Emotional Intelligence 3.0 - Building Relationships in a Distributed Setting

Agile manifesto highlights the importance of individuals and interactions over processes and tools and customer collaboration over contract negotiation, which implies the importance of human relationships over rationality. Research by Danial Goleman and scholars from Yale University have proven how critical is the role of Emotional Intelligence in building relationships and overall performance of individuals and teams in corporate setting.

Understanding people and their emotions will be challenging, controlling self-emotions will be the next step and building relationship by controlling emotions of the other would be more challenging. But understanding emotions in a distributed setting when people don’t face each other will be the most challenging scenario. But people will remain emotional; hence Emotional Intelligence remains extremely important even in a distributed setting to understand each other and build relationship.       

During this session I will discuss about the concept of emotional intelligence, latest research findings, how emotional intelligence could be applied by individuals and teams, challenges in a distributed setting and different approaches we have used to make people understand from a distance.

 
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Outline/structure of the Session

Structure of the session would be as follows.

Introduction to Emotional Intelligence through practical examples              - (10 minutes)

Different levels of Emotional Intelligence (Examples from movie clips)       - (15 minutes)

Evidence for importance of Emotional Intelligence in corporate world         - ( 5 minutes)

Challenges faced by distributed teams in understanding other's emotions   - (5 minutes)

Ways to overcome challenges                                                                - (5 minutes)

        Q & A                                                                                                  - (10 minutes)

Learning Outcome

 

Understanding on the concept of Emotional Intelligence and it's practical applications

Apprehending importance of EQ in building relationships

Understanding of importance, challenges and ways to overcome barriers in reading people from a distance in a distributed setup

Specific steps which could be taken to practice and improve your EQ skills

 

 

Target Audience

All who work in team and lead teams

schedule Submitted 2 years ago

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comment Comment on this Proposal
  • Ravi Kumar
    By Ravi Kumar  ~  2 years ago
    reply Reply

    Hi Shervon,

    Thanks for submitting the proposal.

    The topic sounds interesting. First off can you please share a link to any of your past videos on this topic or a related one to complete the proposal

    Secondlly; going through the proposal and the slides on this topic I could not find anything significant that addresses the following points outlined in the proposal...

    1. latest research findings, how emotional intelligence could be applied by individuals and teams.
    2. challenges in a distributed setting and different approaches we have used to make people understand from a distance

    Can you update the slides with the specific data points to address the above.  

     

    Best,

    Ravi

    • Shervon Fernandopulle
      By Shervon Fernandopulle  ~  2 years ago
      reply Reply

      Hi Ravi,

      Thank you for your comments.

      I have not presented this topic anywhere previously, but if your objective is to understand my presentation skills I can do an introduction to the proposal and share with you.

      With regard to latest research findings Slide number 24 is one of them which shows that CEO's are with a lesser Emotional Intelligence than managers. I would prefer to finalize this area two or three weeks before the conference as I am also working on few research topics in which findings will come later.

      Slide number 20 - 23 explains challenges in distributed setting and ways we have experimented overcoming them.

      Major problem is that, out of five sensors we use to perceive as humans (eyes, nose, tongue, ears and touch), only 2 sensors are operational in the distributed setting. We will have to make up for the other three with the available two (ear and eye).

      Next problem is that we are not able to have an eye contact even we do a video conference (we can’t be looking at the camera and the screen at the same time), which make it difficult to understand the right emotion. 

      If we are using chat software for communication, what we see is not the actual emotion what we type on the messenger; people rarely have a positive or actual smiling face while they type smileys. Which means, shown emotions are misleading.

      In voice only communication sometimes we are not able perceive the emotional state due to noise of equipment used. A person communicating with similar mood with different devices could make us perceive that they are in different emotional state.

      These are some of the problems I am planning to discuss during the session. Below article I have written could be considered as foundation for this talk. In which you can find the ways of overcoming these problems based on our experience. It is bit difficult to get everything into the slide as it will become too informative. I am ready to provide further information if you need.

      https://www.linkedin.com/pulse/emotional-intelligence-how-practice-distributed-setting-raphel?trk=mp-reader-card

       

      Thanks,

       

      Shervon

      • Ravi Kumar
        By Ravi Kumar  ~  2 years ago
        reply Reply

        Thanks for sharing the detals Shervon. Appreciate very much.

        For the video I suggest you shoot a short video preseting this topic or any other to a small audience in your office or local community.

         

        Best,

         

        Ravi

        • Shervon Fernandopulle
          By Shervon Fernandopulle  ~  2 years ago
          reply Reply

          Hi Ravi,

          I have uploaded a video as per your request, this is only the first five minutes of a long workshop session.

          Thanks,

          Shervon

           

           

           

  • Vibeeshan Mahadeva
    By Vibeeshan Mahadeva  ~  2 years ago
    reply Reply

    Exiting topic, eagerly waiting to find out more. 

  • Damith
    By Damith  ~  2 years ago
    reply Reply

    I am very excited about topic

  • Sanath Nandasiri
    By Sanath Nandasiri  ~  2 years ago
    reply Reply

    This is gonna be a very intresting one

  • kapil
    By kapil  ~  2 years ago
    reply Reply

    Very Nice. Would be interesting to understand it in detail.

  • Zubi Hakeem
    By Zubi Hakeem  ~  2 years ago
    reply Reply

    Very Nicely Articualted. Relationships always exist between emotions, such as having positive or negative influences, with direct opposites existing, which is derived well in article.

  • Ananth Selladoray
    By Ananth Selladoray  ~  2 years ago
    reply Reply

    Given that all focus is on cost reduction and productivty, when it comes to project delivery, a fresh look at human interaction is a welcome addition.

  • Vaibhav Sethi
    By Vaibhav Sethi  ~  2 years ago
    reply Reply

    Good One...

  • Harry Arora
    By Harry Arora  ~  2 years ago
    reply Reply

    Very impressive..


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    3. The driver told that if I can give him 300 Extra we can take our own time to visit and he will not mind (this is the primary cause of the long queues I observed)

    4. Weekend visitors are more than 2 times of weekday visitors

    5. The queue is not properly managed so at times I observed people are joining in the middle of the queue and making it even more worst

    What I want to resolve:

    1. Reduce the waiting time

    2. Address the loophole of extending the ride by giving bribe to the car driver

    3. Address the queue management inconsistencies

  • Liked Krishnamurty VG Pammi
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    Krishnamurty VG Pammi - Lean Scrum - The need of the hour

    Krishnamurty VG Pammi
    Krishnamurty VG Pammi
    Agile Coach
    IVY Comptech
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Intermediate

    The 2015 state of scrum report published by Scrum Alliance states that the outlook of scrum is highly favourable. Virtually all consider it likely that their organization will use scrum in future. While this is good, the survey also noted one of the key challenges observed by survey respondents as “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices”. Thus, although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address this gap.

    Keeping scrum values at the core, scrum methodology is mostly visible to teams on the ground in terms of three pillars (1) Scrum roles (2) Scrum artifacts and (3) Scrum events. While Scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum. Scrum prescribed guidance on scrum events with clear purpose, frequency, maximum duration and recommended attendees. It recommends teams to learn the art of performing scrum events through their experience stating “scrum is easy to understand and difficult to implement”

    While some scrum teams mastered this art, I find most of the scrum teams are still struggling in this process. I come across situations where teams are not finding scrum events interesting primarily because they find these events unproductive. The result is that we see less interactions and cooperation from the teams during scrum events. This is impacting basic agile manifesto “Individuals and interactions over processes and tools". In net, there is no surprise when product owners and teams were just not willing and/or enthusiastic about Scrum best practices.

    Lean Scrum is the need of the hour. As part of lean scrum, we will adopt scrum methodology at the core and we implement lean framework to address the pain areas witnessed by teams

    As part of this talk, I will share my experiential insights on

    1. Outlook of scrum is highly favourable. Although scrum methodologies have greatly increased productivity, scrum is not without its problems. We need to quickly address these gaps
    2. While scrum has kept scrum roles and scrum artifacts lean, it has empowered teams on the ground to learn the art of performing scrum events. Are we keeping these events lean and Valuable?
    3. Lean scrum – The need of the hour
    4. What is Lean Scrum
    5. Anti-Patterns/Most frequently faced challenges/ wastes experienced by scrum teams in each of the scrum events (case findings based on my experience)
    6. Where do the scrum teams stand on "expected scrum patterns" in each of the scrum events (case findings based on my experience)
    7. Leverage "Lean Framework" to craft scrum events towards value generation. How to draw "AS-IS" and "TO-BE" Value stream management maps for two scrum events.
    8. Leverage "Lean framework" to help scrum teams to learn the art of performing scrum events through realizing value and enhancing their reach on "expected scrum patterns".
    9. Our highest priority is to satisfy the customer through early and continuous delivery of valuable software” The term value is increasingly becoming starting point of what we do. We need to keep questioning everything we do using customer value generation as the yard stick

    Unless, we drive scrum events towards value generation by continuously eliminating waste/ anti patterns, there is no surprise that “Product owners and teams were just not willing and/or enthusiastic about Scrum best practices” as observed by "The 2015 state of scrum" report.

    This is where Lean-scrum could prove to be powerful...

     

  • Liked Manish Chiniwalar
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    Manish Chiniwalar - Workshop on Design Sprint - Concept to Confidence in less than 5 days

    960 mins
    Workshop
    Intermediate

    How fast can you go from an Idea to Reality?

    From an idea to the time you validate your solution with real users - not friends and family, how long does it take?
    In case you are yet to start, how long should you take?

    Lean Startup is a buzz-word these days. And for a good reason too - it works! But, there may be times when you get hung-up trying to validate with methods like landing pages, MVPs, MVFs and Interviews. And before you know it, a month has passed by, trying to generate traffic to your landing pages, making sense of analytics and polishing your MVP. 

    The Google Ventures' Design Sprint is a framework for solving real-world problems through research, ideation, prototyping and talking to real users, in 5 days or less.

    How will Design Sprint help?

    • Focus. First off, design sprint will put you on the clock. 3-5 days of complete immersion. 
    • Build the right thing. Taking a Design Thinking approach inspired by IDEO, will help you look at the problem the way your customer would. Then user your teams creativity to solve it in unique ways. 
    • See the Truth. When you'll put the prototype to test in the hands of a real user, your team will see first-hand what works and what doesn't. It's the next best thing to reading your customer's minds.
    • With a couple of days still left in the week, you relax with a cup of Earl Grey tea and do some more thinking. Probably, get ready for the next sprint.

     

    When we conducted design sprints with our customers, we had some unexpected realizations:

    • We saw that the ownership and motivation in the team improved significantly.
      They were mindful about "why" they were working on the features they were working on.
    • Our customers would say, "This has completely changed the way I think about building products." 
      Going from a solution driven approach to problem-first approach and keeping the products very lean.

     

  • Liked Neil Killick
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    Neil Killick - The Slicing Heuristic - A #NoEstimates Method for Defining, Splitting, Measuring and Predicting Work

    Neil Killick
    Neil Killick
    Lead Agile Coach
    MYOB
    schedule 2 years ago
    Sold Out!
    45 mins
    Talk
    Advanced

    This is a concept I devised a couple of years ago, and it seems there is a new #NoEstimates audience that would like to know more about it.

    A Slicing Heuristic is essentially:

    An explicit policy that describes how to "slice" work Just-In-Time to help us create consistency, a shared language for work and better predictability.

    The Slicing Heuristic seeks to replace deterministic estimation rituals by incorporating empirical measurement of actual cycle times for the various types of work in your software delivery lifecycle.

    It is based on the hypothesis that empiricism leads to smaller cycle time duration and variation (which in business value terms means quicker time to market and better predictability) because it requires work to be sliced into clear, simple, unambiguous goals. Crucially, the heuristic also describes success criteria to ensure it is achieving the level of predictability we require.

    Its application is most effective when used for all levels of work, but can certainly be used for individual work types. For example, a User Story heuristic can be an extremely effective way of creating smaller, simpler work increments, allowing teams to provide empirical forecasts without the need for estimating how long individual stories will take. However, if you are able to incorporate this concept from the portfolio level down, the idea is that you define each work type (e.g. Program, Project, Feature, User Story, etc.) along with a Slicing Heuristic, which forms part of that work type’s Definition of Ready.

    This talk will equip teams and organisations who are established on their Agile journey with a robust, clear and repeatable method for improving the quality and time-to-market of their software development efforts.