world, but he knows the names and positions of over 1,000 people in his company (Dattner, )– that is how he builds the relationship to his people. What can inspire you more when the CEO sees you in the elevator and greets you with your name and asking you about your work! “he does knows me” that is the question most people in GE express in surprise and ecstatic.

A recent study conducted by the Consortium for Research revealed that the majority of corporations all agree that having emotional intelligence in the workplace is extremely essential when it relates to being successful. Some companies referred to salespeople who have the attribute of emotional intelligence were able to connect with customers better by better understanding their needs, which successively assisted them in building a trusting relationship with them. They also referred to customer service employees who also had emotional intelligence to handle aggressive situations with angry customers more effectively than those employees who lacked this trait. Furthermore,

Emotional intelligence in leadership is detrimental to one’s success. Despite the advanced knowledge and technological capabilities, one has to possess a strong skill of self-awareness and apply that skill towards building strong interprofessional relationship (Doe, Ndinguri, & Phipps, 2015). An individual can not drive a process alone; a successful leader has to possess qualities to inspire his followers to strive towards the same goal. One of the largest cargo companies FedEx represents the world’s top most successful companies. FedEx leadership program incorporates an emotional intelligence assessment and its development into its new-hire program for managers (Freedman, 2014). Organizations that possess strong moral principles present a better productivity and attract talent (Sims,

Imagine your advantage in negotiations, decision-making, and leadership if you could teach yourself to see and evaluate information that others overlook. The Power of Noticing provides the blueprint for accomplishing precisely that. Max Bazerman, an expert in the field of applied behavioral psychology, draws on three decades of research and his experience instructing Harvard Business School MBAs and corporate executives to teach you how to notice and act on information that may not be immediately obvious.

Leaders, now more than ever before, have enormous challenges and potential conflicts due to today’s diverse and rapidly changing world, making emotional intelligence almost as important as our knowledge or experience (Greenockle, 2010). Now days, our companies are driven by budget cuts, downsizing, constant changes, and new policies that make sustaining work settings that allow for better communication and collaboration be difficult many times. Hence, it will be reasonable to believe that the ability to understand and correlate to others will be equally important as our knowledge and experience. Goleman (1998), describes emotional intelligence is the capability each individual has to identify, comprehend and deal with emotions, both within self and with others, thus, making it directly related to self-improvement, self-awareness, and team building.

Because of globalization and in parallel with different dynamics, it is required for both senior managers, junior administrative officers, and different employees to have a high level of emotional intelligence competency for an achievement during the decision-making process. The significance of this requirement has been demonstrated by numerous academic studies concluding that people who have the high level of emotional intelligence competency can make good decisions and implement the taken decisions in the right place at the right time. Those internally and externally taken decisions as a result of emotional intelligence factor not only activate inter-organizational relations and communication but also increase the performance level.

Leadership, decision making, and critical thinking are all essential to successful business practices. Each factor depends upon the other to form a connection between organizational goals, objectives, and outcomes. As front runners of organizations, leaders naturally make decisions on a daily basis. Leaders are responsible for decisions that affect social, economic, and cultural aspects of organizations and employees. It is critical that leaders are well equipped to utilize critical thinking and decision making skills as well as encourage employees to do the same for successful outcomes (Ricci, 2014). Strategic leaders seek new talent with the ability to use communication, critical thinking,

The most critical of Gardner’s eight multiple intelligences to being successful at a major investment company like Blackstone is Intrapersonal intelligence. I believe that a person cannot truly do his best work, work well with others and understand actions and emotions of others until he completely understands himself and how he operates. Only then can real success follow. This is the basis for success in a company like Blackstone and, most likely, in any company. The second most important intelligence for a major investment company is logical mathematical intelligence. Being able to successfully work with and understand numbers is crucial to one’s performance in a company like Blackstone. One must be able to make assumptions and draw conclusions from numerical data. The third most important of the multiple intelligences is interpersonal intelligence. Blackstone requires employees to work with one another. It is vital to the firm’s success that employees understand each other and are able to work well with all different types of personalities. If they can effectively work together there is no end to what the team as a whole can accomplish. The fourth most important intelligence of the eight

Emotional intelligence has become a hot topic of psychological research especially in terms of how they affect the today's workforce (Srivastava & Askari, 2015). Emotional intelligence is the ability to apply knowledge about emotions to everyday life (Wood, Wood, & Boyd, 2014). Researches support that emotional intelligence is correlated with both academic and social success (Wood, Wood, & Boyd, 2014). People who have high emotional intelligence are able to know their emotions and easily manage them. Moreover, they can recognize and understand others people’ emotions too, which helps to manage their relationships. For organizations, emotional intelligence is important because it influences not only individuals’ success at work but also organizations’

Further, but with continued attention on ethical considerations and the vision of the leader, the second element of leadership (planning for either business or military) is professional skills. Professional skills include conceptual, competency, and communications. The conceptual skill involves the ability to develop processes or ideas and make decisions. Many believe that creativity, generation of novel ideas, is the first step in the innovation process. In addition to creativity there must be some semi-scientific decision making process. A part of the decision making process should be forecasting. “Forecasting involves projecting or estimating future events or conditions in an organization’s environment...primarily external factors beyond the organization’s control.” Further, much of the decision making process includes intuition. Intuition skills are those quick and ready insights which come from being prepared, from study, and from concentration on critical issues.” Therefore, this conceptual skill is one of the significant differences in the purpose of the military training program, not only for the top leadership, but training at all levels of the military.

Structured responses to the limited capacity of both organisations and individuals to deal with ambiguity that is inherent to intelligence analysis are necessary to strengthen the ‘chains of inference’ or maximise the rigor of judgements. This essay will focus on overcoming cognitive and to a lesser extent, personal and organisational bias and limitations. Organisational issues that affect the quality of analysis such as analyst training are outside the scope of this short essay. Moreover, many of the high profile intelligence failures are attributable less to organisational obstacles than political or psychological barriers , . The human mind is necessarily vulnerable to cognitive bias in order to distil complexity for

The perception in the business community is that individuals must focus on their strengths to succeed in their chosen field. This paper will look into what the industry perceived strengths are and determine if an individual should truly focus on their strengths or try to add to their existing skill set. By analyzing research, this paper will look into skills the industry has deemed needed to become a top executive in today’s business environment.

In addition to this changing structure, the business environment is demanding higher levels of ethical behavior, accountability and strategy execution. Characteristics that will help leaders succeed in such an environment are being described with terms such as courage, confidence and spirituality. While left-brain competencies are often called into play in this fast-paced global environment, it may well be the emotionally based right- brain competencies such as intuition and reflection that give the edge to future leaders (Cetron and Davies, 2014).

Insight was selected for study because it possesses several key attributes: (1) insight involves sensemaking (Patterson & Eggleston, under review), a precursor to successful decision making; (2) insight scales to the real world and is not just a laboratory phenomenon (Wallas, 1926); and (3) insight in the laboratory can be primed via certain cues—made faster and more accurate (e.g., Broderbauer, Huemer & Riffert, 2013; Maier, 1931). Despite these attributes, virtually nothing is known about how insight might be primed in analysts in real-world ISR and C2 situations. Since insight is a form of intellectual ability, insight priming is intelligence amplification. I