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REPORT

LEADERSHIP

AYA MAHMOOD YOUNUS

Your EQ-i Results Sheridan College HRMT44004D

February 17, 2022

Low Range Mid Range High Range

Introduction Understanding Your Report

Welcome to a new way of examining your emotional intelligence (EI) skills! You will find this report has many unique features linking EI and leadership development. These features provide you with a snapshot of how your EI compares to that of other leaders and insight into your leadership strengths and potential areas for development. This report examines your results on the EQ-i 2.0 through four key dimensions of leadership:

These leadership dimensions were identified from research conducted on 220 leaders who took the same assessment you did (the EQ-i 2.0) and who also responded to a leadership assessment measuring performance across these four areas of leadership. These leaders held positions of mid-level management through to C-suite leadership roles and were from a variety of industries (e.g., healthcare, technology, financial services, and construction) across North America. The majority of leaders were working in large organizations (over 400 employees).

As a group, the leaders had significantly higher EI than the general population. In fact, the average Total EI score for leaders was 14 points higher than that of the general population.

While this leadership sample is a valuable comparison group, it also helped organize the EQ-i 2.0 subscales (page 4) according to the four leadership dimensions to which they were most strongly connected. Particular subscales were associated with stronger performance in these four leadership areas (page 6).

Emotional Intelligence and Leadership How is EI linked to leadership? In addition to the research supporting this report, fifteen years of research has shown that leaders tend to score higher in EI than the general population. Also, many professionals find it easier to focus on improving a few specific skills that underlie broader leadership competencies, making the EQ-i 2.0 subscales the perfect building blocks to reaching your leadership potential.

Getting the Most out of Your Report Keep the following tips in mind as you work through your Leadership Report:

1. No one knows your role like you do. Although this report offers insight into how your EQ-i 2.0 results can help strengthen your leadership skills, the value of the report is enhanced by framing it within your own individual context. Integrate your wealth of knowledge about your organization, its culture, and the specifics of your leadership with the information in this report to derive the most value from it.

2. Take notes as you read the report. Choose strategies for development that you wish to try in your role.

3. All EQ-i 2.0 subscales are related to leadership behaviors, but selecting the right areas to focus on is key to development. Work with your coach or administrator to determine which subscales will help drive the leadership results you are looking for. You can treat subscales as building blocks that strengthen broader leadership skills like mentoring, communication, or conflict resolution.

Leadership Bar The gold bar positioned on the top of your graph is the Leadership Bar. This bar represents the range of scores of the top leaders (those whose EQ-i 2.0 scores were in the top 50% of the leader sample). Using this bar you can compare your results on the EQ-i 2.0 to those exceptional leaders who demonstrate high EI. If your score falls near the bottom of the leadership bar, then your EI skills need further development in order to be on par with top leaders. If your score falls near the top of the leadership bar, then your EI skills are as strong as those of top leaders.

Authenticity Coaching Insight Innovation

An authentic leader serves as a role model for moral and fair behavior. A transparent approach commands esteem and confidence from employees.

A leader who coaches effectively is seen as a mentor who supports employee growth. Employees are nurtured towards achieving their highest levels of performance.

A leader provides insight by sharing a purpose and hopeful vision for colleagues to follow. Employees are compelled and inspired to exceed goals.

An innovative leader focuses on taking risks, spurring colleagues’ ingenuity and autonomous thought. Knowledge is valued and challenges are viewed as learning opportunities.

Name: AYA MAHMOOD YOUNUS

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Highest 3 Subscales

Lowest 3 Subscales

Total EI

Executive Summary

Compared to your other scores, these three subscales might be areas you could further leverage. The corresponding subscale pages may provide insight.

Compared to your other scores, these three subscales might be areas you could develop. The corresponding subscale pages will provide you with Strategies for Action.

Name: AYA MAHMOOD YOUNUS

100

110

130

Low Range

Mid Range

High Range

Reality Testing (130)

You likely employ a very realistic and grounded leadership style, turning to data and facts for making decisions and setting directions for your team. Be careful not to be too realistic that creativity is stifled. Your result on this subscale is not only above average but it also falls within the leadership bar.

Emotional Self-Awareness (126) You have a strong awareness of the full spectrum of emotions and their triggers. This allows you to carefully sift through emotions and handle high-pressure situations well. Your result on this subscale is not only above average but it also falls within the leadership bar.

Empathy (124) Empathy is likely a very natural and inherent skill for you, which you use to show compassion and respect for the people you lead. Your result on this subscale is not only above average but it also falls within the leadership bar.

Emotional Expression (58) In general, you tend not to share your emotions. Becoming more expressive will allow you to be a more inspirational leader who is able to share a compelling vision. Your result on this subscale falls below the leadership bar.

Independence (70) You are likely more reliant than you should be on your team’s reassurance and approval of your decisions. Improvement in this area will benefit you when objective and difficult decisions need to be made. Your result on this subscale falls below the leadership bar.

Flexibility (71) You tend to stick to tried and true methods, both in your leadership approach and the directions you set for your team. They are likely lacking the inspiration they need from you for innovation and progress. Your result on this subscale falls below the leadership bar.

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SELF-PERCEPTION

Self-Regard is respecting oneself while understanding and accepting one’s strengths and weaknesses. Self-Regard is often associated with feelings of inner strength and self-confidence. Self-Actualization is the willingness to persistently try to improve oneself and engage in the pursuit of personally relevant and meaningful objectives that lead to a rich and enjoyable life. Emotional Self-Awareness includes recognizing and understanding one’s own emotions. This includes the ability to differentiate between subtleties in one’s own emotions while understanding the cause of these emotions and the impact they have on one’s own thoughts and actions and those of others.

SELF-EXPRESSION

Emotional Expression is openly expressing one’s feelings verbally and non-verbally. Assertiveness involves communicating feelings, beliefs and thoughts openly, and defending personal rights and values in a socially acceptable, non-offensive, and non-destructive manner. Independence is the ability to be self directed and free from emotional dependency on others. Decision-making, planning, and daily tasks are completed autonomously.

P E

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EMOTION AL & SOCIAL FUN C TI

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Emotional Intelligence

M A N A GE

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ST R ES S

SELF-EX PR

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SELF-P ERCEPTION

M AKING

DECISION

INTER PER

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M A N A GE

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ST R ES S

Proble m

Solving

Reality Testing

Im pulse ControlMAKING

DECISION

Inte rpe

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Rela tio

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Em pa

Socia l Re

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INTER PER

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Independen ce

Assertiven ess

Em otional Exp

ression SELF-EX

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S IO N

Sel f-Awareness Emotional

Self- Actualization

Self-Regard

SELF-P ERCEPTION

STRESS MANAGEMENT

Flexibility is adapting emotions, thoughts and behaviors to unfamiliar, unpredictable, and dynamic circumstances or ideas. Stress Tolerance involves coping with stressful or difficult situations and believing that one can manage or influence situations in a positive manner. Optimism is an indicator of one’s positive attitude and outlook on life. It involves remaining hopeful and resilient, despite occasional setbacks.

DECISION MAKING

Problem Solving is the ability to find solutions to problems in situations where emotions are involved. Problem solving includes the ability to understand how emotions impact decision making. Reality Testing is the capacity to remain objective by seeing things as they really are. This capacity involves recognizing when emotions or personal bias can cause one to be less objective. Impulse Control is the ability to resist or delay an impulse, drive or temptation to act and involves avoiding rash behaviors and decision making.

INTERPERSONAL

Interpersonal Relationships refers to the skill of developing and maintaining mutually satisfying relationships that are characterized by trust and compassion. Empathy is recognizing, understanding, and appreciating how other people feel. Empathy involves being able to articulate your understanding of another’s perspective and behaving in a way that respects others’ feelings. Social Responsibility is willingly contributing to society, to one’s social groups, and generally to the welfare of others. Social Responsibility involves acting responsibly, having social consciousness, and showing concern for the greater community.

EQ-i 2.0 Model of Emotional Intelligence

Name: AYA MAHMOOD YOUNUS

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Self-Perception Composite

Self-Regard Respecting oneself; Confidence

Self-Actualization Pursuit of meaning; Self-improvement

Emotional Self-Awareness Understanding own emotions

Self-Expression Composite

Emotional Expression Constructive expression of emotions

Assertiveness Communicating feelings, beliefs; Non-offensive

Independence Self-directed; Free from emotional dependency

Stress Management Composite

Flexibility Adapting emotions, thoughts and behaviors

Stress Tolerance Coping with stressful situations

Optimism Positive attitude and outlook on life

Interpersonal Composite

Interpersonal Relationships Mutually satisfying relationships

Empathy Understanding, appreciating how others feel

Social Responsibility Social conciousness; Helpful

Decision Making Composite

Problem Solving Find solutions when emotions are involved

Reality Testing Objective; See things as they really are

Impulse Control Resist or delay impulse to act

Overview Total EI

Name: AYA MAHMOOD YOUNUS

100

110

130

Low Range

Mid Range

High Range

116

123

126

107

124

107

130

103

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The EQ-i 2.0 subscales are strongly related to leadership competencies that in turn may be associated with productivity, decreased employee turnover, and increased efficiency. A leader who embodies the competencies below is more likely to increase work satisfaction, create trust, and foster organizational commitment and loyalty.

This page provides you with a leadership lens through which to view your EQ-i 2.0 results. There are four general competencies required of most leaders: authenticity, coaching, insight and innovation. The top six EQ-i 2.0 subscales (based on theory and research) that are associated with each competency are displayed below. High scores on the associated subscales help ensure optimal functioning in the competency area. Alternatively, if you score lower on a few subscales for a particular leadership competency, you can quickly see that this might be an area of challenge for you in your current leadership role. Focusing development efforts in these areas are likely to yield the greatest return in your growth as a leader.

Authenticity An authentic leader serves as a role model for moral and fair behavior. A transparent approach commands esteem and confidence from employees.

Self-Actualization

Reality Testing

Self-Regard

Emotional Self-Awareness

Social Responsibility

Independence

Insight A leader provides insight by sharing a purpose and hopeful vision for colleagues to follow. Employees are compelled and inspired to exceed goals.

Self-Actualization

Optimism

Self-Regard

Social Responsibility

Interpersonal Relationships

Emotional Expression

Coaching A leader who coaches effectively is seen as a mentor who supports employee growth. Employees are nurtured towards achieving their highest levels of performance.

Self-Actualization

Empathy

Reality Testing

Interpersonal Relationships

Assertiveness

Emotional Self-Awareness

Innovation An innovative leader focuses on taking risks, spurring colleagues’ ingenuity and autonomous thought. Knowledge is valued and challenges are viewed as learning opportunities.

Self-Actualization

Independence

Problem Solving

Assertiveness

Flexibility

Optimism

Impulse Control

Stress Tolerance

Problem Solving

Independence

Leadership Potential

Leadership Derailers Omitted Omitted

Omitted

Name: AYA MAHMOOD YOUNUS

123

96 96

126

124

130

103

AYA MAHMOOD, you may be at a higher risk of derailmenthigher risk of derailmenthigher risk of derailmenthigher risk of derailment as you received a lower result in Independence and Problem Solving and a moderate result in Stress Tolerance. Lower scores on any of the four subscales are associated with adopting a more passive or avoidant leadership style. Your team may see you as being ineffective in certain situations and may not be fully satisfied under your leadership. You would benefit from strengthening any lower scoring subscales and be especially cognizant of any scores below 90.

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What Your Score Means

Self-Regard Respecting oneself; confidence

Balancing Your EI

Leadership Impact Strategies for Action

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

123

Leaders with self-regard respect themselves and accept both personal strengths and limitations while remaining satisfied and self- secure. AYA MAHMOOD, your result suggests that your self-regard is stronger than most people’s. You are likely seen as a self- confident leader who understands both personal strengths and weaknesses. It is important to ground your self-assuredness by using your reality testing skills and by continually seeking feedback. You may:

■ Exercise your considerable influence on key, strategic decisions. ■ Demonstrate courage to stick by your convictions even in the face of dissenting viewpoints. ■ Use a leadership approach that leverages your strengths and delegates tasks in your weaker areas. ■ Want to ensure that your perception of your strengths is supported by objective evidence, otherwise you run the risk of being seen

as overconfident in your abilities.

You scored well above average on Self-Regard and fall within the leadership bar.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your result may mean that you are driven to surpass organizational targets, create an atmosphere of excellence and demonstrate a strong sense of confidence in your leadership capabilities. The challenge is that you could lose touch with a realistic appraisal of your capabilities. It is important to draw on reality testing behaviors and feedback from your team to maintain a healthy self-perception.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Your ability to understand and accept your strengths and weaknesses is likely perceived as a genuine approach to leadership. Your higher confidence can probably be seen across department lines, as you feel assured that you can help out in a variety of capacities. You likely serve as a role model, and your higher expectations of yourself and your employees may lead to better quality decisions and greater productivity. Use external validation to avoid any attempts at self- aggrandizement and to maintain a realistic appraisal of your talents.

Be Mindful of Your Weaknesses.Be Mindful of Your Weaknesses.Be Mindful of Your Weaknesses.Be Mindful of Your Weaknesses. Awareness of your shortcomings helps to circumvent an inflated self-concept and temper this exaggerated self-image.

■ Nobody’s perfect; our flaws make us human. The key is to be cognizant of your limitations and ensure that they do not impinge on organizational performance.

■ Develop strategies to improve your limitations. For example, if you are impatient and anxious when deadlines are not met in a timely fashion, you may want to refocus and practice relaxation techniques (e.g., deep breathing).

■ You are only limited by the power of your imagination. Awareness leads to action and meaningful change. Be mindful that change does not occur overnight, but with persistence, transformation is possible.

Modesty is the Best Policy.Modesty is the Best Policy.Modesty is the Best Policy.Modesty is the Best Policy. While it is important to feel good about your strengths, do not overinflate them.

■ Watch that you don’t fall prey to arrogance; demonstrate humility and be humble in your approach. Successful leaders know their worth, but they remain grounded by seeking feedback from their team as well as from other leaders.

■ Colleagues respect a leader who is visionary and exudes charisma, but who is also approachable, genuine and can relate to others. Your modest approach will help you win the esteem and admiration of your employees.

This section compares Self-Regard with Self-Actualization, Problem Solving, and Reality Testing. The subscale that differs the most from Self-Regard is Problem Solving. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Self-Regard Problem Solving(86)

Your Self-Regard is higher than your Problem Solving. These components work effectively together when self-confidence promotes the feeling that you can and will succeed. Therefore, cultivate a feeling of resilience and perseverance to commit to finding required solutions.

7777 54321-2.054321-2.054321-2.054321-2.0

What Your Score Means

Self-Actualization Pursuit of meaning; Self-improvement

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Self-actualization is strongly related to overall work success and performance. It can be summed up in three words: pursuit of meaning. While this sounds quite philosophical, as a leader, it means finding purpose and enjoyment in your role and performing to your fullest potential. AYA MAHMOOD, your result suggests that you operate with a slightly lower sense of accomplishment and resolve than most leaders. Although you may believe that you can achieve more, your result may mean that:

■ You would benefit from being more actively involved in business objectives. ■ You try to achieve the goals you establish, although you might benefit from setting more challenging ‘stretch goals.’ ■ For the most part, you believe you are fulfilling your potential. ■ Occasionally, you help others reach their fullest potential, but you would benefit from making a more concerted effort in their

development.

You scored below the leadership bar on Self-Actualization and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. You are likely leading people with a moderate sense of mastery and accomplishment. You usually motivate your employees to achieve their potential, and you ignite their ingenuity and resolve to achieve personal and professional goals. You may benefit from striving even harder to be the best you can be so that your work and personal life are as meaningful as possible.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. You are perceived as a person who is striving to learn, developing new skills and willing to grow in order to fully optimize your talents. If strengthened, this quest could permeate the entire organization, as employees may emulate your approach. This drive for self-fulfillment may stimulate higher productivity and greater employee satisfaction. Continue to work on achieving the zenith of your potential so that employees may learn from this style.

One Small Step.One Small Step.One Small Step.One Small Step. Transcribing your objectives is a great strategy to solidify your action plan as you work toward greater self- actualization.

■ By writing your action plan on paper or sharing it with a colleague, you solidify your goals. Choose one small strategy for making your life more enriching and share this with a colleague or place it in your calendar. Or, is there a way you can get your whole team involved in adding more meaning to the workday? Research clearly demonstrates that the likelihood of successful goal attainment increases by the mere fact of simply writing down your goals.

Capitalize on Strengths.Capitalize on Strengths.Capitalize on Strengths.Capitalize on Strengths. You are already aware of your passions, though at times you may not realize it.

■ List tasks in which you excel (e.g., chairing meetings, producing comprehensive financial reports), and try to incorporate these activities throughout the workday. If you feel unsure of your areas of strength, pinpoint pursuits in which you receive many compliments, or ask your colleagues for feedback. These activities will reinvigorate your zeal for work and improve your productivity.

This section compares Self-Actualization with Self-Regard, Optimism, and Reality Testing. The subscale that differs the most from Self- Actualization is Reality Testing. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Self-Actualization(96) Reality Testing(130)

Your Self-Actualization is lower than your Reality Testing. These components can be balanced by setting realistic plans to accomplish meaningful experiences that are internally satisfying and not just objectively required. The challenge is to set goals that are attainable and realistic, but also intrinsically valuable.

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What Your Score Means

Emotional Self-Awareness Understanding own emotions

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

126

If you have a solid understanding of what brings about your emotions, it is much easier to regulate your behavior and control the impact your emotions have on employees in the organization. AYA MAHMOOD, your result indicates that more than most people, you are conscious of your emotions and the impact they have on performance. You likely lead with composure and a full understanding of your impact on others. It is likely that you:

■ Can choose a course of action based on a “gut feeling” in time-constrained situations. ■ Generate respect, admiration, and honesty from employees because you are viewed as highly self-aware. ■ Generally take time to contemplate instead of acting rashly, thereby considering your emotional response and those of others. ■ May overanalyze your emotions and those of your employees, which can impede decision-making and action in the organization.

You scored well above average on Emotional Self-Awareness and fall within the leadership bar.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. As a leader, you have a thorough grasp of your emotional triggers and reactions. This in-depth understanding helps fuel a streamlined decision-making process as you incorporate your emotions into your role as a leader. Knowing your emotional triggers and reactions, you are able to utilize this emotional knowledge to effectively navigate through challenging or difficult situations.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Your capacity to grasp subtle emotional nuances helps you take calculated risks that help the organization meet its strategic goals. This comfort with, and knowledge of, your emotional triggers and reactions allows you to lead with authenticity and a candid approach to help you gain credibility and buy-in with employees. You are able to manage tense and perhaps overwhelming situations with ease, and you are able to use and recognize your full spectrum of emotions.

Be a Role Model.Be a Role Model.Be a Role Model.Be a Role Model. Through the steadfast control of your emotions, you can be innovative, successfully take risks, and gain the trust of your employees.

■ The most prominent leaders have an aptitude for remaining composed in competitive situations and under mounting pressure and duress. Your ability to be aware of your emotions helps you to serve as a model of composure and ensures that employees feel secure and content to overcome any potential challenge.

■ Give seminars/workshops or hire an expert to teach employees about understanding emotions and the impact of their emotions on others.

Weigh the Evidence.Weigh the Evidence.Weigh the Evidence.Weigh the Evidence. As you are highly adept at understanding your emotions, you may have a tendency to be overly reliant on your emotional barometer to make decisions. Be mindful to incorporate objective evidence.

■ Intuition can only carry you so far. While a deal may feel right, data may not support the intended strategy. Be sure to seek counsel from colleagues, involve members of your team and emphasize facts to support your proposed course of action.

This section compares Emotional Self-Awareness with Reality Testing, Emotional Expression, and Stress Tolerance. The subscale that differs the most from Emotional Self-Awareness is Emotional Expression. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Emotional Self-Awareness(126) Emotional Expression(58)

Your Emotional Self-Awareness is higher than your Emotional Expression. You may expect others to be aware of how you are feeling, so make sure you are clearly communicating your feelings to them. Remember, expression is the way you showcase your emotional knowledge and it will have greater impact if it works in parallel with your awareness.

9999 54321-2.054321-2.054321-2.054321-2.0

What Your Score Means

Emotional Expression Constructive expression of emotions

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Think of Emotional Expression as the action part of the emotional experience. Leaders who effectively express their emotions use words and physical expressions to convey their feelings in a way that is not hurtful to others. AYA MAHMOOD, your result indicates you may have difficulty bringing emotions to the surface and sharing your true feelings and opinions with others. Consider the following, which may be characteristic of you:

■ You don’t feel comfortable expressing certain emotions through words, facial expressions, or body language. ■ You use a limited emotional vocabulary to describe your feelings (e.g., happy and sad, rather than elated and somber). ■ You may assume your team knows how you feel, so you appear guarded, and do not always put your emotions on display.

You scored below the leadership bar on Emotional Expression and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Expressing one’s feelings verbally and nonverbally allows you to build authentic relationships. Your style of expression may make it hard to inspire your team, and your relationships will tend to be superficial or at arm’s length. If you do not express your emotions, you are probably contributing to the creation of an environment where the team you are leading does not feel comfortable being open and honest with you. You may then miss crucial information. Though you may feel comfortable remaining in a poker-faced state, it is actually stressful for your team, especially when they need to share difficult or sensitive information with you.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Your result may mean that you are not fully contributing to a culture of open communication at your organization. If a culture of open communication is not consistently nurtured, you will be unaware of the feelings and opinions of employees that may be crucial for your decision- making processes. Furthermore, organizational and team goals may not be fully realized, as you tend to shy away from using strong emotions and captivating expressions to inspire your team to greater heights.

Connect your Emotions.Connect your Emotions.Connect your Emotions.Connect your Emotions. Utilize Empathy and cultivate your relationships to ensure you adequately express your thoughts and emotions. Before the next meeting with your team:

■ Review the agenda on your own, and write down your thoughts on each item; don’t assume your team already knows how you feel.

■ Use emotional vocabulary (anxious, excited, worried, secure, confident) to describe the state of the task and how you feel about next steps.

■ Select a few emotional comments to share at the meeting and hold yourself accountable to expressing them.

■ Continue making a similar list for every meeting and increase the number of emotional comments you share.

Center Stage.Center Stage.Center Stage.Center Stage. As a leader your emotional expression is constantly center stage, and therefore, it is critical that you have mastered both verbal and nonverbal cues.

■ Eye contact: this can help the other person see what you may be feeling.

■ Facial expression: this is another way to show your feelings (e.g., raised eyebrows can mean concern or worry, a smile conveys a positive impression).

■ Tone of voice: allow the other person to hear your emotions (e.g., a happy tone of voice, or a quieter, more concerned tone of voice).

This section compares Emotional Expression with Interpersonal Relationships, Assertiveness, and Empathy. The subscale that differs the most from Emotional Expression is Empathy. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Emotional Expression(58) Empathy(124)

Your Emotional Expression is lower than your Empathy. Ideally, effective relationships involve emotional reciprocity. By balancing the extent to which you empathize with others and express your own emotions, you create a better two-way channel for communication of thoughts and feelings.

10101010 54321-2.054321-2.054321-2.054321-2.0

What Your Score Means

Assertiveness Communicating feelings, beliefs; Non-offensive

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Picture a line between the words passive and aggressive. At the middle point of this line lies assertiveness, a place where you work with your team by finding the right words at the right time to express your feelings and thoughts. AYA MAHMOOD, you have a tendency to be more toward the passive side of this line, keeping opinions and thoughts to yourself, rather than sharing them openly with your team. The following characteristics may apply to you:

■ You may be seen as a supportive leader, but at the expense of expressing your beliefs and making tough decisions to benefit your team in the long run.

■ Since they don’t often hear your opinions and thoughts, your team is likely missing out on strong and confident guidance. ■ You might avoid difficult conversations that are an inevitable part of being a leader. ■ You have a lot to contribute, but you fear pushback on your ideas. ■ You work harder than most because you struggle to clearly articulate your needs to your team.

You scored below the leadership bar on Assertiveness and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your level of assertiveness suggests that your team may see you as a leader who shies away from voicing opinions and making decisions. In the constantly-changing nature of an organization, your team will appreciate hearing your thoughts, ideas, and opinions. Your team will look to you for direction and swift action, especially in situations where difficult decisions need to be made. Increasing your level of assertiveness will also help you to inspire your team and gain their buy-in for goal achievement and processes. A large part of leadership is championing for your team’s work and well-being. Your low level of assertiveness can hold you back from clearing obstacles and winning resources for your team.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Your lower assertiveness score may prevent you from motivating your team to achieve individual and team goals, effectively dealing with inter- and intra-team conflict, and obtaining adequate resources needed for success. Increased levels of assertiveness will help you inspire and coach your team to reach their potential while pushing boundaries to address today’s business challenges.

Communicate a Vision.Communicate a Vision.Communicate a Vision.Communicate a Vision. This vision does not have to be large- scale. Take a look at the next task you will be leading your team through.

■ Write down a description of what you believe the final output will look like and the steps required to get there.

■ Make a checklist of the final features of the outcome, in very succinct, clear terms.

■ When meeting with your team, have copies of these and discuss them. For each point, practice assertiveness by being firm and direct, with no questioning or second guessing what you believe success looks like.

Gaining Support.Gaining Support.Gaining Support.Gaining Support. Prepare ahead of time when you need to secure resources for your team.

■ Make a list of what you need and why. When you have the “why” determined, you will feel much more confident sticking to your guns in a battle over resources.

■ Mark down your essentials (resources you cannot give up on). ■ Use this list as a reference to guide you when meeting with

other decision-makers in the company.

This section compares Assertiveness with Interpersonal Relationships, Emotional Self-Awareness, and Empathy. The subscale that differs the most from Assertiveness is Emotional Self-Awareness. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Assertiveness(86) Emotional Self-Awareness(126)

Your Assertiveness is lower than your Emotional Self-Awareness. Creating balance here will enable you to better use emotional information to guide your assertiveness. When you have strong feelings about something, you should be more inclined to behave assertively. When you feel less strongly, you can back off.

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What Your Score Means

Independence Self-directed; Free from emotional dependency

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

AYA MAHMOOD, being independent means that you are capable of feeling, thinking, and working on your own, a critical skill that all great leaders have in common. Your results show that you are not regularly showcasing your independence; instead, you often look to others for advice, reassurance, and direction. As a leader, this approach can be particularly obvious when you need to make decisions. Although you do need to consult with your team and gain their buy-in, regularly passing on the role of primary decision maker can hurt the performance of your team and your reputation as a leader. Consider the following interpretation of your results:

■ You prefer to receive guidance and direction from others on many decisions you make. ■ Since you likely crave the approval of your team, you may not bring forth alternative opinions, which may mean the group is

determining the course of action without your input. ■ You may fear that the decisions you make for your team will prove to be a mistake, restraining risk taking.

You scored below the leadership bar on Independence and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your tendency to depend on others instead of operating autonomously means you may struggle to make quick, objective decisions — a critical skill for leaders. Your team is likely to find you open to their ideas and needs, and while on the surface this appears to be a great characteristic, you may do so at the expense of voicing your own thoughts and beliefs. Even though your team may not agree, sharing your personal and unbiased thoughts helps you be viewed as a leader and not as a follower.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. In conversations or meetings, you may find yourself adopting the same emotions or opinions as others in the room, or easily conforming to others’ decisions. When ideas are brought to the table, you may find yourself being more of a passive receiver than an active participant. As a leader, it is crucial to consider multiple ideas, explore each idea from a broad range of perspectives, and encourage your team to do the same.

Step Up.Step Up.Step Up.Step Up. The next time you have to make a decision, follow these steps.

■ Write down a list of people you can consult for advice. ■ Write a list of pros and cons for and against the possible

decisions. ■ Reach out for advice: if you have any additional information

for your list of pros and cons, integrate it now. ■ For options you wish to dismiss, write the reasons why. ■ Use the remaining pros and cons to make the final decision

from the options.

Enhance Your Confidence.Enhance Your Confidence.Enhance Your Confidence.Enhance Your Confidence. Holding on to convictions becomes difficult when we start doubting ourselves and the decisions we make. When you start second-guessing your decision:

■ Rewrite the problem you are trying to solve, considering the people and areas affected by the decision.

■ Check-in with trusted colleagues to ensure that you have not missed any information required for your decision.

■ Review the list of pros and cons you used in your decision- making process.

These steps will keep you focused on the task and give you the confidence you need in your decision-making.

This section compares Independence with Problem Solving, Emotional Self-Awareness, and Interpersonal Relationships. The subscale that differs the most from Independence is Emotional Self-Awareness. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Independence(70) Emotional Self-Awareness(126)

Your Independence is lower than your Emotional Self-Awareness. When these components work in harmony, your self-understanding drives feelings of self-confidence and enables independent behavior. As a result, your self-understanding and actions will not be unduly influenced by what others believe or think of you.

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What Your Score Means

Interpersonal Relationships Mutually satisfying relationships

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Leadership cannot exist without strong relationships. While you likely have solid technical skills, your ability to form strong relationships in your team is also important, especially to help weather difficult times. AYA MAHMOOD, you generally establish mutually satisfying and healthy relationships, although there is room for improvement. Think of interpersonal relationships as the medium through which you can gain buy-in, trust, and the resources you need to reach your goals. The more you strengthen your interpersonal skills, the better you’ll be able to engage your team in reaching common goals. You likely:

■ Focus on building relationships slightly less often than most people. ■ Are a somewhat approachable and sociable leader, however people would be more open with you if you further honed this skill. ■ Underestimate the potential of your team, hampering talent management and goal attainment.

You scored below the leadership bar on Interpersonal Relationships and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your Interpersonal Relationships result indicates that most of the time you work as a connected leader who coaches and mentors others to reach their potential. While there is still room for improvement, you value building authentic relationships that help your team to feel comfortable in sharing information and insight for decision-making. Develop this skill further by building connections beyond your comfort zone.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Most of the time, you use interpersonal and networking skills to gain resources for your team. You are likely able to make a mark on the organizational stage, impacting decisions with information sourced from a variety of relationships. Although there is room for you to broaden your relationships, you understand that mutually-beneficial relationships can help you gain the support that your team needs and create a positive team and corporate culture.

Recognition Goes a Long Way.Recognition Goes a Long Way.Recognition Goes a Long Way.Recognition Goes a Long Way. Remember to express recognition and celebrate individual and team success consistently.

■ Through simple acknowledgments, reward people for achievements, meeting challenges, and upgrading their skills and knowledge.

■ Do you know what kind of recognition your team members prefer? Not everyone likes a reward given in front of their peers.

■ Find opportunities to improve your interpersonal skills; walking around the office and engaging in team discussions can be a management practice to help you understand your colleague. These opportunities can help expose you to the type of recognition people prefer.

Building Trust.Building Trust.Building Trust.Building Trust. Building resilient and trusting relationships with all people, regardless of your feelings toward them, is crucial to navigating the political landscape of your workplace.

■ Identify the people with whom you have not developed a strong relationship. List areas of these relationships you’d like to improve.

■ Reflect on this list and explore what you have done to earn their trust. List what you think each person needs from you.

■ Next time you meet with these people, make note to confirm your perspective on their needs. Were you accurate or do they need something you had not thought of?

■ Arrive at an action plan to support one another on achieving common goals and needs.

This section compares Interpersonal Relationships with Self-Actualization, Problem Solving, and Independence. The subscale that differs the most from Interpersonal Relationships is Independence. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Interpersonal Relationships(94) Independence(70)

Your Interpersonal Relationships result is higher than your Independence result. These components work in unison by distinguishing the times when collaboration and group work is needed from times that require independent functioning. As a general rule, when tasks can be completed independently, it may be best to do so, leaving colleagues free to work on other tasks that they may be required to do.

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What Your Score Means

Empathy Understanding, appreciating how others feel

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

124

As a leader, the ability to manage relationships is your medium for transforming your team and taking the organization to new heights. Empathy, the ability to recognize, understand, and appreciate the way others feel, is a crucial component in building these strong interpersonal relationships. AYA MAHMOOD, your result indicates that your empathy is well-developed; you are probably described as an empathic leader, respecting your team’s ideas even when they differ from your own. Your “emotional read” on people is usually accurate, ensuring your team feels safe sharing important issues with you. With a result such as yours:

■ You are constantly “tuned in” to how your team is feeling. ■ You care about others, and take their feelings into consideration before acting. ■ It is easy for you to imagine how your team feels and you can predict their emotional reactions. ■ You could struggle to make tough leadership decisions (e.g., in relation to performance management) that have negative outcomes

for others, or you find it hard to stay objective when strong emotions are involved.

You scored well above average on Empathy and fall within the leadership bar.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Since empathy comes naturally to you, you are constantly watching for emotional reactions when resolving conflict, managing change, or making tough decisions. You have a good sense of your team’s emotional landscape and they feel comfortable sharing insights and feedback with you. Developed skills in Empathy can be especially useful for connecting with your team when trying to inspire and coach them towards innovative solutions.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. The need to feel heard and understood is in the core nature of all human beings. You use empathy to provide this validation and dampen defenses in times of conflict, stress and organizational change. You are likely to lead in a way that demonstrates care and compassion for the individual needs of people, adapting your approach to the different needs present on your team.

Watching a Pro.Watching a Pro.Watching a Pro.Watching a Pro. Remember not to confuse empathy with sympathy. Empathy doesn’t involve pity or coddling; rather, empathy, when used correctly, is your way of appealing to and understanding people’s emotions and driving action. Find someone who you believe is an empathic and yet efficient communicator.

■ Observe their communication style, taking note of how they balance their ability to remain empathic and respectful while achieving goals.

■ Examine your scores on Independence, Interpersonal Relationships, and Assertiveness to see how you can leverage other skills to further develop Empathy.

Focus on Growth.Focus on Growth.Focus on Growth.Focus on Growth. It is important to ensure that your empathy doesn’t get in the way of handling tough decisions. Being empathic helps you understand the perspectives of your team and others in the organization, however the role of a leader is to handle performance issues even where emotions are involved. The next time you have to handle a difficult conversation try the following.

■ Write down the intended outcomes; these will help you keep focus.

■ Write down what you want to say and rehearse it. ■ Listen and understand the reaction of others, but don’t allow

them to side track you. ■ As the conversation progresses, be mindful to bring the focus

back to the performance outcomes you initially identified.

This section compares Empathy with Emotional Self-Awareness, Reality Testing, and Emotional Expression. The subscale that differs the most from Empathy is Emotional Expression. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Empathy(124) Emotional Expression(58)

Your Empathy is higher than your Emotional Expression. Aligning these components of EI means taking other people’s feelings into account when expressing your own emotions. The goal is to express your feelings effectively while staying attuned to others, so that your expressions are more than just a reflection of the feelings of others.

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What Your Score Means

Social Responsibility Social conciousness; Helpful

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Social responsibility calls for leaders to act in a moral and responsible manner, promote the greater good, and be a strong voice in their teams, organizations, and communities. AYA MAHMOOD, your result suggests that while you have a foundation for being a socially responsible leader, you could benefit from finding ways to coach and inspire others more often than you do. You will benefit from recognizing the needs of other teams and your organization as a whole. Based on your result, you:

■ Can be socially conscious and are generally concerned with others’ well-being. ■ May need to better balance your needs as an individual with the needs of others and the greater good. ■ May not be compelled or motivated to help with societal and organizational issues. ■ Can take more responsibility by focusing on winning support and resources to achieve team goals and become more of a

champion for your team.

You scored below the leadership bar on Social Responsibility and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your result suggests that you balance your focus between yourself and those in your organization/ community. You are likely seen as an ethical leader, who regularly places your team’s goals ahead of your own personal agenda. That being said, under times of stress or competing pressures, you may not draw on social responsibility as much as you could, putting less effort into achieving goals for the greater good.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. You tend to be regarded as a key contributor in achieving organizational and community goals, working with and not against others to get the job done. At the same time, you lead everyone to achieve common goals and make a difference in society (e.g., recycle, volunteer). You likely promote employee engagement, morale, mentoring, and other development practices that help build talent in the organization, but it would benefit you to make these practices even more of a priority.

Start Coaching.Start Coaching.Start Coaching.Start Coaching. Being a successful leader means consistently helping your team members improve. This increases overall team potential allowing you to guide your team to new heights and innovative outcomes.

■ List your team members and the support that you currently provide for each of them.

■ Then list how you can further help your team (e.g., increase your budget for further training, provide opportunity to incorporate a new method).

■ What are some ways you could guide the team as a whole (e.g., team building activities)? Even if such activities take time and resources away from immediate activities, the net result will be improved collaboration and increased overall efficiency.

A Culture of Cooperation.A Culture of Cooperation.A Culture of Cooperation.A Culture of Cooperation. A team that works in collaboration works like a well-oiled machine. What have you done recently to promote cooperation within your team?

■ Conducting meetings to update the team will help them understand each others’ needs and promote an environment of information sharing.

■ Ask your team what other teams in your organization may need from your team (e.g., warehouse team might need product information).

■ Look for ways to incorporate community support activities into your team/organization (e.g., working with a charitable organization for your next team-building event).

This section compares Social Responsibility with Self-Actualization, Interpersonal Relationships, and Empathy. The subscale that differs the most from Social Responsibility is Empathy. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Social Responsibility(96) Empathy(124)

Your Social Responsibility is lower than your Empathy. To balance these components, feelings of empathy are considered in the broader perspective. When you have a concern for an individual, think about whether that concern also affects others. If so, think about ways that you can express your concern on a more global level. This may mean volunteering more of your time or becoming more involved in your community.

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What Your Score Means

Problem Solving Find solutions when emotions are involved

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Solving problems is an everyday reality for leaders. However, leaders need more than just problem-solving skills, they need to work with problems where emotions are involved and recognize how these emotions impact their decisiveness. AYA MAHMOOD, this is an area of emotional intelligence that you currently underuse, sometimes falling victim to your emotions during times when decisions need to be made. Leaders who score in this range may not actively tackle problems and may evoke a sense of doubt and uncertainty in their fellow workers. Your result indicates:

■ You may feel overwhelmed with the responsibility of making a decision, preferring others to make decisions for you. ■ You may struggle to keep a clear focus on the problem at hand. ■ Your team may see you worrying about a problem rather than implementing a solution.

You scored below the leadership bar on Problem Solving and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your result on this scale suggests that you are hampered in your ability to efficiently solve people and process oriented problems. Rather than leveraging emotions (e.g., happiness to spur creativity), you tend to fall victim to your own emotions, such as worry, anxiety, and fear. This tendency can result in feelings of paralysis and spending time worrying about a problem rather than solving it.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. You may appear indecisive, incapable, or unsure of yourself when faced with a problem to solve. Although you may eventually reach sound solutions, it is difficult for people to see you in a leadership capacity where decisiveness and execution are paramount. Organizational responsiveness and innovation may be dampened if you don’t quickly move into problem-solving mode.

Fresh Perspective.Fresh Perspective.Fresh Perspective.Fresh Perspective. Leaders need to examine problems from multiple angles in order to arrive at the best possible solution. How many different ways do you look at a problem when you are faced with one?

■ Involve your team (if appropriate) in brainstorming different perspectives of problems. How would other teams view the same problem? Your customers? Your competition?

■ Challenge yourself to come up with at least 5 fresh perspectives for a problem you are facing. Doing so will help move you into problem-solving mode as opposed to worrying about the problem.

Watch Your Limit.Watch Your Limit.Watch Your Limit.Watch Your Limit. While a comprehensive amount of information and considering many possibilities can be beneficial when solving a problem, too much information can leave you overwhelmed and paralyzed.

■ The next time you are stuck while solving a problem, break down the task into smaller chunks to simplify the problem and make it easier to move forward.

■ Categorize the information and the possibilities you are considering in order to limit the options. Remember to find a balance: too much information paralyzes you, while too little leaves you uninformed.

■ If the nature of your decision is stressful, your mental and emotional resources will be strained, so you may want to limit yourself to three options.

This section compares Problem Solving with Flexibility, Reality Testing, and Emotional Self-Awareness. The subscale that differs the most from Problem Solving is Reality Testing. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Problem Solving(86) Reality Testing(130)

Your Problem Solving is lower than your Reality Testing. To balance these components, be cognizant of the role that realistic and objective information plays in your decision making process, and find a balance between collecting information and making a firm decision in a timely manner. Some decisions must be made before all of the facts are in, and other decisions can be deferred until more information is available. To balance this area, recognize these different situations and act accordingly.

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What Your Score Means

Reality Testing Objective; See things as they really are

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

130

Reality Testing is a key contributor to how you make decisions as a leader, whether your approach is seen as grounded, objective and in touch with the work environment, or disconnected and biased. AYA MAHMOOD, your result on this subscale suggests that you have the ability to remain objective, stay tuned in to what is happening around you and provide clear, realistic direction to your team. By keeping your personal biases at bay, you likely make trusted and sensible decisions that organizational members can buy into. Your result suggests:

■ You are very unlikely to misinterpret critical information or allow emotions to color reality. ■ Each person and situation is unique; you can tailor your approach accordingly. ■ Your coaching and performance management discussions are likely unbiased and grounded in evidence. ■ You rely heavily on logic and evidence to reach a decision, even when they are at odds with your feelings and/or beliefs.

You scored well above average on Reality Testing and fall within the leadership bar.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your ability to see most situations objectively may lead you to make very black and white conclusions: something is right or it is wrong, there are no shades of grey. This sets you up to be a trusted and respected leader with clear ethics; people will seek you out for your realistic appraisal of a situation. Coaching and performance management conversations are likely to be securely grounded in evidence, so be careful not to dismiss good intentions and efforts when results aren’t meeting your expectations.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Because you frequently see situations as they really are (and not as you wish them to be), people likely turn to you for the hard facts, and you may be a key resource within the organization to make tough decisions. Leaders like yourself who can accurately size up external events and solve problems based on this assessment tend to be capable of greater achievements. Watch that your objectivity doesn’t get in the way of your creativity and willingness to set stretch goals.

Gut Checks.Gut Checks.Gut Checks.Gut Checks. Emotions occur for a reason—to provide us with information about an event. If you ignore them completely, you are missing out on crucial data that objective analysis cannot provide.

■ Try a few “gut checks” throughout your day. Reflect on how you felt about a conversation, resolving a performance issue, making a tough decision, etc.

■ Gut checks are particularly important for large decisions or meetings where you usually allow objective data (e.g., the vote was 10 to 4 in favor of pulling the project) to take precedence over what your emotions tell you (e.g., Karen sure looked hurt when her project was cut).

■ Leaders need to be particularly attuned to the emotional information present in their relationships; ignoring it will likely alienate individuals and form rifts that make it difficult to get work done.

Opening the Books.Opening the Books.Opening the Books.Opening the Books. Keeping up-to-date data at your fingertips will ensure you have objective information ready to fuel strong decisions and goal-setting processes.

■ Provide yourself and your team with critical business unit or departmental data (e.g., profit and loss, sales, product development costs) to make intelligent decisions with your team.

■ Information is seen as a form of power and can combat the tendency to color reality with our own personal biases. Instill this power in your team. Validate theories and assumptions, and avoid targets that have no basis in hard data.

This section compares Reality Testing with Emotional Self-Awareness, Self-Regard, and Problem Solving. The subscale that differs the most from Reality Testing is Problem Solving. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Reality Testing(130) Problem Solving(86)

Your Reality Testing is higher than your Problem Solving. Balancing these components requires attention to emotional information that can lead to timely decisions. Reality Testing is about being grounded and practical, however the best solutions involve integrating objective information with people factors, negotiating and managing emotional responses, and taking swift action when needed.

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What Your Score Means

Impulse Control Resist or delay impulse to act

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

103

Impulse control is the ability to think before acting and to show restraint in the face of impulses and temptations to act. AYA MAHMOOD, your result is indicative of a leader who is more composed and restrained than impulsive. You are likely seen as a steadfast leader whose methodical approach to decision making steers you clear of rash conclusions and impatient behavior. You could still improve in this area, by determining the types of situations in which you are more impulsive than you wish to be. Your result may indicate:

■ That you have control over your behavior, rarely falling victim to impulses or temptations. ■ You have a very deliberate leadership approach, taking the time to weigh pros and cons before you act. ■ You show patience when working with your team, and this likely helps you coach and mentor your colleagues to attain higher

performance.

You fall within the leadership bar on Impulse Control.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Leadership requires flexibility, but it is an astute focus and deliberate planning that result in corporate buy- in. You are likely respected for your ability to stay the course and think before you act. There is still room to improve your impulsivity, particularly in times of stress or extreme temptation. In which situations is it hard for you to resist your impulses to act?

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Your capacity to think first rather than respond reflexively likely contributes to a visible planning process across the organization. You prefer to weigh different options and proceed only after the pros and cons of each option have been evaluated. This approach allows employees to see how their efforts contribute to broader company strategies, and have faith that due diligence has been undertaken when strategies must change. Although you have good impulse control the majority of the time, there is room to improve by being consistently vigilant of when you are more impulsive than you wish to be.

Impulse Inventory.Impulse Inventory.Impulse Inventory.Impulse Inventory. As a leader, your impulse control is always on stage for others to see; if there are moments when you appear frustrated or impatient, this will impact how your team views your composure.

■ Conduct an inventory of what makes you impatient or impulsive. Think of the last couple of weeks of work—what reactions or conversations did you have that you wish you could take back?

■ Write a list of what triggered these more regrettable moments (e.g., stress, caught off guard, difficult personalities). Knowing specific triggers will help you plan to avoid them or practice your emotional response before they happen.

Admit Mistakes.Admit Mistakes.Admit Mistakes.Admit Mistakes. Even with our best intentions, frustration or impatience can sometimes get the best of us. Leaders who show integrity by owning their behavior and admitting to their mistakes recover from workplace slip-ups with less wear and tear than leaders who pretend the event never happened.

■ Particularly with your direct reports, openly admit to a moment of frustration and offer an apology. Don’t blame your behavior on anyone else or anything outside of your control.

■ Maintain a positive impression by talking about what you will do differently next time and ask for others’ feedback on your plan.

This section compares Impulse Control with Flexibility, Stress Tolerance, and Assertiveness. The subscale that differs the most from Impulse Control is Flexibility. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Impulse Control(103) Flexibility(71)

Your Impulse Control is higher than your Flexibility. These facets work most effectively together when you can embrace change, while being in control of your impulses and temptations. Good impulse control can alleviate susceptibility to impetuous change, but should not inhibit you from embracing change that is well planned and positive.

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What Your Score Means

Flexibility Adapting emotions, thoughts and behaviors

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Flexibility requires that you be able to modify your thoughts, emotions, and behaviors in response to change. AYA MAHMOOD, you appear to be less willing to adapt to transformation in the organization, which may convey a rigid and formal atmosphere and managerial style. You are likely to stick by your convictions even in the face of dissenting viewpoints, and although at times this steadfastness could be seen as a strength, it needs to be balanced with an openness to change. Your result suggests:

■ You do not tend to seek out new and engaging experiences. ■ You may use a “one size fits all” leadership style, and miss the benefits of adjusting to the individual needs of those on your team. ■ You may become mired in an individualistic thought process and may not incorporate colleagues’ perspectives on key issues.

You scored below the leadership bar on Flexibility and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your propensity to be unyielding and sticking to “tried and true” methods of operations may appear conservative and outdated. An adaptable approach is particularly needed by leaders to help manage external factors, such as changing markets, competition, and rapid advances in technology. In addition, flexibility is required to deal with the most important resource in the organization — its people. You may not appear to be as open to different points of view, which can lead to decisions that do not incorporate varying perspectives.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Change is a permanent fixture in most organizations. If you struggle to embrace change, you may not be able to actively solve issues or problems that can spontaneously surface. You may abide by and follow standard protocol at the expense of system-wide upgrades that help to fuel growth and productivity. If your team is more open to change than you are, they may not voice their opinions or innovative thoughts, because their feedback on process improvements is rarely incorporated.

Examine Your Emotions.Examine Your Emotions.Examine Your Emotions.Examine Your Emotions. Your emotions may be contributing to your resistance to change.

■ The next time you encounter a novel situation, write down the emotions that you are experiencing. For instance, some common emotions may be fear, anxiety, nervousness and/or panic. By gauging your emotional barometer, you help to identify the reason for your reticence to embrace change.

■ Try to pinpoint whether there is a valid and logical reason for experiencing these emotions. Recall the last time that you effectively dealt with change, and the sense of accomplishment and triumph that resulted.

Visualization.Visualization.Visualization.Visualization. Try to visualize the best-case scenario when dealing with change.

■ Similar to how athletes use guided imagery to train for an event, you can exercise your mental creativity and overcome your internal struggle with change. In great detail, visualize yourself embracing change and overcoming any potential roadblocks.

■ This visualization technique can be used in team meetings to brainstorm, and help you and those you lead to picture a desired goal and plan ahead for possible roadblocks.

This section compares Flexibility with Problem Solving, Independence, and Impulse Control. The subscale that differs the most from Flexibility is Impulse Control. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Flexibility(71) Impulse Control(103)

Your Flexibility is lower than your Impulse Control. When working most effectively together, impulse control will prevent you from making changes that are rash and unjustified. It should not, however, prevent you from making changes that are worth making even if they entail some risk. A good balance of these components will allow sensible changes to occur in a thoughtful way.

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What Your Score Means

Stress Tolerance Coping with stressful situations

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Stress Tolerance is the ability to effectively cope with and respond to stress and mounting pressure. AYA MAHMOOD, your result indicates that you are slightly less comfortable than most when dealing with challenging situations. Some difficulties may arise when deadlines are imminent. Nevertheless, you generally inspire confidence in your team concerning your capability to manage change and complex issues. Some characteristics of your result are:

■ You are able to achieve results when under pressure. ■ You are generally viewed as a resource who is equipped with effective coping strategies, although you could always add more to

your repertoire. ■ You may, at times, feel uneasy managing multiple competing priorities and goals.

You scored below the leadership bar on Stress Tolerance and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your even-keel demeanor is a tool that allows you to effectively weather most challenges encountered at work. To your direct reports, you are normally seen to calmly appraise a situation at hand, and show confidence in your ability to resolve issues. Regardless, there remain some times and trigger points when you may feel overwhelmed and unable to lead others through pressure and deadlines.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. While you are able to cope with the challenges that you encounter at work, at times you may not be able to make tough decisions under pressure. By developing your stress tolerance, your skill at handling conflict and at managing your emotions under situations of duress leads to problems being effectively solved. Be sure to balance your focus between the long-term growth of the organization and the use of short-term “band-aid” solutions. If you further stregthen your tolerace to stress, others may see you as a resource when stressful events occur and may seek your counsel when they are unsure of the best course of action. Try to appear composed even when your emotions may cloud your judgment.

Exercise.Exercise.Exercise.Exercise. If you experience tension from a stressful circumstance, exercise will help ease the strain.

■ Exercise relaxes muscles and eases pent up energy, allowing you to redirect your focus.

■ Stress related illnesses are avoided and endorphins are released that help fuel concentration.

■ By maintaining a regular fitness routine, your reaction to stress will be mitigated with time.

Implement a Wellness Program.Implement a Wellness Program.Implement a Wellness Program.Implement a Wellness Program. Organizations that invest in stress management initiatives help fuel a productive workforce. Major overhauls are not necessary, as small initiatives can have a major impact.

■ Diet can have a substantial effect on one’s ability to cope with stress. For instance, if the organization has an on-site cafeteria, a good recommendation is to replace unhealthy food with fresh fruit and vegetables, host a cooking class, or have a team potluck encouraging healthy eating and socializing.

■ Employees can be encouraged to take a yoga or tai-chi class during their lunch hour at a subsidized rate.

This section compares Stress Tolerance with Problem Solving, Flexibility, and Interpersonal Relationships. The subscale that differs the most from Stress Tolerance is Flexibility. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Stress Tolerance(97) Flexibility(71)

Your Stress Tolerance is higher than your Flexibility. Balancing these aspects of EI involves using coping mechanisms to deal with stressful situations while they are occuring. It also means changing tactics if the stressful situation has not been overcome. Waiting out stressful events may work but is not typically the best strategy. To facilitate a more active approach to dealing with stress, identify one small thing that could be changed about the stressful situation and push to change it. However, even the most stress tolerant people need to adjust to their surroundings to avoid burnout.

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What Your Score Means

Optimism Positive attitude and outlook in life

Leadership Impact Strategies for Action

Balancing Your EI

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

Optimism, the ability to remain positive despite setbacks, is a crucial differentiator between successful leaders and others in the workplace. It permeates almost every application of EI, from helping you persevere, to motivating and inspiring colleagues. AYA MAHMOOD, your result is indicative of a leader who is slightly less likely than most to view work and life in a positive light. The result also indicates that you are not so overly optimistic that you are blind or naïve to the realities of life. Some characteristics of your result are:

■ You approach leadership with enthusiasm and gusto, although you may have moments when you are less hopeful. ■ You typically motivate colleagues to achieve success; however, there are times when you could be more optimistic in your goal

setting. ■ You generally believe that setbacks are temporary and can be overcome.

You scored below the leadership bar on Optimism and could benefit from strengthening skills in this area.

Leadership Implications.Leadership Implications.Leadership Implications.Leadership Implications. Your moderately optimistic stance permeates your leadership style and helps you view most situations as malleable and controllable. By further developing your sense of optimism, when you encounter adversity, you will be able to overcome the challenge, learn from the situation, and inspire others to do the same. While you are able to set an inspiring mission and vision for the organization that produces results and productivity, this ability can be enhanced.

Organizational Implications.Organizational Implications.Organizational Implications.Organizational Implications. Given your generally optimistic outlook, colleagues can emulate your disposition and use you as a role model when encountering tough situations. For the most part, the organization prospers under uncertainty, and these situations are viewed as transient and easily overcome. Generally, your team perseveres at solving problems as they arise; however, you could benefit from demonstrating even more optimism to ensure colleagues are inspired to continue to actively tackle problems.

Modify Your Language.Modify Your Language.Modify Your Language.Modify Your Language. Monitor your speech, as the words you use can either create a positive or negative ambiance.

■ In a meeting, take note if you play the role of “devil’s advocate.” Do you often criticize others’ ideas or solutions without weighing the evidence?

■ The next time a colleague proposes an initiative, take the time to consider their perspective and their contribution.

■ Temper your initial reaction with positive statements (e.g., “that sounds promising,” and “did you consider the alternative”) to help boost your positive mindset.

Focus on Your Strengths.Focus on Your Strengths.Focus on Your Strengths.Focus on Your Strengths. Capitalize upon your talents to introduce positive emotions in your way of thinking.

■ Every leader is endowed with strengths and weaknesses. The key is to focus upon your strengths. For instance, if you are adept at public speaking, volunteer to deliver presentations at the next meeting.

■ When appropriate, delegate tasks in which you do not excel to your colleagues who may be more specialized in a certain area of expertise. By focusing on your strengths, you are better able to leverage your skills to their full extent, which will aid in fostering a positive outlook.

This section compares Optimism with Self-Regard, Interpersonal Relationships, and Reality Testing. The subscale that differs the most from Optimism is Reality Testing. Improving the interplay between these subscales is likely to significantly impact your overall emotional intelligence.

Optimism(98) Reality Testing(130)

Your Optimism is lower than your Reality Testing. To balance these components, use objective information and facts to inform, strategize, and inspire dreams and visions for the future. Although there are times when you must change course entirely, don’t give up if there is still a reasonable chance to succeed. Consider all possible courses of action before revising goals.

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How to Use this Page

Well-Being Indicator Satisfied with life; content

Happiness includes feelings of satisfaction, contentment and the ability to enjoy the many aspects of one’s life. It is different than the other EI abilities in that Happiness both contributes to, and is a product of, emotional intelligence. As such, your result in Happiness is like an indicator of your emotional health and well-being.

Your Happiness result is shown on this page, linked to your results on the four subscales most often associated with Happiness.

Because Happiness is so interconnected with all EI abilities, you may find further development opportunities if you explore how the remaining subscales contribute to your level of Happiness, and vice versa.

Happiness

Self-Regard Optimism

Interpersonal Relationships Self-Actualization

Name: AYA MAHMOOD YOUNUS

70 90 100 110 130

Low Range Mid Range High Range

107

AYA MAHMOOD, your result in Happiness suggests that more often than not you feel satisfied with your life, and generally enjoy the company of others and the work you do. You may:

■ Have fun at both work and play while participating in activities you enjoy. ■ Be seen by your team as likeable and pleasant to be around. ■ Have to occasionally manage your discontentment with certain aspects of your life.

Although you have no low scores in the four subscales typically tied to Happiness, you should examine other lower scoring subscales (Emotional Expression, Assertiveness, Independence, Problem Solving, and Flexibility) which may be holding you back from experiencing greater happiness. What goals can you set as a leader to help improve these lower scoring subscales?

Happiness is a by-product of believing in oneself and living according to your own values and standards. Your high level of Self-Regard helps to promote positive feelings about oneself, confidence, and enhanced life satisfaction and happiness.

■ How do you envision success in your leadership position? Are you reaching the pinnacle of success?

■ What are some strategies you have used in the past (e.g., positive self-talk) to be confident and self-assured?

(123) In the face of setback and disappointment, the ability to recover and claim a happy state is contingent on one's level of optimism. Your results suggest you are optimistic and hopeful most of the time, but perhaps you could use this outlook more frequently so that your happiness becomes even more personal, permanent and justifiable.

■ What are some steps to demonstrate your positivity in a more active/overt manner?

■ Do you monitor your perspective and analyze how it affects your achievements?

(98)

Well-developed relationships serve as a buffer from the negative effects of life’s daily demands. Your result suggests that your relationships are fulfilling for the most part, but there may be times when you need more encouragement and support from those around you.

■ Are there particular relationships at work that could be improved to increase harmony?

■ Do you feel as connected as you need to be with your team? If not, what steps can you use to improve the relationship?

(94)

Happiness comes from a willingness to learn and grow on a journey aligned with your values. Your result suggests a good level of self-actualization, but further development in this area will help to promote feelings of achievement and overall happiness.

■ What responsibilities in your current leadership role allow you to feel self-actualized?

■ Can you identify ways to spend more time on those specific activities (e.g., by delegating other tasks to colleagues)?

(96)

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Write down up to three EI skills or behaviors that you would like to further develop (e.g., “reflective listening” to build empathy, or “recognizing how my body reacts to stress” to raise emotional self-awareness). The SMART goals that you outline in the template should help to strengthen these EI skills and behaviors.

Write down up to three overall qualities that you would like to have (e.g., integrity, providing clear leadership, team player, clear communicator). In some way the goals you outline in this action plan should help you achieve the overall qualities you identified.

The steps you take towards achieving your EI goals will determine whether or not success is realized. Use this step-by-step activity plan to help guide you closer to your goals. Remember to use the SMART goal setting criteria for each goal.

Transfer your SMART goals into the action plan template below.

I commit to this action plan . (signature)

SMART Goal

Time Frame Potential BarriersBenefits Measure of Success Support and

Resources Needed

Action Plan

Practice active listening

Today, especially in one on one meetings with my direct reports

Improved interpersonal relationships, empathy with my team. Increased employee engagement.

- Feedback - 360 results increase

Direct feedback from my team

Obtaining honest feedback can be difficult. Time – don’t cancel one on one meetings – demonstrate the importance of regular touch points

S PECIFIC M EASURABLE

A CTION-ORIENTED

R EALISTIC

T IMELY

Name: AYA MAHMOOD YOUNUS

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Your Signature Your Coach’s Signature

My Personal Development Goals

My action plan includes the following goals: Due Date

EI Development Commitment A Development Commitment is a tool to help hold you accountable for accomplishing the goals outlined in your action plan. As we all too often know, our plans for personal growth and development often fall by the wayside when we get engrossed in work and our

organization’s demands win the competition for our time and attention. By outlining your objectives here and leaving a copy with your coach you are increasingly more accountable to reach your personal goals.

Name: AYA MAHMOOD YOUNUS

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Managing conflict of any kind can be a frustrating task for most of us. For leaders, resolving some sort of conflict is usually the norm rather than the exception. From competing resources and deadlines, to new project teams, mergers, and managing through organizational change, leaders are continually required to flex their interpersonal conflict management skills.

In addition, more and more of the work we do today involves multiple teams to reach organizational goals. The increased need for clear communication and role clarity between teams will help to ease potential conflict, and if navigated well, can provide team members with the opportunity to be innovative, take risks, and increase productivity.

As a leader, you may find the tips below can help you to leverage your emotional intelligence skills in times of conflict.

Manage yourself first…

1. Listen to yourself with purpose.

Leverage Emotional Self-Awareness skills to recognize your reactions, thoughts, and feelings regarding the conflict at hand. What are your thoughts about the conflict; the way it has been handled thus far and what can be done to get through it? What frustrates you about it? What is good about it? Remember, even though it may feel personal at times, the conflict is often not about you. Pay attention to how you feel and bring the

focus back to the issue.

2. Timely expressions of yourself. As a leader, your emotional expressions are always in the limelight, and while some situations call for instantly expressing yourself, most require a more deliberate and controlled expression. Your genuine expression and authenticity will be appreciated by others—especially when it is timely and constructive. Along with the awareness from Tip #1, utilize your Emotional Expression and Impulse Control skills to make the conscious decision to express yourself in a constructive manner, thinking through the outcome you expect from your expression before you express it.

…manage others second.

3. Empathy in conflict management? Yes! So much so that without empathy, conflict would bring nothing but harm to your team and your effectiveness. Use your Empathy skills as a tool to bring down the temperature of the situation. Listen to the other side attentively

and genuinely—make it “their” time. Even if you disagree completely with the other side, find ways to express your genuine understanding (e.g., how frustrating the situation must be for them; the amount of effort being dedicated; how much is at stake for them). Validation in this way can be the single most powerful tool to get others to pull back their defenses. If the conflict is within your team, take the time to truly listen to each individual. The time spent will be a rewarding investment.

4. Conflict resolution management. Note that the title of this article is conflict management—not conflict resolution. Yes, there will be situations that call for immediate action, and you will need to make use of the authority behind the position you hold at your organization. For others, try simply managing the conflict as opposed to resolving it. Leaders usually have the tendency to jump right into problem solving mode, especially when problem solving skills are second-nature, or it seems easier to solve it yourself than allow others to do so. Make the conscious decision to use Impulse Control skills and apply your Problem Solving skills at a different level—manage the conflict as a leader and use it as an opportunity to develop your team. Use your Interpersonal, Stress Tolerance, and Optimism skills to guide and develop your teams to find innovative solutions to the conflict they experience. Provide them with the latitude to generate solutions and then review the best course of action with them. Remember, conflict can be a good thing! Learn to manage its destructive potential and harness its constructive energy.

Leadership, Conflict Management, and Emotional Intelligence

Name: AYA MAHMOOD YOUNUS

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Meet Harriet, Senior Vice-President of Communications at a multi-national Fortune 500 corporation. As she interacts with stakeholders in different time zones, her day begins at the crack of dawn when she checks her work email. After eating a hurried breakfast and dropping her children off at school, the rest of her workday consists of a slew of meetings, intermingled with bursts of brainstorming and team debriefs. In the rare occasion that a spare moment presents itself, editing and sign-offs are slotted in throughout the day. Her biggest problem is time pressure, as she finds it difficult to complete an ever-growing list of competing priorities. Her harried, multi-tasking lifestyle prevents her from being fully present and engaged in her work and personal life. Recently, Harriet has encountered health problems, such as rapid, irregular heartbeat, headaches, and aches and pains throughout her body. Because of these issues, her children are often let down when she can’t attend their after-school sporting events.

Harriet’s situation is endemic throughout organizations, and costs companies billions annually in lost productivity. In our globalized economy, pressures to accomplish more with fewer resources, and our hurried, frantic lifestyles are causing leaders to sacrifice their health to complete a long list of seemingly endless responsibilities. Aside from the personal toll, families may feel disappointed and neglected as interpersonal contact steadily decreases.

For today’s time-pressured leader, the following is a guide to harness EI skills to strike the elusive work-life balance:

Keep work in perspective Work is an essential component for leaders in organizations. Nevertheless, it should not consistently overtake other responsibilities. Use Reality Testing skills to maintain an objective view of your schedule and your various obligations (professional and personal).

Temper unrealistic expectations Leaders are only capable of taking on so much before physical and emotional resources deplete. Use Emotional Self-Awareness to gauge emotional reactions to unfeasible demands, which can serve as a trigger to adopt a more efficient/streamlined schedule.

Set boundaries and leave work at the office When work continually encroaches on a leader’s personal life, quality of life suffers to the detriment of Happiness. Use Assertiveness to ensure that discontent with work volume is vocalized as much as appropriate, and implement Flexibility to secure breaks at lunch and in the evenings/weekends.

Change your mindset Leaders frequently feel compelled to shoulder a great deal of responsibility to achieve the strategic vision of the organization. Use Problem Solving to alleviate strain, and leverage Optimism to alter perspective (adopt the mindset “this too shall pass”).

Meditate and exercise When pressure mounts, leaders often focus their priority on achievement and neglect their well-being. Meditation and exercise boost Stress Tolerance and Optimism, both of which help you to refocus attention and manage competing priorities.

Delegate Harness the power of delegation; assign tasks to your team to alleviate the burden of competing deadlines. Leverage Interpersonal Relationships to identify those who can shoulder some obligations, or those who need exposure or development in a particular task, and use Flexibility to ensure fair distribution of work.

Prioritize responsibilities Leaders must ensure that duties are prioritized according to importance, and tackle obligations in order of impact on organizational goals. Use Reality Testing to address the most significant issues, and implement Problem Solving to create a plan to address tasks.

Ensure proper rest and community engagement Use Flexibility to ensure you receive proper sleep to help reframe challenging situations, and leverage Interpersonal Relationships and Social Responsibility to participate in community engagements that buffer the effects of competing priorities.

Indulge in your passions Leaders devoid of hobbies or extra-curricular activities are not well-rounded, which can prevent a holistic or alternative view of the organization. Use Independence and Self-Actualization to identify interests and ensure that you engage in these pursuits.

A Leadership Guide to Striking the Optimal Balance

Name: AYA MAHMOOD YOUNUS

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Take a quick survey of all the people you work with on a daily basis. Chances are you interact with people representing every generation: Baby Boomers, Generation Xers, and the latest addition to the workforce, Millennials. Although generation gaps have always been present in the workplace, never have we encountered such differences in values, communication styles, and expectations of leadership mixing together on the company stage. By leveraging your EI skills, you can capitalize on the dynamic work environment created from this mix of generations, while minimizing the tension that can arise when different expectations are present.

Leverage Empathy and Flexibility in order to manage the generation gap. Here are some suggestions:

The table below outlines some common trends for each generation. These characteristics may help you uncover the root of different expectations and preferences amongst your team. However, use your Interpersonal Relationships skills to form solid bonds with those you lead and get to know them personally; generational stereotypes should never replace healthy conversations between a leader and his or her team.

- View your leadership style from the perspective of each generation, then from the perspective of each individual.

- Ask questions to uncover what your team members value and what motivates them.

- Value each person as unique and having individual needs, regardless of the generation they belong to.

This generation…

Baby Boomers

• born between 1946–1964

Generation X

• born between 1965–1981

Millennials/Gen Y

• born after 1981

- structured and systematic, like performance reviews

- face to face

- face to face, or email

- clear, direct, and transparent as they tend to be slightly skeptical

- instantaneous

- transparent

- about strategy and vision for the company

- technology based, like instant messaging

- expertise and experience

- institutional and political knowledge

- social contributions and loyalty

- efficiency

- work/life balance

- security

- fast-paced work environment

- empowerment

- creativity, innovation

- hyper-connectivity

- separating professional and personal life

- building strong relationships and networks

- working independently

- learning on the fly

- multitasking

- working with others, team work, socializing

- doing what’s meaningful and has purpose

prefers communication that is….

values things like… approaches work by…

- Be tolerant of different tactics/approaches for communication. Show that you are open to using different methods for communication.

- Accommodate different learning styles amongst your team, and offer them alternatives (i.e., mentoring, e-learning, hands on training).

- Keep an open mind to alternative or innovative approaches to work. Your way may not be the only way.

Leading a Multigenerational Workforce

Empathy Flexibility

Name: AYA MAHMOOD YOUNUS

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