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True Compassion Takes Action

The number of programs and certifications and courses on mindfulness, compassion, and Emotional Intelligence seem to grow each year. In a time in which the pressure to chase externally-induced goals is heightened, people are increasingly desperate to rediscover meaning and purpose in their lives. Whether through an app or at a retreat, people often feel encouraged and energized to incorporate greater awareness, balance, and empathy into their lives.

Yet after the buzz of time spent amongst like-minded, well-intentioned, deeply-passionate peers wears off, how many actually practice regularly?

Not many of us, at least not always. In one famous study, psychologists John Darley and Daniel Batson told seminary students to prepare to deliver a talk on the meaning of a calling in the ministry. Half the group were told to incorporate the story of the Good Samaritan. As the students were preparing their remarks, the researchers told groups they had to walk to another building to deliver the talk. To half the group, they told them “hurry up, you’re late!;” to other, “take your time.” On the way to the other location an actor slumped in a doorway, coughing and evidently ill. Did the students, particularly those talking about the Good Samaritan, stop to help? Only if they weren’t in a rush. It didn’t matter the subject of their talk. In fact, students would literally step over the evidently ill man in a rush to deliver a talk about the Good Samaritan.

Recently, I was headed to dinner with three friends. Three of us have been immersed in the work of mindfulness, Emotional Intelligence, and compassion. The fourth, my friend’s wife, Gwen, listened patiently and quietly as we talked about our shared passion for creating a better world through self-awareness.

At a red light, as I was admiring a frozen yogurt shop, Gwen blurted out, “Stop the car!” She bolted out of the running car. We couldn’t figure out why until we saw Gwen chatting with an elderly man, who looked like he had been living on the streets for quite some time. We then saw her flag down a delivery truck driver and slowly accompany the sick man to a nearby drugstore. When we finally reached her at the drugstore, Gwen was chatting with the store manager while the truck driver was on the phone with emergency medical services. After the CVS store manager assured Gwen the man would be watched over until the ambulance arrived, we left the store.

In a community where homeless folks were not uncommon, Gwen noticed that this elderly man needed help. “NBD,” she said. No big deal. She simply saw someone in need and did something about it. Calling on an unsuspecting UPS driver and staying by this elderly man as he urinated on the short way to the CVS was just something anyone would do.

Except that not everyone would.

Here we were, teachers of mindfulness chatting away about yogurt shops without noticing the people quietly calling for help. Here Gwen was, noticing and acting.

In A Force for Good, His Holiness the Dalai Lama and Daniel Goleman share how each of us can take action like Gwen: 1) check into and manage our own emotional states; 2) practice compassion towards self and others; and 3) help those in need. In other words, it’s not enough for our inner world to feel calm and collected. We can talk and share all the research behind compassion and Emotional Intelligence we want. But if we don’t practice it, it remains words on a page. We need to muscularize compassion.

Easier said than done. The good news is that EI is something we can train and cultivate. Practicing the EI competencies, such as empathy, can help us to recognize those in need, whether obviously visible or deeply submerged. Influence can help us motivate others to live more intentionally. In the immersive EICC program, participants are coached first so that they can experience and build empathy for their clients, as well as gain insights into their own barriers. Above all, the EI competencies give us more tools to bring compassion to life as a force for good.

Want to develop your Emotional Intelligence in a supportive, virtual community? Over twelve weeks, you can hone the skills that differentiate top-performers. Begin your learning journey on September 9 or October 7. You can learn more and register yourself or your team here.

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Tired of Counting Breaths? Try Open Awareness

Our personal agency—that over which we have direct control—comes into play when we change our relationship to our thoughts and our emotions. This allows us to fine-tune our reactions to our own emotions as well as those of others. Developing the capacity to relate differently to our internal experience first requires we become cognizant of our mental phenomena (i.e. our thoughts and emotions) as they unfold in the moment. Once we hone our awareness, we can begin to react to our emotions in a more productive way.

Learning to notice our own patterns of thought and emotion can be difficult, but thankfully it’s not impossible. That is where meditation or mind training comes in. The word for meditation in Tibetan, gom, literally means “getting used to” or “familiarizing oneself with.” Getting used to what? Familiarizing ourselves with our own minds and how our thoughts and emotions unfold within our experience.

There are many ways to train the mind through meditation. One way that I’ve found helpful for familiarizing myself with my own patterns of thought and emotions is to sit up in a comfortable, yet upright position in which my spine is straight. Instead of closing my eyes, I often leave mine open. I prefer this because it better prepares me to be able to employ these practices in day-to-day circumstances. I’m not closing myself off to sensory input, rather I’m training in circumstances that more closely resemble our waking reality.

Instead of focusing on an object, I let my mind settle into its natural, wakeful quality, allowing myself to become aware of awareness itself–sometimes referred to as meta-cognition. I gently notice my mind’s capacity to be awake, clear, and spacious; I don’t intently focus on this or that. I just allow my mind to rest in a natural state of openness. I don’t have to imagine or conjure up anything in my mind’s eye, nor do I get involved with what is taking place visually in front of me or what I may hear happening around me, or even with what is unfolding within my own experience (i.e. my thoughts and emotions).

When I do get distracted by sensory inputs, by a thought or an emotion, or any movement of mind whatsoever, I gently notice this with an attitude of openness, like the experience of passing through beautiful scenery while on a train ride. We see the beautiful scenery, if only for a brief moment, and then it’s gone. Instead of getting caught up with the thought or the emotion, I let it pass. Like waiting on a platform for the subway, we may notice the trains as they come and go, but we let them pass, knowing, “this isn’t my train to catch,” and so we don’t get on.

You can also imagine your thoughts and emotions as clouds moving through the sky. Clouds don’t make a big deal about themselves. They just come and go rather unceremoniously. They might produce rain or lightning or thunder and then they are on their merry way. 

By the time you notice you’ve been distracted, you’re already back, meaning your awareness is already poised and ready to perceive whatever unfolds next within the space of your awareness and perception. It’s like riding a well-trained horse, you don’t have to yank at the reins, you lean and the horse senses what you want it to do by the shift in your body’s weight. Our minds are like this, gentle touches are all that is needed. If you start trying to yank around your mind, scolding it each time it moves, be prepared to watch it act out.

Other times our awareness can take on the quality of a cat lying in wait, tail switching back and forth, ready to pounce on whatever comes into its path. When we notice that our awareness is lying in wait for the next thought or emotion to appear we give that up too, letting go of any urges we might feel to become expert noticers. Instead, try taking a deep breath, one that’s slightly deeper than usual. Let this be a gentle reminder to let your mind relax. Then, as you breathe out, release the urge for any mental doing. Your only job at this moment is to be aware, allowing the mind to settle into its natural capacity to be clear. For that instant, the mind clears right up and isn’t preoccupied with anything.

The bright and fresh quality of mind is similar to the experience of taking in a breath of crisp, cold air when you first step outside on a cold winter’s day or how the mind feels after a brisk run when we collapse on the couch when we get home.

I find, for myself, having something that isn’t tangible, yet can still be experienced–like the awake and aware quality of my mind left untampered–is more helpful than intently focusing upon an object, such as the breath. In the space of open awareness, I am able to change my relationship to my thoughts and emotions in the moment. It’s easier to let go when you’re not holding on so tightly to begin with. 

Want to develop your Emotional Intelligence in a supportive, virtual community? Over twelve weeks, you can hone the skills that differentiate top-performers. Begin your learning journey on September 9 or October 7. You can learn more and register yourself or your team here.

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Equality Starts with Emotional Intelligence

For over 40 years, governments have come together under the auspices of the United Nations (UN) to discuss how to build and sustain a healthy and productive environment for all. In that time, they have made great strides; for example, the number of people living in extreme poverty (income below the international poverty line of $1.90 per day) and maternal and child mortality have declined, while primary school enrollment figures have increased since the 1990s. But the work is far from finished. In 2015, the UN adopted 17 Sustainable Development Goals (SDGs) to mobilize a global effort to end poverty by 2030. However, achieving these 17, from inclusive and quality education for all, to gender equality, to inclusive, safe, resilient, and sustainable cities, requires more than policy–it necessitates understanding how human beings make decisions and work together.

Logically, few people would dispute the values of equality, justice, and security for all. Yet many express strong emotion when it comes to how to achieve these values, what those values actually mean, and who they serve–particularly if any actions may impact our individual well-being. Achieving world peace and equality might be impossible, but that improbability hasn’t stopped many from trying.

On May 19, Daniel Goleman and Head of Leadership Programs at Goleman EI, Michele Nevarez, took the stage at the UN alongside a group of passionate individuals to speak on the role of emotions and Emotional Intelligence (EI) in achieving the UN’s 2030 SDGs. This momentous occasion marked the first time emotions were the focal point of discussion on the floor of the UN–a result of the efforts of an unsuspecting intern, Fernando Restoy Rodriguez, whose own experience working with youth in Cambodia prompted an interest in EI. (Restoy is joining the second cohort of the Daniel Goleman Emotional Intelligence Coaching Certification.)

While EI is not a one-stop solution to global peace (if it were only that simple), it is a critical component of leadership, relationships, and getting things done. In fact, the second Secretary-General Dag Hammarskjöld created a Quiet Room at the UN in the 1950s because he understood the vital importance of self-reflection, a key part of EI, in the heavy work of achieving global equality. However, this room stayed relatively unknown until meditation became part of the “cool” vernacular.

The reality is that we haven’t historically heard the word “emotions” used when it comes to geopolitics and treaties–other than it serving as a barrier. The training of diplomats and mediators typically involves learning how to unpack hidden agendas and unspoken needs for shared goals, but not the training of emotional regulation and awareness. If impasse and conflict, or worse, war, is presumably a result of emotions running high, the answer must be to remove them.

Yet we know from emerging science that emotions are inextricably connected to how we make decisions, how we communicate with others, and how we make sense of the world. Nobel Laureate scientist Herbert Simon notes that our emotions can skew our decisions and play a critical role in decision making. Our brain wants to keep us alive, and so we’re constantly trying to figure out whether what is happening around–and inside–us is going to hurt us. And when we try to make decisions that impact millions of people, it becomes even tougher to “remove” emotions. As a result, our intentions may not translate into the wisest decisions or desired goals. As Daniel Goleman notes in The Brain and Emotional Intelligence, “in order to make a good decision, we need to have feelings about our thoughts.” With Emotional Intelligence we learn to understand the feelings we have and their impact on decision making.

Individuals tasked with achieving world peace and equality come with the biases and agendas of their governments, their constituents, and their personal experiences. They are human, after all. The work is not easy, however, and we cannot begin to address world concerns if we are not aware of our own power and responsibility. A key component of EI in the efforts for global peace and equity is the work one must do internally first. As Nevarez noted, “at the heart of EI is personal agency, which leads to global agency.” It is like the oft-used metaphor of the butterfly. One flutter of a tiny butterfly can have massive reverberations.

But if there is no opportunity to pause amid the cacophony of discord and disagreement, we become more susceptible to making decisions that may unintentionally harm others. That is precisely why Hammarskjöld created the Quiet Room to bring back “the stillness which we have lost in our streets, and in our conference rooms, and to bring it back to a setting in which no noise would impinge on our imagination.” If we aren’t introspective enough to know what is happening inside, it is that much harder to do good for others. The EI competencies, such as self-awareness, equip individuals to approach global challenges with greater openness and curiosity, and to make more ethical decisions.

Moreover, to achieve our goals, we have to truly connect with others. To do that, we have to offer our full attention–even when we disagree. As Goleman emphasized, “One must be able to go deep inside to be able to give back to others … There has to be a purpose that resonates with the heart.” EI enables us to deepen our connections with others.

In other words, emotions will always play a role in achieving global peace and equality. When we acknowledge emotions and are mindful of their impact, we have the ability to make better decisions as well as a greater likelihood of success. Cultivating EI helps us manage the complexity of negotiation and conflict about what equality means on a global stage. As University of Toronto professor Stéphane Côte found in her research with Wharton professor Jeremy Yip, “People who are emotionally intelligent don’t remove all emotions from their decision-making. They remove emotions that have nothing to do with the decisions.”

EI is a renewable resource we need to cultivate and nurture. If we are to truly work toward universal peace and equality–no matter how improbable–we must approach ourselves and others with greater awareness and appreciation.

Want to develop your Emotional Intelligence in a supportive, virtual community? Over twelve weeks, you can hone the skills that differentiate top-performers. Begin your learning journey on July 22, September 9, or October 7. You can learn more and register yourself or your team here.

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Time to Think: The Importance of Introspection in Leadership

I have the privilege to work with leaders from diverse sectors including government, medicine, nonprofits, and the arts. Something that constantly comes up during coaching leaders is their near constant fire-fighting and focus on the day-to-day. Like the movie, Groundhog Day, it seems like the same things happen over and over again. The clients I coach want to break the cycle of crisis and reactivity, but seem unable to. Yet they know they are capable of leading differently.

When leaders lead by crisis management, often a root cause is a lack of introspection–an absence of personal and strategic think time. This includes time to think about the future, time to plan, and time to consider what is most important. One way executives can explore this phenomenon is by reviewing their calendar. When do they think? Do they have time, their most precious commodity, blocked on their calendar for introspection?

The classic definition of introspection is a reflective looking inward, an examination of one’s own thoughts and feelings. A leader needs introspection time for looking inward–to consider who they are, what they value, what motivates them–to build their self-awareness. I work with leaders who know the value of this self-reflection; they show up focused and clear. I also work with leaders who lack this habit of personal introspection. These leaders tend to show up frustrated and unfocused.

Looking inward is critical for self-knowledge and building one’s self-awareness. And as we know through Daniel Goleman’s work on Emotional Intelligence, our most effective leaders are highly self-aware. Self-awareness is the gateway to self-management and relationship building–important competencies for effective leaders.

Introspection or examination of personal values, meaning, and purpose creates clarity. It enables leaders to focus on long-term success, not simply fire-fighting. There is power in envisioning and planning for a future. If you don’t take the time, either during your totally packed week or during your precious weekend time, you miss an important leadership duty–“the lifting of a person’s vision to higher sights, raising a person’s performance to a higher standard” (Peter Drucker).

Journaling is a simple practice leaders can adopt to strengthen introspection and self awareness. There is great power writing. Not only does it bring inner clarity, the act of writing increases our ability to achieve. The physical act of writing stimulates the base of the brain, a group of cells called the reticular activating system (RAS). In Write It Down, Make It Happen, author Henriette Anne Klauser says that, “Writing triggers the RAS, which in turn sends a signal to the cerebral cortex: ‘Wake up! Pay attention! Don’t miss this detail!’ Once you write down a goal, your brain will be working overtime to see you get it, and will alert you to the signs and signals that […] were there all along.” And we know writing down our goals helps in goal attainment. Dr. Gail Matthews, a psychology professor at the Dominican University in California, studies goal setting and found that you become 42% more likely to achieve your goals simply by writing them down.

Leaders need to schedule time to be introspective and increase their self-awareness. And the simple practice of writing down their insights, intentions, and goals helps them become a more intentional leader who gets the best out of themselves, their people, and their organizations.

Are you interested in leading Emotional Intelligence transformations? Apply today for the Daniel Goleman Emotional Intelligence Coaching Certification. Whether you’re an established coach or new to the field, this intensive program offers the tools and first hand experience you need to coach for transformational growth.

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Emotional Intelligence in Times of Political Crisis

Leer en español

I was born in Puerto Cabello, an idyllic seaside city in beautiful Venezuela. I am the daughter of Portuguese immigrants, who like so many others, came from Europe to build a better future in a rapidly developing and modernizing country.

Venezuela received my beloved parents with warmth and joy and a willingness to share prosperity with people who work hard and wanted to become one with their adopted country. My family found their longed for future, and although we were not millionaires, we never missed anything.

Human connection in Venezuela is very close, and it was always easy to find any excuse to meet with friends to celebrate, watch a game or movie together, or simply just enjoy life.

Today, the reality for an immense majority in Venezuela is quite different. Our promising Venezuela crumbled; things we once took for granted are no more. Even basic foodstuffs are scarce, and our citizens are forced to look for them in the trash, taking turns to scavenge for scraps to share.

The streets have lost joy, fear has taken its place, and insecurity has grown by leaps and bounds. Corruption of our political classes is sweeping, and conscious or not, it causes disparity and alienation. Only those who have the resources to pay someone for a passport can dream of a different destiny; maybe a destiny like my parents dreamed of when they left Europe all those years ago.

Those who still find reason to remain in Venezuela, or simply do not have the resources to leave, have accepted that we have water only at unforeseen times, unstable electricity and internet service (when we have it at all), and a diet dependent upon what is available. We receive with certain normalcy the news of a loved one murdered at the hand of an offender (in uniform or not).

Despite the beauty of our landscape and its abundant natural resources, we live in this situation today. This collapse of civilization as I knew and I experienced it caused me to reflect on how my training in Emotional Intelligence might help me and my family through these dark and dangerous days.

In my experience, having Emotional Intelligence made the difference between barely surviving and living courageously during the recent shutdown in Venezuela.

How can Emotional Intelligence be useful when our basic needs are at stake?

Emotional Self-Awareness

The first thing is to be aware of are your emotions. In my case, I am fortunate enough to be a participant in the Daniel Goleman Emotional Intelligence Coaching Certification, and without hesitation I utilized all the tools I’ve learned to detect each of my emotions and their triggers.

For a few minutes every morning and every night I practiced meditation to calm my breathing. During the day, I consciously made the decision to listen to my body and to associate its changes with my emotions. That gave me the opportunity to intervene before my emotions escalated. When my heartbeat accelerated and I felt a certain knot in my chest and throat, I became aware of the presence of fear or anguish, which accompanied me during those days.

I made an effort to identify the trigger of those emotions and reactions in my body. I realized the triggers occurred when I mentally reviewed my plan to face the day without water, without electricity, with uncooked food, and with limited options to acquire basic necessities. During this time the throbbing in my chest was accompanied by the chaos of my thoughts, which gave rise to anguish and fear. Becoming aware of my trigger allowed me to exercise greater control over my reactions while planning my day.

Emotional Balance

Once I utilized emotional self-awareness, which is the foundation of Daniel Goleman’s Emotional Intelligence (EI) model, I took advantage of the skills related to the management of my emotions. Emotional balance helped me check my emotions and my reactions to them. This was particularly useful to me, because despite so much pressure, I was able to maintain my own emotional balance and help my family do so as well. I shared with them the importance of observing ourselves during those difficult days, and anticipating the inevitable negative emotions in order to keep ourselves upright. Emotional balance meant that we could pause at the first signs of anguish, fear, or anger, and intervene with a question, a smile, a moment of calm, a talk, and a prayer.

Adaptability

Adaptability enabled me to adjust to our daily struggle and keep my family afloat. Without this competence I would have been unable to recognize that I have the internal resources to deal with these daily challenges.

I try to remember that the conditions are temporarily different, and look for ways to minimize the impact of the whole situation. This allowed me to take off my heels and executive hat and collect water, look for charcoal or firewood, reorganize the housework, and re-plan significant activities.

My intention was not to adapt to being without electricity forever. Adaptability is not conformism; this ability allowed me to adjust to the situation, awakening the possibility to learn from it.

Positive Outlook

In the less stressful moments, I took advantage of positive outlook. In particular, I used a visualization micro-technique which I repeated whenever I considered it necessary. Very intentionally, I focused on the situation I wanted to be in; I imagined it, I gave it color and feeling. I knew that my brain would not know whether this was imaginary or real. This sense of focus gave me more time to talk with my daughters, to sit around a candlelit table game, and pick up books I had begun reading.

Achievement Orientation

I also put together a plan to stick to my current goals. For example, to keep up my learning commitment for the EI Coaching Certification, I found a way to charge my phone, and in the moments in which I had telephone service, to update my learning team about my situation, schedule meetings, and anticipate alternatives in case the situation was repeated or extended.

I know that I am fortunate and in a privileged situation. While I focus on my certification, others made use of these skills to find medicine and medical care, or just feed their families and stay hydrated.

Empathy

And among these foundational competencies of Emotional Intelligence, the one that most comforted me and gave me the opportunity to help others was empathy.

By listening without interrupting, without judging, and without anticipating their answers, I was better able to understand what my daughters were thinking and feeling. Empathy allowed me to stay connected and compassionate amid the difficult situation.

Despite competition for basic resources, many of us shared food, water, a generator to charge some appliances, and kitchens at the homes of those who had gas stoves. We also understood that negative reactions often weren’t personal; they were reactions to the whole situation. This understanding in a crisis situation is borne of walking in the shoes of the other and from having the tolerance to be compassionate. In my experience, none of that is possible without empathy.

EI Competencies in Practice

Here’s how you can translate these Emotional Intelligence competencies into concrete actions during a situation like the one we continue to live in Venezuela:

  • Develop awareness of your emotions. When you feel fear, anger, happiness, love or another emotion, recognize it. Then stop a moment and ask yourself how you feel, where you feel, and how it manifests in your body. Recognizing your emotions is essential to a strong foundation of Emotional Intelligence.
  • Take a break, ideally at the beginning of the day, to practice meditation or an activity that calms you. If you’re new to meditation, try taking at least ten deep and slow breaths.
  • Become aware of how you react to each emotion and what your trigger is. For example, if you think about the day’s uncertainties and notice that your breathing starts to accelerate, stop; you just found a trigger. Prepare for how you’ll react the next time you detect that trigger.
  • When you detect a strong emotion, don’t react immediately. By taking time to pause, the response to your emotion will be a reaction from your brain’s neocortex, which can override emotional reactions, and not your amygdala, which is automatic and often irrational.
  • Adapt to the new conditions. This will allow you the calm needed to build develop a plan. Visualize yourself achieving your plan; your brain will not make distinctions between this happening in reality or in your imagination, take advantage of it.
  • When you incorporate new routines, remember to treat yourself with kindness, calculate risks, and allow yourself the time to adjust to the new routine.
  • Remember that this situation does not define your life–turn this into a mantra and do not give more power to the situation.
  • Practice tolerance and compassion. If you have knowledge of Emotional Intelligence, put it at the service of your connection with others, and lead your interactions with the harmony that only Emotional Intelligence can give us.

Above all, Emotional Intelligence is about recognizing our emotions in order to navigate them and effectively connect with others. EI is not about not feeling our emotions or repressing or controlling them, it is about managing our reactions to our emotions.

One day I found myself with tears in my eyes and I gave myself permission to mourn, to feel my fear, sadness, and anger. I cried for a while until I fell asleep, overcome by the fatigue of that day’s struggle. The next day it dawned on me; by remaining aware of my emotions and my reactions, I had the opportunity to help lead in an emotionally intelligent way, and share my story with my country and the world.

Thanks to my Venezuela for the lessons, I would definitely prefer they were gentler, but I still appreciate them. Thanks Daniel Goleman and Goleman EI Training for education in Emotional Intelligence, thanks to my Coaching Certification colleagues who have sent me their good wishes, offers of help, and even their frustration with the situation in my country. And a special thanks to my learning team, Patricia Figueroa and Nora Infante, with whom I always found a way to continue.

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Inteligencia Emocional en tiempos de Crisis Política

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Nací en Puerto Cabello, una idílica ciudad costera, en la bella Venezuela. Soy hija de inmigrantes portugueses, mis padres como tantos otros, vinieron de Europa para construir un mejor futuro en un país en rápido crecimiento.

Venezuela recibió a mis queridos padres con la templanza de sus paisajes, la calidez y alegría de su gente y con toda su disposición a compartir su prosperidad con aquellos que con trabajo arduo decidieron ser parte de este, su país adoptivo.

La conexión humana en Venezuela es muy estrecha, y siempre fue fácil encontrar una excusa para reunirnos con amigos para celebrar, ver un juego o una película juntos, o simplemente brindar por la vida.

Hoy en día, la realidad para una inmensa mayoría en Venezuela es diferente. Nuestra prometedora Venezuela se derrumbó; las cosas que alguna vez dimos por sentadas ya no existen. Incluso los alimentos básicos son escasos, y muchas personas se ven obligadas a buscarlos en la basura, tomando turnos para buscar restos que compartir.

Las calles han perdido alegría, el miedo ha ocupado su lugar y la inseguridad ha crecido a pasos agigantados. La corrupción de nuestras clases políticas es abismal, causando disparidad y alienación. Solo aquellos que tienen los recursos para pagarle a alguien por un pasaporte pueden soñar con un destino diferente; tal vez un destino como el que soñaron mis padres cuando salieron de Europa hace tantos años.

Quienes aún encuentran motivos para permanecer en Venezuela, o simplemente no tienen los recursos para irse, han aceptado tener agua algunos días, electricidad e internet (cuando se tiene) inestable y una dieta que depende de lo que este disponible. Recibimos con cierta normalidad las noticias de un ser querido asesinado a manos de un delincuente (con uniforme o no).

A pesar de la belleza de nuestro paisaje y sus abundantes recursos naturales, hoy vivimos en esta crisis. Durante la reciente situación del apagón en Venezuela, me permití reflexionar sobre como el conocimiento adquirido en mi entrenamiento en Inteligencia Emocional podría ayudarnos a mí ya mi familia durante esos oscuros días.

En mi experiencia, tener Inteligencia Emocional marcó la diferencia entre sobrevivir la experiencia y vivirla con propósito.

¿Cómo puede ser útil la inteligencia emocional cuando nuestras necesidades básicas están en juego?

Autoconciencia emocional

Lo primero que debes tener en cuenta son tus emociones. En mi caso, tengo la suerte de participar en la Certificación de Inteligencia Emocional de Daniel Goleman y, sin dudarlo, utilicé todas las herramientas que he aprendido para detectar cada una de mis emociones y sus desencadenantes.

Por unos minutos cada mañana y todas las noches practiqué meditación para calmar mi respiración. Durante el día, tomé conscientemente la decisión de escuchar mi cuerpo y asociar sus cambios con mis emociones. Eso me dió la oportunidad de intervenir antes de que mis emociones aumentaran. Cuando los latidos de mi corazón se aceleraban y sentía un cierto nudo en el pecho y la garganta, sabia que estaba en presencia del miedo o la angustia, que me acompañaron durante esos días.

Hice un esfuerzo por identificar el desencadenante de esas emociones y reacciones en mi cuerpo. Me di cuenta de que los factores desencadenantes ocurrían cuando revisaba mentalmente mi plan para enfrentar el día sin agua, sin electricidad, con alimentos sin refrigerar y con opciones limitadas para cubrir mis necesidades básicas. Durante estos momentos, los latidos desordenados en mi pecho fueron acompañados por el caos de mis pensamientos, que daban lugar a la angustia y el miedo. Tomar conciencia de mi desencadenante me permitió luego, ejercer un mayor control sobre mis reacciones mientras planificaba mi día.

Balance Emocional

Una vez que utilicé la autoconciencia emocional, que es la base del modelo de Inteligencia Emocional (IE) de Daniel Goleman, aproveché las habilidades relacionadas con el manejo de mis emociones. El balance emocional me ayudó a gestionar mis emociones y controlar mis reacciones ante ellas. Esto fue particularmente útil para mí, porque a pesar de toda la presión, pude mantener mi propio equilibrio emocional y ayudar a mi familia a hacerlo también. Compartí con ellos la importancia de observarnos durante esos días difíciles y anticipar las inevitables emociones negativas para no doblegarnos ante ellas. Esto nos permitió poder detenernos ante los primeros signos de angustia, miedo o enojo, e intervenir con una pregunta, una sonrisa, un momento de calma, una conversación o una oración.

Adaptabilidad

La adaptabilidad me permitió ajustarme a mi lucha diaria y mantener a mi familia a flote. Sin esta competencia, no habría podido reconocer que tenia los recursos internos para enfrentar los desafíos de esos días.

Intencionalmente me hice consciente de la temporalidad de esta situación y busqué formas de minimizar su impacto. Esto me permitió quitarme los tacones y el sombrero ejecutivo y recolectar agua, buscar carbón o leña, reorganizar las tareas domésticas y replanificar actividades significativas.

Mi intención no era adaptarme a estar sin electricidad para siempre. La adaptabilidad no es conformismo; esta habilidad me permitió ajustarme a la situación, despertando la posibilidad de aprender de ella.

Perspectiva Positiva

En los momentos menos estresantes, encontré un espacio para tomar ventaja de la competencia de perspectiva positiva. En particular, utilicé una micro técnica de visualización que repetí cada vez que lo consideré necesario. Intencionalmente, me centré en la situación en la que quería estar; la imaginé, le di color y sentimiento. Sabía que mi cerebro no haría diferencia entre si esto era imaginario o real.

Abrigada bajo esta competencia, encontré que el apagón también me dio más tiempo para hablar con mis hijas, sentarme alrededor de un juego de mesa a la luz de las velas y retomar libros que había comenzado a leer.

Orientación al logro

También armé un plan para mantener mis objetivos del momento. Por ejemplo, para cumplir con mi compromiso de aprendizaje para la Certificación de Entrenamiento en Inteligencia Emocional, encontré la forma de cargar mi teléfono de manera que en  los momentos en que tuve el servicio telefónico, pude informar a mi equipo de aprendizaje sobre mi situación, programar reuniones y anticipar alternativas, previniendo que la situación se extendiera en el tiempo

Sé que soy afortunada y que estoy en una situación privilegiada. Mientras yo estaba enfocada en mi certificación, otros usaron estas habilidades para encontrar medicamentos y atención médica, o simplemente alimentar a sus familias y mantenerse hidratados.

Empatía

Y entre estas competencias fundamentales de la Inteligencia Emocional, la que más me consoló y me dio la oportunidad de ayudar a los demás fue la empatía.

Al escuchar sin interrumpir, sin juzgar y sin anticipar sus respuestas, pude entender mejor lo que mis hijas estaban pensando y sintiendo. La empatía me permitió estar conectada y ser compasiva en medio de la difícil situación.

A pesar de la necesidad de todos  por los recursos básicos, muchos de nosotros compartimos alimentos, agua, un generador para cargar algunos electrodomésticos y cocinas en las casas de las personas que tenían estufas de gas. También entendimos que las reacciones negativas a menudo no eran personales; eran reacciones a toda la situación. Comprender esto, es solo posible cuando te pones en los zapatos del otro y cultivas la compasión y la tolerancia. En mi experiencia, nada de eso es posible sin empatía. 

Competencias de la IE en la práctica

Aquí encontraras como puedes traducir estas competencias de Inteligencia Emocional en acciones concretas durante una situación como la que vivimos en Venezuela:

  • Desarrolla la conciencia de tus emociones. Cuando sientas miedo, ira, felicidad, amor u otra emoción, reconócela. Luego detente un momento y pregúntate cómo se siente, dónde se siente y cómo se manifiesta en tu cuerpo. Reconocer tus emociones es esencial para contar con una base sólida de Inteligencia Emocional.
  • Tómate un descanso, idealmente al comienzo del día, para practicar la meditación o una actividad que te calme. Si eres nuevo en la meditación, empieza haciendo al menos diez respiraciones profundas y lentas.
  • Toma conciencia de cómo reaccionas ante cada emoción y cuál es su desencadenante. Por ejemplo, si te levantas con la lista de todos tus pendientes y notas que u respiración comienza a acelerarse, deténte; acabas de encontrar un disparador. Prepárate para la forma en que reaccionará la próxima vez que detectes ese disparador.
  • Cuando detectes una emoción fuerte, no reacciones de inmediato. Al tomarte el tiempo para hacer una pausa, la respuesta a tu emoción será una reacción del neocortex de tu cerebro, que puede anular las reacciones emocionales, y no de tu amígdala, que es automática y, a menudo, irracional.
  • Adáptate a las nuevas condiciones. Esto te permitirá la calma necesaria para construir un plan. Visualízate logrando tu plan; tu cerebro no hará distinciones entre si el logro de tu plan sucede en la realidad o en tu imaginación, aprovéchalo.
  • Cuando incorpores nuevas rutinas, recuerda tratarte con amabilidad, calcula los riesgos y tómete el tiempo para adaptarte.
  • Recuerda que esta situación no define tu vida; convierte esto en un mantra y no le otorgues más poder a la situación.
  • Practica la tolerancia y la compasión. Si tienes conocimiento de Inteligencia Emocional, ponlo al servicio de tu conexión con los demás y gestiona tus interacciones con la armonía que solo la Inteligencia Emocional puede brindarnos.

Por encima de todo, la Inteligencia Emocional consiste en reconocer nuestras emociones para navegarlas y conectarnos efectivamente con los demás. La IE no se trata de no sentir nuestras emociones ni de reprimirlas o controlarlas, se trata de controlar nuestras reacciones ante nuestras emociones.

En mi caso, una madrugada me encontré con mis lagrimas y me di el permiso de llorar, de sentir mi quiebre tejido de miedo, tristeza y rabia, lloré un rato hasta quedarme dormida vencida por el cansancio de la lucha de ese día.. y luego amaneció. Y consciente de mi emoción y de mi reacción, ese amanecer también me dió la oportunidad de elegir conducirme de manera emocionalmente inteligente, dejando mi granito de arena a mi país  y al mundo.

Gracias mi Venezuela por las lecciones, sin duda las preferiría mas gentiles e igual las agradezco. Gracias Daniel Goleman y Key Step Media por el aprendizaje en Inteligencia Emocional, gracias a mis compañeros de certificación de coaching que a la distancia me han enviado sus buenos deseos, ofertas de ayuda e incluso su frustración ante la situación vivida en mi país y gracias especiales a mi equipo de aprendizaje Patricia Figueroa y Nora Infante con quienes siempre encontré una manera de continuar.

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How Mindfulness Helps Leaders Manage Conflict

In my study of the relationship between mindfulness and leader effectiveness, understanding the role of conflict was a career-altering realization for the forty-two leaders I interviewed. These leaders provided in-depth descriptions of Conflict Management, which is one of the twelve competencies in the Emotional Intelligence model developed by Daniel Goleman and Richard Boyatzis. Strength in Conflict Management involves the ability to navigate emotionally charged situations in a diplomatic manner, which often requires open discussion and skillful de-escalation. Individuals with strength in this competency will also be:

  •      Comfortable discussing disagreements
  •      Effective communicators of the positions of all parties involved in a conflict
  •      Skilled in resolving disputes by discussing mutually beneficial goals
  •      Capable of openly talking about disagreements

Conflict Management relies on an individual’s ability to recognize their role in disagreements, either as a participant or a mediator. This necessitates Self-Awareness, since leaders must be aware of how people receive their behaviors if they hope to create an environment where others can safely express themselves. Development of this level of awareness requires active (real-time) self-observation and time spent reflecting on how conflicts could have had a better outcome for all involved.

Become Aware of Opportunities Lost to Conflict

Many of the leaders I interviewed credited mindfulness with helping them wake up to the relationship between conflict and poor-quality workplace interactions. Examples included understanding why coworkers were unwilling to help them, and why their teams lacked creativity and engagement. Exploration of their own role in these relationships led to a realization that their need to feel in control prompted conflict-inducing behaviors.

Leaders described gradually becoming able to see that they didn’t need to feel that they were leading every meeting or making every decision. For instance, the head of an interdisciplinary treatment program at a leading cancer center reported becoming aware of others’ unwillingness to cooperate with him. With the help of mindfulness he was able to recognize the risk to his own success created by focusing too heavily on his own personal agenda. As a result, he began investing more time in developing his ability to identify and address the needs of others, which led to not only a reduction in conflict, but also more supportive and collaborative relationships.

Participants specifically mentioned a reduction in emotional reactivity resulting from mindfulness, which they directly linked to less conflict in the workplace. The founder of a leading global consulting firm summarized these changes in the following statement: “It’s made me less reactive to my judgments and more thoughtful and compassionate, both with myself and other people. It’s made me more mindful not only of what I’m reacting to, but because I have that insight about myself, I’m also more able to notice when other people are being reactive.”

Leaders also credited mindfulness with an improved capacity for identifying and managing stress, which they considered a primary cause of workplace conflict. For instance, a senior leader with a major US hospital network described his increased strength in Conflict Management as: ”… the ability to be able to pause and not react in the heat of the moment. And instead, to be able to look underneath the feeling of anger, irritability … to see what is that really tapping into … that enables me to respond in way that’s more effective.” Many other participants also described an improved ability to minimize conflict once they became better at regulating stress. They specifically attributed these changes to positive outcomes such as successful departmental management during massive layoffs, preventing the loss of angry key clients, and maintaining production during highly volatile circumstances.

How to More Effectively Manage Conflict

Insights from this study into how leaders can strengthen their ability to manage conflict focused on two aspects of awareness: First, identify what triggers your conflict response by analyzing specific experiences. Second, develop the ability to identify what beliefs, fears, or potentially unmet needs may cause negative reactions in others.

You can further improve your ability to manage conflict by taking the following steps:

  1.     Learn to detect the early signs of conflict arising in yourself, both emotional and physical.
  2.     Refine your ability to regulate internal reactions that may lead to conflict.
  3.     Identify and work to understand the causal beliefs behind these reactions.
  4.     Invite others to express opinions that don’t align with yours and listen attentively.
  5.     Help those with opposing views find common ground and develop mutual respect.

Above all, the leaders I interviewed learned to view effectively managed conflict as an opportunity to surface potentially significant problems, strengthen relationships, and boost engagement. They were only able to realize this value once they invested in recognizing, and then giving up their need to feel important or in control. Finally, leaders reported that strengths in Conflict Management resulted in more respect from co-workers, which directly contributed to professional advancement.

 

 

In just 10-20 minutes per day, your organization can receive evidence-based training in Emotional Intelligence designed by the world’s foremost thought leaders. Learn more about our facilitated virtual training courses here.

 

 

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