Emotional Intelligence – Self-awareness

Emotional intelligence begins with emotional self-knowledge. Self-consciousness requires that emotional experiences are accepted as a true, valid, legitimate aspect of human experience and instead condemn emotional responses or reactions to situations by using emotional information to make better choices and take action. Emotional self-consciousness allows an individual to feel better or to do better, depending on what acts choose emotions contrary to merely to calm or suppress the unpleasant and intense emotional feelings.

Review your own experience of transforming fear into competence. Every child is told to avoid the hot stove and occasionally an overly curious child burns his fingers only at the stove to learn a very painful lesson. Nevertheless, most of us are not afraid of fear when we enter the kitchen. We recognize that the fear of firing (19459003) is directed to a well-informed precaution (19459003) and to the honor of the flame. From our own experience and the recognition of our emotional response, we process fear and change the ability to perform a task: we are cautiously responding to an open flame and we do not respond to fear of being burned.

Although emotions are subtle and complex in combination, emotions should be used with the simple "charm" of which complex emotions are interpreted. The spectrum of emotions follows the pattern:

Anger – Sorrow – Fear – Happiness

That is, this model suggests that anger is closer to sorrow than to fear; fear is closer to sorrow than anger; and happiness is closer to fear than sorrow.

To understand the emotional response to an event, think of a purpose that you value. You could look for a promotion; this may be a recognition for a well-done job; then it can be the company's success. Make sure it is an important goal for you.

Now imagine someone outside threatening their purpose using impartial tactics. The staff misinterprets the situation and has a promotion. A competitor sends top executives by stealing one of their key accounts. In this situation, you might feel that anger was directed to the other person because he deliberately and somewhat maliciously did something to prevent his purpose. Generally anger is an agent directed to another person or group who actively blocks our goal.

Compare this feeling when the same goal is unavailable, but no one can be blamed. Perhaps the promotion has disappeared due to the economic downturn. Perhaps your key account simply does not need your services. Since there is no agent who actively blocked his goal, the goal is simply lost. You probably feel that you are sad because of your loss (19659008), because your goal is unavailable, but no one is mistaken (even yours).

Suppose your target is in an unknown state. It is possible that another person has exceeded or may be waiting for the news that the customer continues to use his services. In the precarious situation you are waiting for, you will probably lose your goal which will later become sad or angry if you are sure of the outcome. Fear involves its purpose in an uncertain, potentially positive and potentially negative state.

Finally, we assume that you are surprised to meet with news that your goal has been met. The promotion was set by its managing partners and received three months earlier. Or your key account manager has decided to double their planned work, as a recovery in the economy has occurred. If you have unexpectedly achieved and achieved your goal, you may feel happy the unexpected result. Happiness is created when we reach the goal and the sudden or surprising nature of the news can create excitement; just as sudden news can cause anxiety that in a negative case causes sadness.

This exercise provides insight into how your emotions tell you about your circumstances and guide your response. If you are angry, for example, your questionings include the following: Who are you angry with? For what purpose blocked it? To resolve the situation, can the perpetrator change his behavior? Redirect targets?

This level of self-consciousness makes emotions more valuable, even in decision-making. Emotions should not be avoided, but rather as basic tools to embroider, so that leaders can make better choices.

Source by sbobet

Leave a Reply

Your email address will not be published. Required fields are marked *