(Solved): 2. Outline the four types of EI and the benefit each provides to create a work environment where te ...

2. Outline the four types of EI and the benefit each provides to create a work environment where teams can communicate without provoking emotionally charged dialogue.

Case Learning Outcomes After reading and discussing this case, students should be able to: • define Emotional Intelligence and explain why employees must possess and utilize Emotional Intelligence; • determine factors for selecting individuals who possess both task and relationship-building skills; • explain how to best integrate a new hire into their role for success in a position by utilizing people (relationship-building) skills; • construct an interview model that detects whether job candidates are both task-skilled and emotionally intelligent. Hiring for Emotional Intelligence The Quality Improvement and Innovation Team (QIIT) team at The Family Vine needs a new team member, because one member has decided to take a job with a competing company. The departing member was not the easiest to work with, a person who was unfortunately stubborn and quick to anger. The team has been charged with hiring an individual who possesses both the job skills and the emotional intelligence (EI) to contribute to the team and to build sound relationships with company stakeholders. The ideal employee for the open QIIT position will research communication practices within the organization and recommend strategies for managing key stakeholders outside of the organization. The new employee will also be expected to present seminars and workshops on El, instructing company personnel on methods for applying practices and principles. Absence of El created some chaos and dangerous situations at The Family Vine; the departing team member showed anger when feedback was given and had difficulty building relationships. Sometimes emotions got in the way of making sound decisions, or led to communication breakdowns. The team wants a new team member who is adept at perceiving emotions and who can access and govern their emotions to think more clearly and promote growth. Simply put, the team is looking for candidates who are aware of their emotions and therefore will not override good judgment, rational thinking, and decision-making. They want someone with the ability to stay calm under immense pressure when working with the team, with other teams and stakeholders at the company, and with customers, suppliers, and consultants. The Culture at The Family Vine A leader in the sales of wine and liquor to stores, restaurants, hotels, and bars, The Family Vine Liquor Company has grown from a small family-owned operation to a large distributor in 17 states. With heavy competition in the beverage alcohol industry. The Family Vine believes customer relationships are strengthened through fair pricing, extensive customer care, ethical business practices, and providing customers with consulting assistance to enhance their sales strategies. The Family Vine believes in innovation and quality enhancement and formed the QIIT to develop solutions to fulfill internal and external needs. The QIIT prides itself on camaraderie and synergy; their work is highly sensitive, so working as a unified force has been a mainstay of the team. The team oversees organizational problems, process and productivity enhancement, and employee leadership and career development. They often train other teams on dealing with touchy customers and suppliers. The team believes staff and leadership can use better communication skills, more anger management training, and more conflict resolution workshops. Emotions Can Derail Careers Chrusciel (2008) states that the ability to recognize, own, and shape our emotions is the master skill for deepening relationships with coworkers, increasing influence in the workplace, and amplifying our ability to turn ideas into results. When emotions are effectively controlled, people can stay cool, look at things objectively, and make better decisions. The job interview is an opportunity for the interviewer(s) to listen and evaluate a candidate's experiences, successes, failures, and values, and then determine if this person can contribute to the organization and remain emotionally intelligent when working with others. Most interviewers want to know if a candidate is a fit for the company culture and to determine if the employees and managers would enjoy working with the candidate. Preparing a list of qualifications and duties for a given job description is not enough the job candidate must be able to prove that she or he is emotionally intelligent and can build relationships with internal and external stakeholders, solve problems with other employees, and make decisions with the team they are part of. The problem is that most managers may have different interpretations of what El is and are often unsure about how to determine if a job candidate has it. Core Constructs of Emotional Intelligence There are three El core constructs that can help focus most job interviews: 1. Self-awareness and self-regulation - the candidates understand the needs and wants that drive them and how those traits affect their behavior, the candidate regulates their emotions so that any fear, anger, or anxiety experienced does not make them lose control. 2. Reading others and recognizing the impact of his or her behavior on them - the candidate has well- developed emotional and social "radar and can sense how his or her words and actions influence colleagues and other key stakeholders. 3. The ability to learn from mistakes the candidate can acknowledge his or her mistakes, reflect critically upon them, and learn from them. Lynn (2004) states that conducting more interviews with a list of candidates is not the answer to finding the right candidate. Job interviews should be used to really listen to and try to understand the candidate's experiences, successes, failures, and values, and then determine if this person could contribute to the organization and be emotionally intelligent when interacting with others. Interviewers need a method to determine the El - emotional awareness and control - that a candidate may possess. Goleman (2009) believes there is a need to discover the El of job candidates, because it is a focus on personal qualities such as initiative, empathy, optimism, resilience, adaptability, and persuasiveness - all of which are mandatory for personal and organizational success. These skills can be tough to discover in interviews: prudent candidates have ready-made, honed answers. So, if they ask a candidate about a relationship struggle, a team-building challenge, or a stressful situation, the search team may hear an elevator pitch: how they are "people persons" who can solve any problem. The best employees willingly and capably follow directions or can sort things out on their own. These are basic, necessary job skills as is an employee's ability to satisfy job requirements. Goleman (2009) posits that they (job candidates) must also possess more interpersonal skills and believes that the ability to inspire, influence, and develop others, while managing conflict and stress is seen as the next level of competence that must be present in both management and individual contributor roles. Employees will advance at their place of work if they are both job-task capable and emotionally savvy. Asking the Right Questions to Find the Right Hire The QIIT is adamant that existing and new team members must possess El skills in order to succeed in the position at The Family Vine. They have decided to build an inventory of questions to determine whether job candidates possess El, can promote it, and can apply it. The QIIT manager hired a candidate in the past who talked a good game but was not what they appeared to be. This approach led to "hiring in a hurry" and did not secure the best person for the job. This time around, to identify the ideal emotionally controlled candidate, the QIIT interviewers must develop a plan that can give insight into the following critical areas: • specific El skills needed for success in the position - both task (job-related) and relationship (people related); • a way to determine if a job candidate possesses El skills, such as a comprehensive model of inquiry; • clues to indicate a candidates' responses may be genuine and that El has been applied in past work requirements; • tasks to help the new hire integrate into a position for both task and El performance effectiveness.