For over a decade organizations from a broad spectrum of industries and businesses have offered Emotional Intelligence (EI) training for their work force. People from the executive level to the administrative staff have participated. While their roles and their job demands differ significantly, the emotions they experience are the same. As they face today’s almost overwhelming dilemmas, they all experience, frustration, anxiety and, sometimes, even anger. However, when they become internally self-managed through enhancing their EI skills, they become empowered and make their greatest contributions. And when the organization’s team leaders and teams work in that zone of peak performance so does the organization.

Team Leaders and Project Managers

Team Leaders and Project Managers frequently work with a group of diverse team members. It’s not unusual to work with a virtual team comprised of members across the country or world. The leader is accountable for establishing and maintaining a positive work environment. Often they are tasked with successfully completing projects of ever increasing magnitude and importance in shorter and shorter time periods. They may experience delays and missed deadlines if they are unable to eliminate or minimize obstacles (internal, external and organizational) that may block the team’s success. Members may leave the team, causing further delays and teams and projects to fall behind schedule. As leaders work in the organization’s political environment, they may experience a great deal of stress brought on by anxiety, frustration, suspicion and other negative emotions.

When Leaders enhance their EI, they become more capable of motivating their team to achieve higher, sustained levels of performance and achievement. With an increased ability to maintain a positive attitude and improve their own internal persistence, motivation and confidence, leaders become more influential, enabling them to eliminate obstacles to team success. These increased skills enable leaders to develop and retain talented staff. They become empowered to successfully accomplish major projects of significant importance on time and on budget.

Teams

As teams carry more and more of the responsibility of major organizational initiatives, they are under continual pressure to work effectively and smoothly with a variety of people both inside and outside the organization. Some team members never even meet face to face. Daily they must cope with tight deadlines, constantly changing team members, rapidly advancing technology, and scarce resources. team members can feel confused, overwhelmed and dejected. It’s normal to feel frustrated when, despite being crippled with roadblocks, you are still expected to meet tight deadlines, worried when resources are taken away, and angry when a team member doesn’t deliver. As team effectiveness and cohesion break down, progress can slow to a crawl, product introductions can be missed and competitors can gain lost market share.

Increasing Emotional Intellignce skills enables the team members to significantly shorten the storming phase of team formation. Team members can more efficiently and effectively deal with their own and other member’s emotional turmoil. When individual team members become more internally self-managed, the team becomes more cohesive and trusting. Esprit de corps is developed with a can-do attitude. The team finds itself more easily and effectively accomplishing goals, completing major projects on time and on budget, and the company earns a reputation as a geat place to work.

A True Story

This true story provides insight into the power of developing Emotional Intelligence. With their long history of antagonism, Doug and John (not their real names) were unwilling to work together. For approximately two decades, these team leaders did not support each other, focusing on their own respective departments. Neither leader was concerned whether or not the other’s department met its goals. Applying the tools learned during the EI workshop, Doug and John were able to transform the negative emotions they held toward one another. The resulting positive emotions promoted productive behaviors.

They began to talk to each other in the hallway during the training. Then, on a regular basis, they progressed to listening to and talking to each other. Just two weeks after the training, Doug and John, independently shared with me that they started to invite the other’s staff to their staff meetings. Their objective was to work jointly in addressing problems occurring in both of their departments. With this team-to team coordination, they broke down the “silo” mentality. The entire organization of about 5000 employees benefited as the positive effects of this work trickled-down to other groups. This improvement did not take weeks, months or years. It occurred over a few days after each team leader had learned simple EI techniques.

This example is not unusual as evidenced by Emotional Intelligence training program results. Program participants have reported improvements ranging from 15% to 40% in increased teamwork, increased personal productivity, reduced worry and stress, increased personal motivation, reduced emotional reactiveness, increased work/life balance, increased creativity and more. Improvements of this magnitude represent a positive return on investment for the organization.

About the Author

Tailoring the art and science of Emotional Intelligence to your needs, Byron Stock focuses on results, helping individuals and organizations enhance Emotional Intelligence skills, leadership competencies and core values. To learn about his user-friendly, practical techniques to enhance EI skills visit www.Byronstock.com.

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Developing corporate culture has become a requirement in today’s ever-changing business environment. People want to work for a business where they can be joyful and have a balanced work and life. Organizations which treat their people well have experienced a better retention rate, an increased productivity and a happier overall culture.

Improving organizational culture can be a big challenge for the organization and its people. Focusing on a few important steps will help you get started in developing organizational culture.

Getting the right training for your employees is the first step toward developing organizational culture.

The other important steps for enhancing organizational culture include:

• Examine your organization’s current culture and judge against it with customers’ expectations and perceptions.

• Form a diverse team of interested and enthusiastic members in an organization/corporate to improve the corporate culture.

• Get your group to discuss the current culture and explain the parts of the culture that are already great and need to be supported. Then develop a vision of the culture you want to create, taking into account the entire current scenario of the organization.

• Provide the right training to the group members regarding the vision of the culture.

• Convey to everyone to bring consciousness about the team and corporate leadership, that this isn’t a band-aid, quick fix; but an ongoing, strategic intention to develop a more attractive culture that fits the requirements of the corporate and that can improve its culture.

• Get the cultural team excited. Help the group understand that not everyone else in the organization is going to think that these efforts are worthwhile immediately. Remember that enthusiasm is contagious. Do what you can to keep the enthusiasm of your team high. If their excitement falters, remind them of the vision they created to re-invigorate them.

• Culture building is like any other change, as it requires champions. The champion has to be someone who is passionate about creating the new culture.

• Any change will have a greater chance of success with momentum. Thus, get started but be committed to building momentum and staying with it. It will be one of the most rewarding efforts you and your team will ever engage in and with this you can bring great enhancement in your corporate culture.

The above-mentioned lists are the precise tips that have enhanced and improved the corporate culture of various organizations. Obviously, these are not the only things you can do to enhance your culture, but these will provide you with a good starting point.

Linda Devis, expert in building high performance cultures and organizational development, is the author of this article on behalf of organizational culture center and if you want to know more about organizational culture then visit: http://www.organizationalculturecenter.com/

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Coffee is a brewed beverage prepared from roasted seeds, commonly called coffee beans, of the coffee plant. Caffeinated coffee has a stimulating effect in humans. Today, coffee is one of the most popular beverages worldwide.

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Coffee was first consumed in the ninth century, when it was discovered in the highlands of Ethiopia.

From there, it spread to Egypt and Yemen, and by the 15th century, had reached Azerbaijan, Persia, Turkey, and northern Africa. From the Muslim world, coffee spread to Italy, then to the rest of Europe, to Indonesia, and to the Americas.

Coffee berries, which contain the coffee bean, are produced by several species of small evergreen bush of the genus Coffea. The two most commonly grown species are Coffea canephora (also known as Coffea robusta) and Coffea arabica. These are cultivated in Latin America, Southeast Asia, and Africa. Once ripe, coffee berries are picked, processed, and dried. The seeds are then roasted, undergoing several physical and chemical changes. They are roasted to varying degrees, depending on the desired flavor. They are then ground and brewed to create coffee. Coffee can be prepared and presented in a variety of ways.

Coffee has played an important role in many societies throughout modern history. In Africa and Yemen, it was used in religious ceremonies. As a result, the Ethiopian Church banned its secular consumption until the reign of Emperor Menelik II of Ethiopia. It was banned in Ottoman Turkey in the 17th century for political reasons, and was associated with rebellious political activities in Europe.

Coffee is an important export commodity. In 2004, coffee was the top agricultural export for 12 countries, and in 2005, it was the world’s seventh-largest legal agricultural export by value.

Some controversy is associated with coffee cultivation and its impact on the environment. Many studies have examined the relationship between coffee consumption and certain medical conditions; whether the overall effects of coffee are positive or negative is still disputed.

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A vitally important skill for managers is communication. Developing this will make a big difference to how successful you are. Even though sometimes managers are required to impart vital information, the way he or she communicates it, as well as everyday abilities to get on well with their team members, can make or break the potential to perform. By taking steps to change attitudes and behaviors around methods of communication, a manager can get more, much more, from the people around them.

For example, there may be times when he needs to find out where internal systems are holding back growth, resulting in poor performance in a business. He might decide to make a presentation suggesting improved measures which would add impetus by making the systems and processes more effective. In order to convey his strategy and get that established, it’s essential for him to communicate well.

Of course, the ability to get a special message across is very valuable, in all sorts of circumstances. What must be remembered is that such occasions are probably relatively rare. In the day-job, interpersonal understanding is far more important, so the ability to communicate one-on-one with all sorts of people is a skill worth having. Rapport building comes from listening effectively, so that people really feel you are interested and understand them as individuals too. It does involve some investment of time…and it’s time spent that is well worth it.

Misunderstandings often come from communication gaps, leading to more and more frustration! While trying to explain something new to the audience, it’s sometimes found that the manager is wrongly interpreted or seems to be speaking out of context. During breaks, it’s worth checking with the audience whether they have followed and where necessary, amend a presentation the next time. It’s also worth exploring where they misunderstood and learning from this for the future.

As issues arise, managers need to consider what they are being told carefully, whilst ensuring that they get all the detail before they act. Sometimes, assumptions can get a manager into hot water, so it’s vital that they find out what really is fact, before they decide on a course of action. This is not just about the ability to impart information, more, it’s about the capacity to listen carefully and then frame ‘discovery’ questions appropriate to the contextual clues they have received.

Being able to appreciate information for what it is, requires a special capacity within any manager. Time, ‘busyness’ and all the other demands on time, means that a manager has to be pretty smart to make quick judgments based on limited information. In those cases it’s a good idea to make sure that actions are not taken in haste, but considered carefully when the time is available to make the nest decision possible.

When working with teams, what you say and what they hear is even more important to get right. If one person gets the wrong end of the stick, then quite soon you will end up with confusion, frustration and possibly even internal strife amongst the team. Clarity is vital here. Taking the time when you brief a whole team, to recognize that they will all receive messages in very different ways (and accommodating this), will be well worth the effort in the long run. Including two-way communication with each and every member of the team fosters team spirit and collaboration.

Resources for your communication activities need to be arranged and, where investment allows, improved over time. New support staff can be involved to make things run more smoothly and more appropriate equipment bought. These are a few ways to improve the technical side of your communication skill. So, starting today, it’s worth deciding that you are going to take yourself the top of the communications scale with your people.

Developing your personal communication skill is one of the most important tactics in your management development toolkit. It has the potential to catalyze great success. Only you can do it!