Review the EQ Skill Scores and reply the following Questions

1- Self-awareness: What did you learn from your EI assessment? the score is above

• What was surprising?
• What areas do you need to work on?

2- Motivation to change: Talk with someone you trust, who will give you honest feedback about your EI assessment results. the score is above

• Build more self-awareness based on the conversation.
• What did you learn from both the assessment and the conversation that motivates change?

3- Based on the resources from this class and the recommendations in the EI book,

• which practices are you going to implement to begin developing your mental muscles for emotional intelligence?
• Create a "workout" plan to build this muscle. List the following:
• What are your two (2) measurable goals towards change?
• Whom are you going to ask for feedback on your progress? How often?
• How will you know you are successful?

My EQ Skill Scores

Self-Awareness the score above 90

Your ability to accurately perceive your emotions and stay aware of them as they happen. This includes keeping on top of how you tend to respond to specific situations and certain people.

Self-Management the score above 80

Your ability to use awareness of your emotions to stay flexible and positively direct your behavior. This means managing your emotional reactions to all situations and people.

Social Awareness the score above 70

Your ability to accurately pick up on emotions in other people and get what is really going on. This often means understanding what other people are thinking and feeling, even if you don't feel the same way.

Relationship Management the score above 70

Your ability to use awareness of your emotions and the emotions of others to manage interactions successfully. Letting emotional awareness guide clear communication and effective handling of conflict.

My Strategies Based on My Highest EQ Behaviors

_{Plan One New Way to Put Yourself Out There.}

To get the most out of your confidencefor yourself and othersreflect on and strategize three to five new ways you can put yourself out there. As you reflect, consider the outcomes you want to achieve (whether personally, with another person, or with a group) and how putting yourself out there can help you reach that goal. The idea is to stretch your comfort zone to reach your goals. You could support quieter and underrepresented voices, share your ideas and perspectives, take on stretch projects and challenges, stop conflicts early by sharing how you feel, or speak up when you dont understand what is being shared or explained. These examples just scrape the surface of all the ways you can strategically assert yourself. Write down your list. Choose one and just start.

_{Seek Out People Who Complement Your Natural Strengths and Weaknesses.}

Its uncomfortable to grasp the things you arent good at and acknowledge them to others, so many people simply dont do it. Your willingness to look at and acknowledge your shortcomings (at the right time and with the right people) gives you an edge when it comes to collaboration. Intentionally seek out people who are strong in the areas that youre not. Lay out a plan for how you could effectively collaborate, given their strengths and yours. Your honesty about your shortcomings will pay off as you collaborate with someone who complements your skills (and whose skills yours likely complement too). Youll not only complete work faster and more efficiently, but youll also help kindle the strengths of others. As you get better at implementing this strategy, you can expand your collaboration to include more people with additional strengths. Wielded with intention, this strategy will help you build important working relationships, access strengths you dont have, and leverage the skills you do to go further in life faster.

_{Practice Labeling Emotions With Even More Precision.}

As someone who tends to understand your emotions as they happen, you have a solid foundation for your self-awareness to flourish. To lean into this strength, learn to label your emotions with as much precision as possible. We dont quite experience the exact same kind of happiness, anger, or fear at any given moment. In fact, when we take context into account, the number of emotions we experience seems limitless. Its through understanding the subtle differences between your emotions that you begin to develop a more nuanced self-awareness. The differences between sad and disheartened, or joyful and pleased, indicate a deeper understanding. Next time you recognize an emotion youre feeling, pause and try to get more specific. Start with negative, move to sad, and then on to disheartened. At each level, youll understand yourself a bit better. It may help to look at a list of categorized emotions, such as the range of emotions resource page in Emotional Intelligence 2.0. Often, the list will include labels you hadnt thought of that better match what you feel. One important thing to keep in mind is that you dont usually need to practice this for extreme emotions; you can and should practice on less intense emotions that you experience through the course of the day.

What youll find is that by expanding your emotional vocabulary, you will get to know your range of emotions and responses on a deeper level. Carefully considering the distinctions between your feelings can even serve as a portal into your values, beliefs, and intentions. You will also begin to turn outward and see more specific emotions in other people.

My Strategies Based on My Lowest EQ Behaviors

_{Explain Your Decisions, Don't Just Make Them}

It's frightening to be in a place you're not familiar with and be completely in the dark. Case in point - have you ever planned to go camping but got to the site in the dark? It's hard to get your bearings, you're setting up a tent in the dark, and because you're in the wilderness, it's just eerily quiet and black. You go to bed with one eye open and hope for the best.

The next day, you wake up tired and unzip your tent, and you're amazed at the beauty around you: water, mountains, tree-lined trails, and cute little animals abound. There's nothing to be afraid of - you soon forget last night's anxieties, and you move about your day. What were you so worried about, anyway?

The only difference between these two scenarios is light - it's the same place, and you're with the same people with the same gear. This is what people experience when decisions are made for them. When you are in the dark, intentionally or not, about upcoming layoffs, contract negotiations, and the like, you may as well be setting up camp in blackness. If there are layoffs that increase your workload or change your shift, you'll find out when the pink slips are handed out. If taxes are changed, you'll see it on your paycheck. No recourse, no trial period. It's a done deal.

When you use your EQ to manage relationships, keep this in mind. Instead of making a change and expecting others to just accept it, take time to explain the why behind the decision, including alternatives, and why the final choice made the most sense. If you can ask for ideas and input ahead of time, it's even better. Finally, acknowledge how the decision will affect everyone. People appreciate this transparency and openness, even though the decision may negatively impact them. Transparency and openness also make people feel like they are trusted, respected, and connected to their organization - instead of being told what to do and kept in the dark.

_{Acknowledge the Other Person's Feelings}

If you're known for being terrible with relationships, then this EQ strategy may be a great place to start getting better. Let's say that, one morning, you're pulling into your company's parking lot, and you see your coworker Jessie holding back tears as she exits her car next to you. You ask her if she's OK, and she's not. You respond with, "Well, work will get it off your mind. See you inside." Then you wonder why she avoids you for the rest of the day.

One key to managing relationships is leaning into your own discomfort and taking a moment to acknowledge, not stifle or change, other people's feelings. "I'm sorry you're upset; what can I do?" shows Jessie that if crying is what's going to help her, then you'd be willing to find her a tissue. Simple acts like this one acknowledge emotions without making them a big deal, marginalizing them, or dismissing them. Everyone has a right to experience feelings, even if you might not feel the same way. You don't have to agree with the way people are feeling, but you do have to recognize those feelings as legitimate and respect them.

To help you validate someone's feelings, let's use Jessie's example. Using your social awareness skills, listen to her intently and summarize what you've heard back to her. Not only does it show great listening skills, but it also shows that you're adept at relationship management because you reached out to show you cared, and took an interest in her. You'll end up with a better connection with a now-calm Jessie - and all it took was some time to pay attention and notice her feelings.

_{Tackle a Tough Conversation}

"Why did I get passed over for the promotion?" your staff member Judith asks with a slightly defensive tone, a wounded posture, and a quivering voice. This is going to be a tough one. The news leaked out early about Roger's promotion before you could speak with Judith. You value Judith and her work, but you'll need to explain that she's not ready for the next level yet. That's not the hardest part of this conversation - damage control is another story.

From the boardroom to the break room, tough conversations will surface, and it is possible to calmly and effectively handle them. Tough conversations are inevitable; forget running from them because they're sure to catch up to you. Though EQ skills can't make these conversations disappear, acquiring some new skills can make these conversations a lot easier to navigate without ruining the relationship.

1. Start with agreement. If you know you are likely to end up in a disagreement, start your discussion with the common ground you share. Whether it's simply agreeing that the discussion will be hard but important or agreeing on a shared goal, create a feeling of agreement. For example: "Judith, I first want you to know that I value you, and I'm sorry that you learned the news from someone other than me. I'd like to use this time to explain the situation, and anything else you'd like to hear from me. I'd also like to hear from you."
2. Ask the person to help you understand his or her side. People want to be heard - if they don't feel heard, frustration rises. Before frustration enters the picture, beat it to the punch and ask the person to share his or her point of view. Manage your own feelings as needed, but focus on understanding the other person's view. In Judith's case, this would sound like, "Judith, along the way I want to make sure you feel comfortable sharing what's on your mind with me. I'd like to make sure I understand your perspective." By asking for Judith's input, you are showing that you care and have an interest in learning more about her. This is an opportunity to deepen and manage your relationship with Judith.
3. Resist the urge to plan a "comeback" or a rebuttal. Your brain cannot listen well and prepare to speak at the same time. Use your self-management skills to silence your inner voice and direct your attention to the person in front of you. In this case, Judith has been passed up for a promotion that she was really interested in, and found out about it through the grapevine. Let's face it - if you'd like to maintain the relationship, you need to be quiet, listen to her shock and disappointment, and resist the urge to defend yourself.
4. Help the other person understand your side, too. Now it is your turn to help the other person understand your perspective. Describe your discomfort, your thoughts, your ideas, and the reasons behind your thought process. Communicate clearly and simply; don't speak in circles or in code. In Judith's case, what you say can ultimately be great feedback for her, which she deserves. To explain that Roger had more experience and was more suited for the job at this time is an appropriate message. Since his promotion was leaked to her in an unsavory way, this is something that requires an apology. This ability to explain your thoughts and directly address others in a compassionate way during a difficult situation is a key aspect of relationship management.
5. Move the conversation forward. Once you understand each other's perspective, even if there's disagreement, someone has to move things along. In the case of Judith, it's you. Try to find some common ground again. When you're talking to Judith, say something like, "Well, I'm so glad you came to me directly and that we had the opportunity to talk about it. I understand your position, and it sounds like you understand mine. I'm still invested in your development and would like to work with you on getting the experience you need. What are your thoughts?"
6. Keep in touch. The resolution to a tough conversation needs more attention even after you leave it, so check progress frequently, ask the other person if he or she is satisfied, and keep in touch as you move forward. You are half of what it takes to keep a relationship oiled and running smoothly. In regard to Judith, meeting with her regularly to talk about her career advancement and promotion potential would continue to show her that you care about her progress.