S5E20: Perception is Reality and Turn Your Cameras On

“People’s perceptions of you are their reality, so pay attention to what you want their reality to be.” Peter Margaritis

The way we show up does make a big difference, whether in person or virtually. Perception is reality, and the perceptions we create with others, especially with decision-making executives, really matter. People want to interact with humans they can see, hear and experience in person, whether remotely or in person. When we can see and hear each other, we see and feel the energy, engagement, body language, and attitude.

 According to the Vytopia press release dated April 12, 2022, executives view the lack of employee engagement as a subpar performance. 92% of the executives say employees who turn their cameras off are generally less engaged in the work overall. Having your camera turned off during any virtual event is disengaging, disrespectful, and simply impolite.

The world has changed in so many ways since the pandemic began. One of those ways is the increase in hybrid work as a preferred work method. Virtual meetings and learning are becoming part of the lexicon in evolving and growing our businesses. Ask yourself how you will change your unseen presence to one that sends a message and perception to senior leadership that you are engaged and ready.

S5E19: The Spirit of Emotional Intelligence with Ruben Minor

“The beauty of good leadership has a wonderful platform to impact someone you may never know-how.“ Ruben Minor

Our guest today is Ruben Minor, who is the president of RAM Consulting Group, an organization that focuses on speaking, training, and coaching individuals and groups regarding leadership, team dynamics, relationship building, diversity, equity and inclusion, fundamental business philosophies, and business and personal branding. Reuben is a leader with a rich and resourceful network of professionals across the business spectrum, ranging from influential political figures to educational leaders and entrepreneurs. 

Ruben leverages his network to make more meaningful connections for clients and business partners, evolving into lasting, mutually beneficial relationships. Ruben served this country for 15 years in the US Navy as a Supply Corps officer is a John Maxwell certified professional speaker, trainer, and coach, and is intimately engaged in the community, serving as president of the Council for the village of Galena. Reuben enjoys spending time with family, history movies, and hiking, and as a side note, he is a professional speaker. 

Emotional intelligence is the ability to process information that has been received. The information goes through a filter system in your mind, which helps you dissect what’s being said and the intention behind it so that your response to what you are processing will be emotionally appropriate. Emotional intelligence, like sales, is either you naturally have it, and you’re good at it, or you don’t have it, and therefore becomes a difficult process for you to gain that. 

It takes a particularly savvy person to be sensitive and to know how to respond and not hurt someone. Psychological safety entails asking how one can create an environment where a person feels safe enough to say and express what is on their mind. Naturally, everybody wants to be heard, and when you can exercise psychological safety, that’s the foundation of building great relationships.

Corporations have learned a lot post-COVID, as employees have realized that they do not have to put up with toxic work environments. Unfriendly cultures have been in place for decades and are not expected to change overnight. It’s going to be a constant, intentional effort by those in leadership and making sure that they’re keeping in step with the culture in the corporate community. 

The beauty of good leadership has a wonderful platform to impact someone that you may never know how to. 

The Importance of Emotional Intelligence in a CPA’s Career

This article was originally written for The Georgia Society of CPAs magazine Current Accounts

To succeed in the highly competitive world of financial consulting, accounting professionals must possess the right mix of technical expertise and soft skills – think ‘emotional intelligence (EI).’ As discussed in an article published by Harvard Business Review, EI plays an increasingly significant role in today’s business environment. Therefore, it’s vital that you optimize your EI to improve your bottom line and increase your organization’s job satisfaction, engagement, and retention rates. 

Let’s start by explaining what emotional intelligence is. According to the HelpGuide.org blog, “Improving Emotional Intelligence” EI “is the ability to understand, use, and manage your own emotions in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict.” EI helps build stronger relationships, succeed at work, and achieve your career and personal goals. “It can also help you to connect with your feelings, turn intention into action, and make informed decisions about what matters most to you.”

Four components define emotional intelligence: self-awareness, social awareness, self-management, and relationship management.  

  1. Self-awareness: You understand your emotions and how they affect your thoughts and behavior. When you first learned about EI, you had no self-awareness and thought it was silly. A couple of performance reviews brought this to your attention, so you decided to research EI and find ways to improve. One exercise was to write down whenever a situation sparked an emotion. For example, you were happy when someone remembered your birthday. On the other hand, you were angry because you were late for a meeting. Journal two weeks’ worth of data, analyze the data, and increase your awareness.
  2. Self-management: According to a SkillsYouNeed.com blog post titled, “Self-Regulation | Self-Management. This blog is all about how “you control and manage yourself and your emotions, inner resources, and abilities. It includes your ability to manage your impulses, taking responsibility for your actions, and ensuring that what you do matches your values.” This is not masking or hiding your emotions but recognizing and controlling them appropriately. We all have bad days, whether we overslept and were late to a client meeting; got in a fight with our significant other as we were about to login into a virtual meeting; the computer crashed, or dealing with the myriad of other unexpected events that can happen at any given moment. Those who can self-manage their emotions can change their thoughts and attitude into a positive one if they choose. Or they can bring their bad juju into the meeting, office, or lunch and complain about all the things that have gone wrong. Tigger or Eeyore (Winnie the Pooh) will rise up – and you have a choice of whom you want to be in that moment and beyond.
  1. Social awareness: Do you recognize the emotions in others? Do you respond and interact appropriately when you do? Social awareness is about ‘reading’ the emotional landscape and responding with empathy. Empathy is not putting yourself in their shoes; it’s about understanding how that person feels in their shoes. Big difference. According to the PositiveAction article, Social Awareness: An Introductory Guide, “social awareness skills will help us understand professionalism in the workplace, as well as making it easier to share information, communicate, and collaborate with others.” Social awareness is a fundamental part of creating relationships with the people we work with and the customers and clients we need to build our businesses.
  2. Relationship management: In the HelpGuide.org article referenced above, when we understand the top three elements of EI – self-awareness, self-management, and social awareness – and apply them correctly, CPAs can begin “to develop and maintain good relationships, communicate clearly, inspire and influence others, work well in a team, and manage conflict.” Good leadership skills drive a positive mental attitude, a.k.a being an optimist.

The following are some strategies on how to increase your EI. First and foremost, remember that improving your EI requires intentional effort.

Engagement

To retain employees, managers must first understand how people feel about their jobs. Engagement surveys help you assess how content your staff members are at work and whether or not they will stay for the long haul. To help improve morale, you need to listen to your employees’ concerns and address them appropriately. By learning what makes people tick, you can manage each person individually and create EI central to every manager. By regularly measuring engagement scores, you can keep tabs on employee happiness while also taking proactive steps to ensure that employees remain engaged over time. If scores begin to drop off, investigate why and brainstorm ways to bring your team back on board so they stay engaged, excited, and productive for the long term.

Retention

It is crucial to increase employee engagement to reduce turnover and avoid talent shortages. According to the Hay Group, employee retention can help a company achieve a return on investment (ROI) as high as $34 for every dollar spent. But what factors influence engagement? According to one study, three main elements—empowerment, meaningful work, and recognition—can drive engaged workers to stick around even when they’re unhappy with their pay or leadership. However, the company also found that disengaged employees are three times more likely than engaged ones to quit within six months, resulting in lost productivity and costs amounting up to $3 million per year for larger firms.

Improvisation – plays a critical role in EI.

In business, life, and sports, a critical EI skill separates high performers from mediocre/average performers – Improvisation.  Improvisation is vital when things don’t go as planned during a negotiation, meeting, disagreement, or game. In improv and business alike, being able to roll with whatever comes your way will make or break the outcome. It is the ability to adapt to change. It is ‘Yes! And’ philosophy of improv and EI leadership.  There is a widely used quote in improv that describes this philosophy by Keith Johnstone, “There are people who prefer to say “Yes,” and there are people who prefer to say “No.” Those who say “Yes” are rewarded by the adventures they have, and those who say “No” are rewarded by the safety they attain.”

This skill is also crucial for career development. When employees are taught and developed to recognize patterns and manage their emotions during performance reviews or when delivering presentations or dealing with client issues, they learn how to respond effectively to any scenario that might come up. This can be instrumental in employment and everyday life; many believe EI contributes more to success than cognitive intelligence (IQ). Improvisation allows people who may not have a natural knack for talking themselves out of trouble to get creative by thinking on their feet. And by doing so, they practice getting outside their comfort zone and gain confidence that applies in various situations.

Build an EI culture

Think about how you’d build EI into your organization from start to finish. The first thing you’ll need to do is hire people skilled at managing their emotions and reading those of others—and then develop a culture that promotes these skills so employees see the value in developing EI. One way to do that is by emphasizing engagement, retention, and connection. Another is by encouraging improvisation among employees to tackle new projects or work with unfamiliar clients. You could even team up with an expert consultant or coach specializing in improv leadership development to help integrate EI building into your workplace strategy. Whatever approach you take, make sure you are very clear about the kind of environment you are building and what everyone can expect when they enter the office every day—and that it reflects the type of relationships that matter most to you and the organization.

Reflect and report – no, really!

No matter how intelligent you are, you’re not immune to boredom with your job. In fact, according to a study done by Mercer Consulting, 40% of people are actively disengaged at work! While job-hopping may seem like an easy solution to your boredom problem, it has more severe long-term effects. Employees who change jobs multiple times over their lifetime earn less money than those who stick with one employer for their entire career. So what’s an unhappy employee to do? Instead of quitting, commit yourself to improving your emotional intelligence.

Conclusion

An optimist CPA and a pessimistic CPA walk into a bar, and the bartender says, “Is there such a thing as an optimistic CPA?”  The pessimistic CPA says, “no,” and the optimist CPA says “yes, and it is all about one’s attitude and emotional intelligence.” The optimist CPA asks the pessimist CPA, “what do you see/think when you look at a glass filled halfway” – the pessimist CPA says, “the glass is half empty.” The optimist CPA says, “add ice.”

“Originally written for The Georgia Society of CPAs magazine Current Accounts.”

References:
Improving Emotional Intelligence (EQ). https://www.helpguide.org/articles/mental-health/emotional-intelligence-eq.htm?pdf=13508

Self-Regulation | Self-Management | SkillsYouNeed. https://www.skillsyouneed.com/ps/self-management.html

Social Awareness: An Introductory Guide | Positive Action. https://www.positiveaction.net/blog/social-awareness

S5EP18: Optimizing Emotional Intelligence

“Emotional Intelligence helps you connect with your feelings, turning that into action, and making informed decisions about what matters most to you.” Peter Margaritis

To succeed in the highly competitive world of financial consulting, accounting professionals must possess the right mix of technical experience and soft skills, or think of them as power skills, or better yet, emotional intelligence — EI. EI plays an increasingly significant role in today’s business environment. Therefore, you must optimize your EI to improve your bottom line and increase your organization’s job satisfaction, engagement, and retention rates.

EI is the ability to understand, use and manage your own emotion in positive ways to relieve stress, communicate effectively, empathize with others, overcome challenges and defuse conflict. EI helps build stronger relationships, succeed at work, and achieve your career and personal goals. It can also help you connect with your feelings, turn that into action, and make informed decisions about what matters most to you.

The four components of EI are defined as self-awareness, social awareness, self-management, and relationship management. Self-awareness entails how you understand your emotions and how they affect your thoughts and behavior. Self-management refers to controlling and managing yourself and your feelings, resources, and abilities.

 In social awareness, you assess whether or not you recognize the emotions in others. It is about reading the emotional landscape and responding with empathy. Social awareness skills will help us understand professionalism in the workplace and make it easier to share information, communicate, and collaborate with others. Social awareness is a fundamental part of creating relationships with the people we work with and the customers and clients we need to build our businesses.

When we understand the top three elements of EI and apply them correctly, CPAs can begin to develop and maintain good relationships, communicate clearly, inspire and influence others, work well on a team and manage conflict. Improving your EI requires that managers first understand how people feel about their jobs and help them to improve morale.

Three main elements, empowerment, meaningful work, and recognition, can drive and engage workers to stick around even when they’re unhappy with their pay or leadership. However, disengaged employees are three times more likely than engaged ones who quit within six months, resulting in a loss of productivity and cost amounting up to $3 million per year.

Improvisation plays a critical role in EI. In business, life, and sports, EI separates high performers from mediocre and average performers. Improvisation is the ability to adapt to change. It is the yes and philosophy of improv and EI leadership. This skill is also crucial for career development. Improvisation allows people who may not have a natural knack for talking themselves out of trouble to get creative by thinking on their feet.

Think about how you build an EI culture in your organization from start to finish. The first thing is to hire people skilled at managing their emotions and reading those of others and then develop a culture that promotes the skills, so employees see the value in developing EI.

S5 E17: Strengths of Running a Collective Intelligence Workshop with Rod Collins

“In rapidly changing times, dexterity to speed is your key to adaptability.” Rod Collins

In today’s episode, we are joined by Rod Collins, a returning guest. Rod’s initial episode was released on February 14th, 2022. The topic of conversation was ‘The Benefits of Flat Organizational Structures.’ Today, our discussion focuses on the strengths of running a collective intelligence workshop when you’re trying to solve problems or coming up with new ideas. If you have not listened to the earlier recording, I highly suggest giving it a listen and then following up with this episode.

Rod is a leading expert on digital transformation in the future of business. He is the host of The Thinking Differently podcast on the C-suite Radio Network, where he explores how technological innovations continue to transform the rules of how successful businesses. Rod is a regular blog contributor on Substack and the author of Wiki Management, a revolutionary new model for a rapidly changing and collaborative world, highlighting the innovative tools and practices used by a new breed of business leaders to sustain extraordinary performance in a world reshaped by digital disruption. Rod is the former chief operating executive of the Blue Cross Blue Shield Federal Employee program, one of the nation’s largest and most successful business alliances. Under his leadership, the business experienced the most significant five-year growth period in its 60-year history.

A collective intelligence workshop gets a microcosm of the business in the room. Everybody who would touch on the business’s project, process, and initiative must be in the meeting room. We come up with a way to develop good ideas where we put them into groups to discuss their ideas. At the end of the sessions, each table reports the vision they have settled on. As a decision-maker in a rapidly changing world, you want the best picture, which helps move things along.

After identifying the ideas, we open them up to agreements and disagreements because we want creative energy. The members are also allowed to present their grievances to uncover unknowns that always mess up projects. By having the whole system in the room, things get to be handled in real-time and rapidly, and it helps to drive unanimous consensus.

In rapidly changing times, dexterity to speed is your key to adaptability. My experience is that collective intelligence is more significant than one person providing answers, and frequently this is the power of a network. 

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