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17/11/2013 By David Rigby

Test your Emotional Intelligence

Test your Emotional Intelligence

Test your Emotional Intelligence
Take our Emotional Intelligence Test below by marking yourself out of 10 for each of the 16 statements.
For statements 1-10 mark yourself up to 10 if you think you are good at this
For statements 11-16 mark yourself up to 10 if you fall in the middle veering to 0 if you are at the extremes.
If you scored less than 100 perhaps you could benefit from some coaching from our Confidence and Positive Psychology coaches – even more relevant in Business than in your private live.
Emotional Intelligence Test
It is hard to develop Emotional Intelligence (EQ) if you do not value yourself and others. These Core attitudes underpin development in all aspects of Emotional Intelligence.

Regard
1. Self Regard: The degree to which you accept and value yourself
2. Regard for others: The degree to which you accept and value others as people, as distinct from liking or approving what they may do
Relative Regard: this compares your Self regard with your Regard for others and reveals the degree to which you value yourself more or less than you value others.

Awareness
Self and other awareness are the foundation to developing Emotional Intelligence. Our feelings tell us what we want, like and need, and what we perceive of others feelings lets us know what they want and need
3. Self Awareness: The degree to which you are in touch with your body, your feeling and your intuitions
4. Awareness of others: the degree to which you are in touch with the felling states of others

Self Management
This is about how effectively you manage yourself
5. Emotional resilience: The degree to which you are able to pick yourself up and bounce back when things go badly for you
6. Personal Power: The degree to which you are in charge and take sole responsibility for your outcomes in life
7. Goal Directedness: The degree to which you relate your behaviour to long term goals
8. Flexibility: The degree to which you feel free to adapt your thinking and your behaviour to match the changing situations of life
9. Personal connectedness: The extent and ease with which you are able to make significant connections with other people by sharing yourself with them
10. Invitation to trust: The degree to which you invite the trust of others by being principled, reliable, consistent and known.
Relationship Management
This reflects your patterns of behaviour and how well you relate to others. With these it is possible to have ‘too much’ as well as ‘too little’ Emotional Intelligence. For example, feelings which burst out uncontrollably (too little control) are often the results of bottling feeling up (too much control). The emotionally intelligent position is to be high in the middle of the scale
11. Trust: Your tendency to trust others (mistrustful/Carefully trusting/over trusting)
12. Balanced outlook: How well you manage balance optimism with realism (Pessimistic/Realistically optimistic/Over optimistic)
13. Emotional expression and control: The degree to which you are emotionally controlled. (Under controlled/Free and in charge/Over controlled
14. Conflict Handling: How well you handle conflict: how assertive you are (Passive/Assertive/Aggressive)
15. Interdependence: How well you manage to balance taking yourself and taking others into account, and work well with other people. (dependent/interdependent/over dependent)
16. Reflective Learning: The degree to which you enhance your Emotional Intelligence by reflecting on what you and others fell, think and do, noting the outcomes these produce, and altering your patterns as necessary

Filed Under: coaching, Uncategorized

17/11/2013 By David Rigby

People Like Us – Networking

People Like Us – Networking

People like us …… by David Rigby

 SCT director David Rigby will be addressing the Ignite group on Nov 27th  2013 in Bristol on the topic of networking called ‘People Like Us’. As it is fully booked here is thegist of the presentation

 When you walk into a room of strangers, whether at a party or a networking event, who do you seek out to talk too?  Do you take the PLU approach (‘people like us’ used by Lady Astor in the 1920s) and approach those who look like you, dress like you and hopefully have the same views as you?

Or do you take clues from the words people use to classify into a U and non-U to distinguish between the upper and middle classes. A term invented by Alan S C Ross professor of linguistics in 1954  and taken up by Nancy Mitford

 Do you choose the best looking or most attractive people in the room to talk to – hoping they will talk to you? 

 Or are you prepared to talk to anyone who doesn’t fit the above? How do you feel about talking to the non PLU’s – people outside the group you feel most comfortable with? It’s much more of a challenge.

 The case for diversity

 We all know that everyone is unique – even though people have things in common with each other they are also different in all sorts of ways. Differences include visible and non-visible factors, for example, personal characteristics such as background, culture, personality, and work-style, size, accent, language.

Some of these are covered by discrimination law to protect against being treated unfairly – things like race, disability, sexual orientation, age,gender reassignment, sex, marriage and civil partnership, pregnancy and maternity, religion and belief.

Managing diversity is valuing everyone as an individual – valuing people as employees, customers and clients. Even within a narrow band people have different needs, and so even people who appear to be in the same group within a PLU have different needs, values and beliefs. Equally individuals within different ‘diversity groups’ may have many characteristics in common.

Equal opportunities?

It is important to recognise that a ‘one-size-fits all’ approach to managing people does not achieve fairness and equality of opportunity for everyone. 

Equal opportunity is often seen as meaning treating everyone in exactly the same way. But to provide real equality of opportunity, people need to be treated differently in ways that are fair and tailored to their needs but in ways that are aligned to business needs and objectives.

 There are three main strands to the business case for going beyond what is required by legislation: people issues, market competitiveness, and corporate reputation.

The law is there to enforce diversity, but the most successful organisations embrace diversity as a means of best utilising skills from different groups, if nothing else as a means of reaching out to those groups.

 Equally, having worked in 17 countries I have learnt to combine the accepted wisdoms of national characteristics with treating people as individuals. I have always sought to broaden my experiences and know how to do so. But I still have to ‘catch myself’ for avoiding particular groups.

But what about you?  Next time you go to party or networking – will it be more PLUs or the excitement of gaining new experiences and friends?  You may recognise that while you may be scared of meeting complete strangers they could equally be scared of meeting you.

 Our coaches can help you rise to the challenge to make life more exciting and rewarding and lead to opportunities you never dreamed possible.

Filed Under: Uncategorized

19/12/2011 By David Rigby

Swindon Coaching Team: Swindon Coaching Team on the Radio again

Swindon Coaching Team: Swindon Coaching Team on the Radio again

Among the topics we discussed was the differences between customer service in the UAE and UK. I believe a key difference is job security. In the UAE jobs and visas last very little time and it is difficult to change jobs. And its not in job descriptions to ‘go the extra mile’ and delegation is not encouraged. Customer service is ‘following the rules’ .

From personal experience it required (non forthcoming) authorisation to give me the additional £50 it had cost me to get a battery replaced, together with three visits to the hire company, the cost of my and their time far outweighed the amounts disputed. This happened time and time again.
When a hotel receptionist mischarged me for my room, her fear for her job was palpable, and I spent most of my time reassuring her that we all make mistakes and that she would be OK.
A good way to judge any organisation is how it rectifies mistakes. With increasing job insecurity in the UK, the same reactions are likely to happen here, unless management takes retains its positive approach to delegation and acknowledges that we all make mistakes. Not in keeping with the 6 sigma brigade I know – so “let he who is without sin, cast the first stone”.

Filed Under: News, Uncategorized

15/03/2010 By David Rigby

Swindon Coaching Team IBC

Institute of Business Consulting is keen to promote the event on Mar23rd. We have put on the Web Site and will be sending a flyer to our South West members.
Not often you get such a professional launch. Its bound to be a good event.

Filed Under: Uncategorized

23/02/2010 By David Rigby

Swindon Coaching Team


I am very impressed with the quality and breadth of experience of the Coaches in Swindon Coaching Team. So impressed that I was really pleased to be asked to join it. So I have.
Accordingly I look forward to meeting you as part of the team 1t 1830 on March 23rd in Old Bank, Old Town Swindon

Filed Under: coaching

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