FAQs

EQ For Individuals

EQ stands for emotional quotient. The best way to learn about emotional quotient is by getting answers to the following questions

Psychologists have evolved different perspectives and definitions of emotions. In simple language, an emotion can be considered to be the reaction of our body and brain to events, things, people and situations that have some significance to us. The nature of signficance determines the type of emotion that you will experience e.g. if the event is threatening then the emotion is fear, if it is something harmful that you wish to destroy then the emotion is anger, if it is something that you don't like then it is disgust, if it is something interesting then the emotion is curiosity, etc. There are different types of emotions, and the experience of an emotion comprises of thoughts and feelings that are typical of the emotion and may include bodily response such as trembling, rapid heartbeat/breathing, sweating, etc. ) and behavioral reaction in the form of some action and/or verbal/non-verbal response.
Enthusiasm, expectation, hope, determination, curiosity, eagerness, concern, doubt, anxiety, impatience, caution, fear , panic, indifference, irritation, disgust, annoyance, anger, rage, regret, guilt, remorse, awkwardness, embarrassment, shame, surprise, amazement, bewilderment, shock, appreciation, admiration, pride, reverence, relief, satisfaction, joy, elation, euphoria, disappointment, dismay, dejection, sadness etc.
Emotions are important because emotions drive our behavior. Behavior is what we say, what we do, how we say and how we do it. Behavior is governed by thoughts, feelings and on the habits of thoughts and feelings. Our behavior, or lack of it, has direct impact on the outcome of a situation.

While it may not be desirable to always control our behavior, we certainly want to be more thoughtful, reasonable, goal-oriented and deliberate in using our behavior to solve problems and take important decisions in critical day-to-day situations with the right balance of reason and emotion. Emotions and reason, more often than not, arise from past experiences, affecting the way we analyse our present problems.

Paying attention to our emotions and thoughts in a systematic way will help us gain knowledge about the manner in which our thoughts and emotions interplay in the way we define and solve problems in achieving our goals. Then, by systematic intervention we can drive this interplay to get the outcomes that we desire, by defining the problem and solution more objectively.
There are many defintions of Emotional intelligence. A more popular one defines it as the ability to monitor one's own and other people's emotions, to discriminate between different emotions, label them appropriately and to use emotional information to guide thinking and behavior.

At growEQ, we use a slightly different definition that has enabled us to create a model that can be practically implemented to cultivate and enhance one's emotional intelligence with every experience. Our definition of Emotional intelligence goes as follows "It is the ability to notice and identify feelings, to know thoughts, yours and those of others, and to use this knowledge to act and react in a manner that helps you to achieve your own goals and mutual goals with others".

The basis of our definition is the fact that thoughts and feelings are intricately related in a way that drives our actions and reactions. It's desirable that this thought-feeling-behavior link takes us closer to our goals, and not away from them. Therefore, when faced with failure in the present, or it’s likelihood in the future, with respect to achievement of any goal, it is helpful to notice and examine your actions/reactions, in terms of your thoughts, feelings and consequent behavior and its impact on goal-achievement. The only way you can influence the goal, in the present or in the future, is through your behavior which flows from your thoughts and/or feelings, and which are the only things that you can directly control. E.I skills enable you to notice, examine and change thoughts and feelings in a way which moves you towards, rather than away from goals. It also takes into consideration the fact that the acheivement of a goal that has any signficance will require co-operation of others and hence your co-operation in achievement of their goals also becomes important. Hence the emphasis on achievement of "mutual goals".
Emotional quotient means "a measure of emotional intelligence". While the benefits of E.I. are not disputed, the fact remains that there is no universal agreement of what the term emotional intelligence should include and what it should not. Hence, there is no universally accepted measure of emotional intelligence. However, it is generally accepted that the term "improving one's emotional quotient" means "improving one's emotional intelligence"
There are many benefits of emotional intelligence. Firstly, you are better able to set and achieve goals for your self as you are able to identify disempowering thoughts and feelings and change them to work with more resourceful ones.

Secondly, you are better able to manage the stress arising when emerging outcomes deviate from goals. With emotional intelligence you know the link between the stress, and your thoughts and feelings. You are also able to know stressful thoughts and notice difficult feelings as they occur inside you. You are equipped to change such thoughts and feelings to those that are more comfortable to work with.

Thirdly, EI brings more awareness and objectivity so that you are able to take the actual reality of a situation and see it from various standpoints different from yours. This creates more choices of how you want to deal with the situation. Thus, you take better decisions when grasping and solving problems, and if decisions do go wrong, then you are in a position to learn from the consequences of your decisions and take your share in the ownership of the consequences. With more ownership, you are less likely to blame others for negative consequences. With greater objectivity comes greater awareness of the thoughts and feelings of others so that you are more likely to come out with solutions that are acceptable and agreeable to others. This coupled with greater ownership of consequences gives you greater credibilty with others who are therefore likely to trust you more, creating stronger, mutually beneficial relationships.

Thus, emotional intelligence enables better goal-achievement & stress management, better decision-making and problem-solving, personal effectiveness and better relationships
Emotionally intelligent individuals have six distinct abilities: empathy, assertiveness, goal-orientation, self-awareness, self-alignment and impulse control.

Empathy is the ability to know the thoughts and feelings of others. It is manifested in your communication with others as you try to seek and know their point of view, their feelings, their goals, whats important to them and in how you communicate your understanding about all this to them. The important point in empathy is that your response to other people's communication should make them feel expressed and understood. Thus empathy has two components: understanding and communication of understanding.

EI requires assertiveness - the ability to express your own thoughts, views, ideas, feelings, opinions and goals without violating the rights of others. This involves being able to protect your own rights and the ability to say No.

Goal-orientation involves setting goals and working towards acheiveing them with others without undermining their goals.

Self-awareness is the ability to accurately identify your feelings and know the thoughts that produce these feelings. Self-awareness also involves knowing how your thoughts and feelings affect your actions and reactions and the impact of such actions and reactions on the world outside you and the results that you get back from it.

Self-alignment is the ability which enables emotionally intelligent people to question their own thoughts and perceptions when required, and to be able to produce and use thoughts that lead to goal-oriented behavior.

Impulse control is the ability to prevent or delay an impulse, drive or tendency to act or react without thinking.

Empathy, assertiveness, goal-orientation and impulse control are clubbed together under what are known as Interpersonal skills whereas self-awareness and self-alignment are part of intrapersonal skills. Lack of intrapersonal skills can hurt a person with good interpersonal skils when he is faced with entirely new, overwhelmingly different type of situations. Similarly lack of interpersonal skills can make a person quite self-centred and removed from external realities of social and physical world.
In our training programs you learn about emotional intelligence and the techniques that you can use, on a day-to-day basis, to develop your emotional intelligence.

In these programs you also undergo our proprietory assessment process, the result of which will help you know your current level of emotional intelligence.
Our training workshops will help you know, understand and experience different facets of empathy, assertiveness, goal-orientation, self-awareness, self-alignment and impulse control. At growEQ, we have pioneered a unique, iterative, 6-step methodology that we call as RD-DNIP in which you can use day-to-day events as learning experiences to develop self-awareness and self-alignment in order to become more empathic and assertive. Our workshops will expose and orient you to the entire RD-DNIP cycle in a gradual step-by-step manner.



EQ For Organizations

Consider these situations: selling to achieve targets, serving the customer to delight and earn loyalty, managing a tough channel partner or vendor or contractor, dealing with a difficult sub-ordinate or boss or peer, managing conflict within a team or between teams/departments, managing a performance appraisal with sensitivity and clarity, keeping life balance ... all of these situations involve emotions. In all cases the quality and even quantity of effort will be determined by the emotions of the persons involved. Even the manner in which the person deals with the success or failure of his efforts, and hence his learning, will inolve emotions in a significant manner.

An emotionally intelligent employee is more objective, rational and pro-active. He is able to know, understand, resolve and channelise emotions balancing them with practical logic. He is clear about his own thoughts, feelings and goals which makes him able to take goal-oriented decisions and actions, and hence he is able to take responsiblity for the same.

Thus, by training employees in the right techniques for developing their emotional intelligence, the organisation is investing in the most precious resource by putting in place a very important process. The resource is emotions of each employee and the process is of managing these emotions by the employee himself.
Lesser attrition rate due to increased employee satisfaction
More productivity due to better stress management
Better implementation of policies, plans, strategies and processes as employees are more open, proactive and better tuned to learn and to adapt
Better co-ordination between and within departments and teams
Life balance among employees
Stronger partnerships with customers, vendors, suppliers, contractors and other stakeholders.
Healthy leadership pipeline.


Emotional Agility

The idea of emotional agility was popularised by Dr. Susan David of Harvard Medical School. Emotional agility means “being flexible with your thoughts and feelings so that you can respond optimally to everyday situations”. The word “optimally” can be understood as meaning “according to goals and values”
With emotional agility it becomes possible to be aware of your thoughts and feelings, examine them and de-intensify strong, dysfunctional feelings to functional ones. It helps you to think logically, instead of impulsively, so that you are in a better position to define your problems objectively, and take decisions which are more in accordance with your goals and values.
Solving problems requires use of logical thinking, problem-solving and decision-making abilities plus knowledge of the matter at hand that could be related to job-role, career, business, relationship, health, finance, etc. However, when faced with unfavourable outcomes we often tend to react with dysfunctional emotions such as anger, frustration, sadness, anxiety, panic, frustration, guilt, shame, etc. This disrupts our ability to think logically, to define the problems objectively and to take workable decisions in the situation. Emotional agility helps us to deal with such emotions so that we may end the disruption that they cause and quickly regain our problem-solving ability.
Strong, dysfunctional feelings are caused when our beliefs turn irrational in unfavourable situations. Beliefs are life-long learning about how you yourself, and other people and things around you, should be, and behave. When beliefs turn irrational, we tend to rigidly impose our expectations on our self, on others and the situation. Developing emotional agility involves examining your beliefs, evaluations and thought distortions for irrationalities, and converting such irrational beliefs into rational beliefs. In our online training programs, you will learn specific exercises that you can practice every day, which will eventually turn into an ability to be flexible with your thoughts and feelings in everyday situations.
While emotional intelligence helps you to prevent problems by defining goals and working with others to achieve those goals, emotional agility helps you by preserving your ability to solve problems, or live through them, when they do arise.


Executive Coaching

In order to perform well in any task or job or role or in any human endeavour, a person must have the potential. In the words of Timothy Gallwey – a Harvard Educationist and the pioneer of Coaching – “Coaching is unlocking people’s potential to maximise their own performance”. Potential comes from knowledge, skill, past experience, etc. and it can get locked because of inhibiting attitudes, beliefs and values about self, about the task or about anything else associated with the task. A Coach helps the Coachee to examine and ascertain his own goals, assess his own potential for it and helps him to devise and take actions that will enhance that potential so that the goal may be achieved. The goal may be related to professional life, personal life, social life, health, family, career, finance, and so on. In fact, it can be in any area where the Coachee is not able to make progress. A good Coach does this, not by offering solutions and advices, rather by asking exploratory, un-intrusive questions, and listening to the answers without judgement. The Coach, guaranteeing confidentiality, acts as a soundboard, thus building a trustful alliance in which the Coachee, not restricted in his thoughts, can take risks, think innovatively and come out with his own solutions. The Coach then encourages and supports the Coachee in taking the solution forward, reviewing the outcomes and devising further actions.
The art and science of Coaching originated in the field of sports, more specifically from the sport of tennis. Foundations for the field of Coaching were laid in mid-seventies when Timothy Gallwey, a Harvard Educationist, published his learnings as a tennis instructor while on a sabbatical, in a book titled “The Inner Game of Tennis”. The immense success of the book prompted a series of best-selling Inner Game books which set forth a new methodology for the development of personal and professional excellence in a variety of fields including golf, music, work and stress. Soon enough, Tim was asked by corporate chiefs to apply the same methodologies to help bring about change in corporate work.
It is the Coaching provided by an external Coach to employees working in an organisation so that they can improve their performance. Organisations may provide the Coach to employees who are recently promoted and are unable to cope with the demands of the new role, or to those whose performance is sliding in the current role. Sometimes the employee could be a star performer who is not able to gel with others in the organisation, or is intentionally or otherwise creating problems for other employees hurting team productivity. The employees could range from front-line workers to top-most level executives.Executive Coaching works because the Coach comes as a neutral outsider without any vested interest or bias or prejudice that may come while interacting with someone from within the organisation. An important condition for Executive Coaching to work is that the Coach succeeds in forging a trustful alliance with the Corporate Executive, without which the Coaching is not likely to be effective. At growEQ, we have devised a system to ensure immediate feedback after every session which gives the Coachee an opportunity to express the impact of the Coaching session, and whether or not he would like to continue the alliance. This feedback also helps the Coach to fine-tune his approach and style.
For a manager to play the role of a Coach, it is important that he recognizes the fact that from Coaching perspective there are three types of sub-ordinates in his team:

1) Those who are able to successfully do the tasks assigned to them, and want more responsibilities

2) Those who want to do the tasks assigned to them, to learn and grow but are not able to do so due to some unknown blocks

3) Those who are not doing the assigned tasks or are doing things they are not supposed to do.

For the first two categories a judicious mix of Coaching and mentoring is called for. For the last category, an entirely different process is required to help such subordinates to change their behavior and this process by its nature can be used only by his manager rather than an outsider. Our research has yielded such a process and we are happy to train managers in the same. Our workshop titled “Coaching for Managers” trains corporate managers to use different people development strategies as mentioned above, based on the category of the subordinate.


Customised Interventions to develop a culture of coaching and feedforward

Apart from our regular offerings i.e. workshops and executive coaching, we also design customised training programs and other interventions according to your specific needs. We will discuss with you and offer you a solution that meets your needs.
In relation to performance, the word feedback means information given to the person based on his observed performance, which may include his behavior, so that he can improve upon it. It includes telling things such as what went wrong. Feedback has come to have negative connotation for the following reasons:

The feedback-giver often does not know how to give feedback without sounding like someone who he is finding a flaw. Hence giving feedback causes anxiety to many managers and they often avoid it, leaving performance without the desired improvement. And when left with no option but to give feedback, they often do it with a tone of disapproval, even sarcasm.

The feedback-receiver more often than not sees it as an opportunity used by the feedback- giver to find flaw, keep scores and/or settle scores. Thus, it makes him defensive and leaves him frustrated, intimidated, hurt and demotivated.

Yet, there are well-established methods to give feedback which do take care of the above two shortcomings and a mentor/coach would do well to follow such methods when required to give feedback.
Feedforward is focussed on the future, rather than on the past mistakes. It focusses on what is desired in terms of future goals and how the same might be achieved rather than what mistakes have been made in the past.
When a subordinates fails to deliver what they are supposed to, or if he under-performs, it is the boss’s choice of reaction that determines whether or not the subordinate is able to discover and address the cause of his failure. Instead of blaming, criticising, stating the desired deliverable yet again, and in general demanding improvement, the boss would do better to become a facilitator of performance and change; he can be a coach in such a situation, besides being a trouble-shooter.

By asking questions focussed on specific concerns and possibilities, and discussing ways and means of moving ahead he would be coaching and giving feedforward. And if this can be made to happen across the organisation, in judiciously chosen increments, then over a period of time an entirely new realm of trust and openness would be created resulting in innovativeness, team cohesiveness and bonding, not to mention, job-satisfaction along with superior performance and results, throughout the organisation. This is what we would like to call as the “culture of coaching and feedforward”.

We can design and implement specific interventions that can help you create a culture of coaching and feedforward in your organisation. We will be happy to discuss this with stakeholders at various levels in your organisations and come out with a practical proposal for the same.

Open Workshops

Open workshops are training programs which any member of public can enrol and attend by paying a fee. Any pre-requisites required for enrolment are mentioned in the program brochure. These workshops are arranged at suitable Venues.
Yes, we are offering an open workshops in the online mode also. All our workshops are available in the online mode also