Untangling Team Talent

September 12, 2017

Participate in our webinar Sep. 27, 2-3 pm ET. Register NOW!!

The biggest challenge to effective teamwork is the failure to listen and understand how to ACT together!

In our highly competitive culture teamwork is often impacted negatively by the individual members’ efforts to ensure they receive recognition and compensation for their personal creativity. While this is certainly valid and important, leaders are often baffled on how to integrate this individual goal into the team culture and communications and still improve the quality of teamwork. There are many commonalities that support leaders in successfully diagnosing where the individual needs of the members (talent) get tangled up with the collective productivity of the team.

Gaining the benefit of top level individual and team performance is possible when the organization, departments and team leaders work together to maximize talent at all levels.

Organizations, need to acknowledge the challenge and opportunity, provide support to leaders and teams to gain the skills to perform in all their capacities and express gratitude regularly!

At the Department and Team Leader levels, best practices call for gathering and using data, holding team based candid discussions in a safe and collaborative manner. Use a team model that gathers data based on “we” questions to access team performance. Most analysis of teams is misleading as it’s based on individual factors, not team strengths and opportunities. Thus, a compilation of individual results from personality assessments such as MBTI, Emergenetics, Change Style Indicator or the many others will further the challenge of focusing on individuals and not teams. This is good an valuable data, it just should NOT be the only data considered. It is vital to look at the team as a distinct entity! When the team is recognized, intentionally responded to and lead, the team is given much more opportunity to flourish and productivity is enhanced!

The TESI® (Team Emotional and Social Intelligence Survey®) identifies the 7 core competencies teams need to function well. Action steps to untangle team talent begins with each team taking the TESI and receiving their own report. Then pull the data together to view trends across the organization. With this information action plans can be created for each team and at the organizational level.

Talent can be untangled by working with each of the team competencies as well as the team and individual performance.

Team Identity is based on how well the team demonstrates belongingness, a desire to work together, and a sense of clarity around the role of each member. Teams tangle when roles and responsibilities aren’t sufficiently clarified. Take a look – is there a good balance in roles that is designed to bring out all team members talents? Does everyone understand the division of responsibilities?

Emotional Awareness considers the amount of attention the team pays to noticing, understanding, and respecting feelings of team members. Teams tangle when team cohesion is undervalued and there isn’t time for enhancing interpersonal relationships. A central theme in building successful teams is that sufficient time and resources are spent so the team feels recognized, valued and that the organization is aware of them. This is followed by an organizational expectation, that is welcomed by team members, that they are expected to pay attention to one another and be responsive.

Communication provides feedback on how well team members listen, encourage participation, and discuss sensitive matters. Teams tangle when communication is focused between individuals and there is competition for the data. When the focus is just on individuals, team potential is diminished – collaborative intelligence has trouble showing up!

Stress Tolerance gives the team a reflection of how well it’s doing in managing the pressures of workload, time constraints, and the real needs for work-life balance. Teams tangle when skills are developed without equality and balance. Are some people on the team seen as hot shots who get the plum assignments? The cost will come out in many ways – discord from those left out, maybe too much pressure on the high performers and missed opportunities of developing more skills in those who are getting less attention.

Conflict Resolution addresses how constructively the team conducts the process of disagreement and whether the team is able to deal with adversity to enhance its functioning, rather than being deflated by the conflict. Teams tangle when competition is encouraged and collaboration isn’t. Teams tangle when conflict resolutions skills aren’t practiced with intention and courage!

Positive Mood highlights the level of encouragement, sense of humor, and how successful the team expects to be; is a major support for a team’s flexibility and resilience. Teams tangle when fearful attitudes prevail instead of “can-do” attitudes.

Lead your teams to success by using your resources and skills to maximize individual and team contribution!

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Team Leaders Motivate Your Teams!

July 25, 2017

Leading emotionally intelligent teams is a tough job. Developing your skill is worth it as teams strong in EI are productive, creative and loyal to their organization. Building team motivation is a key strategy for success so team leaders maximize their own success by implementing the 7 motivation actions.

Before you implement any of these steps, think about someone who did a great job leading a team you were on. How did he/she motivate you? How did he/she engage and follow through? Now with a good example in mind ask:

  1. What are the characteristics of the team members on the team I’m leading? Know your team members individually.

Get to know your team members individually and help them know each other through a personality assessment such as Change Style Indicator or the Influence Style Indicator. You’ll be amazed at how much good data supports understanding team members’ preferences. With this information, you can strategically target your requests to gain the best buy in.

  1. What’s my team good at? What are their challenges?

Understand your team strengths and weaknesses with the TESI®. The Team Emotional and Social Intelligence Survey®, is a team 360 reporting on how team members access their functioning in seven core areas of team engagement. These measurable results help teams focus on how to tap into their skills and improve areas of weakness. You and your team can measure success through the pre-post assessment.

  1. What rings their bells – what dampens their spirits?

Pay attention to the feedback you receive on a regular basis and repeat what works. Utilize your data on individual and team strengths in order to further positive engagement.

  1. How will the team break out of old patterns to awaken creativity and boost spirits?

Creativity is an energizer. Even though some team members may moan about change, when you lead them in purposeful change and have a defined approach and outcomes it will help build new energy and clear out old ways of doing things that aren’t necessary anymore.

  1. What’s your team attitude?

Discuss the power of attitude with your team. Ask team members to explore current attitudes and then set intentions for the attitude they will express in the future. Be specific about who does what so you can notice and affirm positive actions as engagement improves.

  1. What inspires your team members and the team as a whole?

What about giving some time to a worthwhile community project? You and the team could spend an hour at a soup kitchen or a day helping build a house. There are many ways to contribute. Challenge the team to consider options and find a suitable project. After contributing your time get together and debrief. Talk about how it felt, what you learned about your community and what it means to volunteer as a team.

  1. Determine how well your team that functions with emotional and social well-being

The Collaborative Growth team model measures the seven specific skills seen in the outer ring. Your team can take the TESI, consider their skills and opportunities, and engage in intentional growth. The model shows that as teams are deliberately enhancing their skills they develop the benefits shown in the middle circle, such as trust, and then progress to being a team that enjoys emotional and social well-being. This is a highly productive and engaged state which leads to sustainable good results. However, be sure to pay attention to maintaining those skills. High performance requires constant attention.


Unpacking Team Identity

February 15, 2016

box-unpack

As part of the launch of the Expanded TESI 2.0, every month we will look at a new team competency and where the challenges lie in developing it. We begin this month with Team Identity!

In some ways Team Identity is the most fundamental competency of teamwork because this skill set incorporates the desire of the members to include each other and work together as a team. Many of the teams in existence today were assembled by others and told to work as a team but by itself that will never accomplish the goal – especially in national and organizational cultures where competition is so highly rewarded. If members are not compensated as a team in some fashion (bonuses, etc.) the disincentives for collaboration will be hard to overcome, but that doesn’t mean they can’t be. This is a good thing, because in the U.S. it is the exception rather than the rule to see employees compensated for the productivity of their teamwork.

Being assigned to a team does create a real degree of interdependency, and this is the glue that holds it all together. If your boss or your bosses boss expects you and several others to get something done together, that expectation can hardly be dismissed or discounted. Unfortunately it’s not enough incentive to cause people to make the kinds of adjustment in their behavior that genuine teamwork requires. There is a constant tension between my need to be recognized as an individual and my need to belong and be recognized as a productive contributor. Let’s consider some of the targets we need to be moving toward.

Effective Communication (another of the seven TESI competencies) is the critical, bare minimum requirement for any team to be productive. This means all information needs to be shared freely and equally among all members and this is not so likely to happen on its own. Everyone enjoys some degree of special recognition when they figure out how to solve a tricky problem. One reason that it’s still a problem is because no one else has figured it out so far. The shift that needs to occur here is in the recognition that the team can provide sufficient praise and recognition to fully reinforce the members’ achievements – if it knows how, and makes the effort every time. (In other words everyone’s achievements must be recognized not just the most assertive or the most drama prone members.)

The way to recognize individual’s contributions includes making sure that all team members are present at that meeting when the recognition happens, then ask the problem solver to tell their story– when did they first recognize the problem, what alerted them, what steps had to occur in what order to move from the problem to the solution. Teaching the team to tell these kinds of stories can provide some of the best instruction through experiential learning that the team is likely to receive, so get the full value by taking your time. Ask questions. Teach team members to recognize and describe the significant details. This helps to explicate their internal problem solving process and makes it a much more conscious, obvious one that everyone (even the problem solver) can observe more objectively and reflect upon. The trust that is demonstrated when someone openly shares their strategy for problem solving with everyone empowers the team as a whole, and builds each person’s identity with the whole group through sharing and appreciating even a small success.

Trust is such a huge part of effective teamwork that every team can benefit from regular practice in developing it! Trust grows as a result of people keeping their word to each other, but you don’t want to wait to develop this team skill until there is a pressing need for it – that doesn’t work! Applying the emotional intelligence skill of empathy is one of the fastest ways to build trust. Use a lot of reflective language in your team meetings like, “I think you’re feeling pretty frustrated because you can’t get a quorum together to approve this change to the project you’re running.”

The meta-message behind this kind of communication behavior is – “I notice you and I’m paying attention to the challenges you face and how you feel about them.” Just paying this kind of attention to each other on a regular basis helps people feel included and lets them know it’s safe to share what’s important to them at a more personal level. Without this, Team Identity cannot grow strong enough to support the team in dealing with the even trickier issues that come into play when serious disagreement and conflict occur. We’ll look at it all as we cover the seven competencies and the cool new features of the Expanded TESI 2.0

Next month we will be discussing Motivation and how the presence or absence of that energy is influencing all the team’s members all the time.


Why Teamwork Gets So Tricky

May 28, 2015

people_puzzle

After more than 20 years of investigation and practical application at Collaborative Growth, the results are in:

Developing leaders is comparatively easy. Developing teams…well that’s a different story – and here’s why. Any individual who is interested in becoming a more effective communicator (and this is the most fundamental and far-reaching skill of leadership) can practice the known skills that will make him or her easier to understand. Leaders can become more persuasive, and if they sincerely want to work on increasing their authenticity, they can genuinely become more trustworthy. It is simply a matter of exercising their own initiative. Their only real obstacles are internal –their occasional lack of willpower, the strength of their bad habits, their inability to focus their attention or muster sufficient energy. And if they don’t develop quite as rapidly as they wanted to their sincerity is not called into question and there is no embarrassment if their plans were private goals.

Developing teams also requires the development of effective communication skills, however this time for a group of individuals all at the same time. This is definitely a much more difficult and public undertaking. At the very least everybody on the team knows that change is afoot, some kind of progress is expected, and this progress is going to disrupt the way power is currently balanced and what – engaged, coordinated, distributed, practiced, implemented, effectuated? All of these words come close but none exactly capture the idea, so perhaps we could say developing team effectiveness disrupts the way in which members communicate their power within the team. This usage is a little unusual but perhaps it captures the situation a bit more crisply.

In these days of “do more with less” there are very few teams that are overstaffed. For everyone who has a spot on the team there usually is some specific expectation that they need to meet in order for the team to reach its goals. If someone isn’t happy with the way things are going (or if they don’t really know how to or want to do the role which they have been assigned) they can innocently make it look like someone else is to blame. We call this disassembling.

Primates learn to deceive at a very early age. Attentive parents can tell when their child’s crying is a sincere expression of pain or a more general bid for attention. Attentive team leaders may not be quite so skillful at detecting what is going on between team members, and even when they do detect some potential disassembling they may not feel all that capable or inclined to tackle the conflict that will result when they attempt to let the responsible parties know that their behavior has been noticed. Most likely accountability has not been defined specifically enough to provide for effective evaluation.

But like the developing leader, each team member can also suffer from a lack of willpower, bad habits, a lack of energy and/or the inability to focus their attention as well as they want. Even though some amount of this is normal and to be expected, for it to be noticed publicly is embarrassing, and embarrassment is just the surface expression of our deep instinct to avoid rejection. Primates do not like to feel excluded! Can you begin to see why developing emotionally effective teamwork is such a challenge compared to developing leaders?

At Collaborative Growth we use a scientifically validated assessment called The Team Emotional and Social Intelligence Survey, or TESI to help teams be able to pinpoint where the real problems are. Then using our team communication training skills, developed over more than 20 years with all kinds of teams from the private and public sectors, we help the teams and their members and their leader get real! Once people understand the general ways in which people are wired to communicate and cooperate and compete this is not a particularly confrontational process. People enjoy discovering the effectiveness of the communication patterns that we teach, in part because these skills are every bit as effective at home as at the office.

Utilizing a basic understanding of this information we can help team members deconstruct the triggers that activate those self-protective reactions which so often turn disingenuous, or manipulative, or outright intimidating. We coach all the team members on how to use specific communication language to acknowledge and transform the many kinds of conflict that have often been swept under the rug for a very long time, and because everyone is learning and practicing it at the same time the team itself begins to grow and self-organize holistically.

As the team members learn how to use these language patterns to communicate their authentic hopes and fears they begin to express their displeasure about what isn’t working more openly, however now in nonjudgmental language. They know how and why to constructively reinforce the things they feel optimistic about. This begins to transform the tension into motivation. With continued practice teams find optimal ways to co-create and co-operate on their projects together, and they begin to evolve a collaborative intelligence that is intuitive in place of what was previously a closed and self-protective group think.

The team you are on could do its important work even more effectively if there was less conflict and politics and more communication! The TESI provides guidance on how to get there.


Avoid Emotional Intelligence Pitfalls at Work

October 31, 2014

pitfall_guyFrequently encountered emotional intelligence (EI) pitfalls that limit relationships and productivity at work are numerous. Ordering people to just “get it done” could well be the top pitfall of all. Do you agree? Several pitfalls and better EI Options are listed below. Listen to our recent webinar on these pitfalls and then let us know your thoughts and additional pitfalls you see on our blog

Pitfall: Just tell your direct reports or others to do something.

Better EI Option: Use your EI skills in empathy and assertiveness to influence others to want to engage in your project.

Pitfalls sabotage your success. When you just tell people to do something and you don’t take a few minutes to acknowledge them, build buy-in and guide understanding, you often invite opposition and resistance. Ironically you might have been so directive because you felt you didn’t have time for more engagement, yet the resistance will cost you more time in the long run.
Pitfall: Order your direct reports or others to be happy and engaged.

Better EI Option: Create a culture that builds skills in optimism, self-regard and emotional expression and thus supports staff agility and buy in. These and other EI skills are central to building an engaged culture with a “can-do” attitude. Your leadership has a lot to do with the responses you get. If you want happy and engaged direct reports, use positive language that supports optimism. For example, express the belief that together all of you will meet the big challenge, you just don’t know how yet. That wonderful word “yet” establishes the presupposition of success, and that helps create the outcome you’re looking for.
Pitfall: Ignore the impact of reassigning employees who have become friends and are working effectively as team members.

Better EI Option: Respond to and acknowledge relationships, notice how they support or weaken team work. When you need to make new assignments, help people process and accept the change.

Pitfall: Insist that emotions be left at the door when it’s time to solve problems.

Better EI Option: Use all your smarts in solving problems; that is both your IQ and your EQ. As we described in an earlier article, people can’t think without using their emotions. So the question becomes whether you and your team want to be aware of your emotional responses, including your intuitive awareness, and factor in all your data when resolving the problem. We suspect people seek to avoid their emotions when they are afraid they don’t have the skills to manage the emotions successfully. However, this strategy frequently backfires as the emotions will leak out in some poorly managed format. It’s better to get training and coaching and be fully in charge of your responses.

Pitfall: Blast your stress on all in your path.

Better EI Option: Learn strategies to regain your equilibrium when your buttons are pushed, then talk to others. You can breathe, use stair therapy, count to 10, any number of strategies work. Just give yourself time to avoid the adverse consequences of getting all tied up in knots! The key point is get more oxygen to your brain and give yourself a few minutes before you respond. Stair therapy is one of our favorites. When you feel triggered, tired or cranky go climb a set of stairs then come back to your office or to the situation and respond. Your renewed resilience will invite more welcome responses.


Communicating Around the Team Table

January 6, 2014

team_hugAsk any team what they need to improve most and they are like to say “Communications!”  And they are right.  Any team that communicates well has the foundational tools to respond well to stress, conflict, changes and to have a positive mood.  So there’s a lot in it for you as a team leader or team member to improve team communications.  Fortunately, this can be done. Remember all those phrases like an ounce of prevention is worth a pound of cure, or a stitch in time saves nine.  Apply this tested savvy to teams and you know it’s time to improve how you speak and listen to one another.  This is one of the seven competencies in the Team Emotional and Social Intelligence Survey® (TESI®), described in our book The Emotionally Intelligent Team. But if communication is so important why is it often such a failure?  Frankly, it’s not a complex answer.  The skills needed have not been taught, fostered and insisted upon; mediocrity is too often accepted.  Let’s start with noting the key parts to good communication.

Communication is what team members do to connect with others so that they can understand the collection of goals that are being pursued and how well each team member is proceeding in the attempt to satisfy his/her needs.  Communication consists of the following ingredients as identified in The Emotionally Intelligent Team:
•    Sender:  the person who transmits the information
•    Receiver:  the person to whom the information is transmitted
•    Message:  the information transmitted
•    Meaning:  the intent of the message
•    Feeling:  adds depth to the message
•    Technique:  how the message is communicated

Communication is how people interact with each other so they can satisfy their needs and desires to make life better.  To communicate, one person (the sender) must transmit information to someone else (the receiver).  This message can go to the whole team or to one person, but there has to be an effective exchange of a message or there is no communication.  For example, if a team member speaks about an issue, and another team member later believes he or she never heard of the topic, communication did not occur.

For effective communication to occur, the sender’s meaning must also be clearly understood by the receiver.  Meaning is conveyed by both verbal and nonverbal communication.  If the sender’s words are encouraging but he or she is looking down when speaking, the message and meaning are mixed.  Nonverbal communication is likely to convey more of the truth, so it is important that the sender’s verbal and nonverbal messages are congruent in order for the meaning to be accurately understood.

All communication has meaning, from the trivial – “Please post a notice of our meeting” – to that of huge consequence – “The building is on fire!”  The feeling component adds even more depth to the meaning.

Finally, technique is critical for effective communication.  Without the awareness and implementation of effective techniques, the message, meaning, and feeling in the communication is lost.  The following exercises will help build team communication.  We have provided many tips and exercises for working with team communications in our Team Emotional and Social Intelligence Facilitator’s Guide – TESI® Short.  Strengthening communication requires paying attention to the learning styles and preferences of the intended recipients and presenting the information accordingly.  It requires patience which leads to slowing down enough to check in and see if you are understood.  Most of all effective communication is highly rewarding, even if you slow down you get things done faster because when the sender and receiver are communicating the results are sustainable.


Can Virtual Teams Demonstrate Emotional & Social Intelligence?

December 30, 2011

by Marcia Hughes, Donna Dennis, James Terrell

When Manuel cut off Maria and implied her research was simplistic during the recent team webinar, most of the other team members checked out and started doing email.  Maria wiped a tear away and swore to herself that she wouldn’t risk participating again.  The Team Leader, who is a top notch engineer and is signed up for his first management training class next month, said nothing.  This interaction cost the team and the organization in terms of engagement, trust, and willingness to take risks with one another, yet nothing may ever be done about it.  Virtual teams face big challenges in being able to connect at an interpersonal level.  They are challenged with non-verbal communication, conflict resolution and forming a strong identity.  Virtual teams are likely to struggle more than other teams in using their brain biology support system of mirror neurons, spindle cells and oscillators, which Dan Goleman and Richard Boyatzis recently described as core to using social intelligence (Harvard Business Review OnPoint, Spring 2011).

Yet no matter how big the challenges virtual teams are proliferating. So what should a good leader and organization do?  Applying a team centered model to measure and build ESI (emotional and social intelligence) will provide the framework for understanding and proceeding successfully to build measurable team ESI skills.  First, let’s understand what we mean by ESI and by a virtual team.

ESI is a set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way. 

 Another way to think about ESI is that it encompasses your ability to recognize and manage your own skills and to recognize and respond effectively to those of others. These skills, or their lack, are exhibited daily by individuals, leaders and teams.  The question is how well these engagement skills are demonstrated.  The answer is to have a deliberate process for expanding the skills the particular team needs.

Virtual teams are teams that are working from dispersed locations so that they do not have the opportunity to work together face to face frequently.

ESI challenges for virtual teams include:

  • Developing emotional awareness of one another
  • Resolving conflicts
  • Developing trust
  • Communications challenges prevail due to:
    • Confused or ignored commitments on response time to one another
    • Lack of visual and non-verbal cues
    • Often cultural and language differences
    • Lack of emotional and social tags that create a sense of connection
    • Relying on email to get work done

These challenges need to be taken seriously because they can cost the organization, team and individuals in many ways including through lessened engagement, decreased productivity, higher turnover, and missed creative opportunities.  Fortunately, these challenges can be addressed.  By using a solid model through which the team members are given a voice about their functioning as a team their ESI can measurably grow.

The model we explore using is the Team Emotional and Social Intelligence Survey® (TESI®), which is composed of seven scales that measure a team’s strengths or challenges.  The survey is an internal 360 on team performance as it results from team members responding confidentially to a survey about their team performance.  With the data in hand from the survey, the team can frankly discuss their strengths and opportunities as well as their different experiences of being on the team.  Best of all they can then create an action plan to support their development.  Later the team can retake the TESI and measure their progress, which will be depicted through a pre-post chart.

7 TESI Skills & Opportunities for Virtual Teams

Team Identity reflects how well the team connects with one another and demonstrates belongingness and pride in the team.  It also includes role and responsibility clarification. Virtual Teams can grow this skill by:

  • Making agreements and keeping them- trust builds through keeping commitments in virtual teams
  • Establishing communication agreements, e.g.  response time
  • Clarifying roles & responsibilities
  • Creating a logo or motto
  • Naming themselves

Communication reflects how accurately the team members send and receive emotional and cognitive information.  It indicates how well they listen, encourage participation, share information and discuss sensitive matters.  Communication indicates the extent to which team members acknowledge contributions and give feedback to one another.  Trust must be built faster in virtual teams and if key components are not attended to early, the team is not likely to have the foundation it needs to get work done at a distance. Trust is initially built by making and keeping agreements.  Thus strong communication strategies will support the team in moving forward to experiencing trust beginning with trusting the communication process.  Virtual Teams can grow this skill by:

  • Establishing a communication process with understood time commitments
  • Practicing active listening virtually
  • Setting up conversations in pairs – virtually have coffee or lunch
  • Building reflective skills

Emotional awareness measures how sensitive and responsive team members are to each other’s feelings. Does the team value and respect negative as well as positive feelings? This scale measures the amount of attention the team pays to noticing, understanding, and respecting the feelings of its members.  Virtual Teams can grow this skill by:

  • Taking a personality assessment and use the information, such as the MBTI or Emergenetics. Understanding work preferences will facilitate smoother interactions with team members.
  • Working with the TESI to build understanding of preferences.
  • Matching technology to task
  • Telling stories about something that happened when working alone
  • Asking questions and listening, checking out the accuracy of what is understood

Motivation is the competency that shows the team’s level of internal resources for generating and sustaining the energy necessary to get the job done well and on time.  It gives feedback on whether creative thinking is promoted and whether competition is working for or against the team.  Virtual Teams can grow this skill by:

  • Setting stretch goals
  • Intentionally reinforce what works
  • Catch each other succeeding and talk about it- make sure team members know this is a part of what they need to do as well

Stress Tolerance is a measure of how well the team understands the types and intensity of the stress factors impacting its members and the team as a whole.  It addresses whether team members feel safe with one another, and if they will step in if someone on the team needs help. Stress tolerance reflects the level of work/life balance that the team is able to achieve including its ability to manage workload expectations.  Virtual Teams can grow this skill by:

  • Talking about a non-work joy
  • Agreeing to all go for a walk at the same time
  • Getting up and stretch during the virtual session

Conflict resolution scores show how willing the team is to engage in conflict openly and constructively without needing to get even.  It measures the ability to be flexible and to respond to challenging situations without blaming one another.  Virtual Teams can grow this skill by:

  • Expanding dispute resolution skills
  • Pacing one another
  • Practicing paying attention

Positive Mood reflects the positive attitude of the team in general as well as when the team is under pressure.  Positive mood scores indicate the members’ willingness to provide encouragement, their sense of humor, and how successful the team expects to be.  It is a major support for a team’s flexibility and resilience.  Virtual Teams can grow this skill by:

  • Going to the movies together (in different cities)
  • Supporting team members in setting up a time for two to use Skype or an equivalent and have a drink together, be it coffee or…
  • Making a big and consistent deal of celebrating successes!

There are many resources that will support your ability to use these resources.  Attend or watch our webinar on this topic, our books Developing Emotional Intelligence:  Exercises for Leaders and Teams, The Handbook for Developing Emotional Intelligence, A Facilitator’s Guide to Team Emotional and Social Intelligence, A Coach’s Guide to Emotional Intelligence, The Emotionally Intelligent Team, and Emotional Intelligence in Action, Second Edition.

We welcome your contacting us for more information.