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Tuesday, February 14, 2017
Emotional Intelligence: Self-Awareness
Friday, February 10, 2017
DHS TO HOLD EMERGING TECHNOLOGY SHOWCASE FOR FIRST RESPONDER INNOVATION
| 02/09/2017 |
WASHINGTON – The Department of Homeland Security (DHS) Science and Technology Directorate (S&T) will host the EMERGE 2016: Wearable Technology Showcase to present the results of the 10 startup companies that were part of this year’s cohort class.
“First responders have one of the toughest jobs on the planet. They run towards danger and rescue those in need. Programs like EMERGE help us find and also encourage the development of technology that can help them do their jobs safer, faster, and more efficiently,” said DHS acting Under Secretary for Science and Technology Dr. Robert Griffin. “The entrepreneurial world is on the leading edge of those inventive solutions, and at S&T we are looking for creative ways to put these technologies in the hands of first responders.”
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Tuesday, February 7, 2017
Self-Awareness: A Need To Know for Managers and Leaders
7 February 2017
In the field of public service, justice advocacy, integrity, morale, and a well-balanced temperament are essential qualities to manage and lead others. Current societies, where multiculturalism is the core of our civilization, every public administrator has the undeniable and indisputable responsibility to encourage, empower, and sustain a bias-free organizational environment.
In the field of public service, justice advocacy, integrity, morale, and a well-balanced temperament are essential qualities to manage and lead others. Current societies, where multiculturalism is the core of our civilization, every public administrator has the undeniable and indisputable responsibility to encourage, empower, and sustain a bias-free organizational environment.
In contemporary professionalism, management and leadership
responsibilities seem to be used interchangeably in scope and frameworks.
However, I must mention that there is an underlying difference between
management and leadership. Leadership is the action of leading, motivating,
empowering, engaging, guiding, directing, and influencing people. And while
management could overlap with leadership from the framework of opportunity,
choices, and applicability within the responsibilities of both, managers
perhaps could be a tenth more focused on the operational processing of regulating,
monitoring, and governing the organization as a whole.
Managers have the responsible of making decisions about the organization’s operational executions. They are responsible for the achievement of organizational excellence, and the accomplishment of short and long terms goals. Management has the responsibility to ensure that every decision is relevant to the organization’s well-being. Leaders have the responsibility of ensuring that management decisions are not negatively affecting their team. Leaders are responsible for motivating and empowering their team working in coordination and collaboration toward the same short and long term goal. Management establishes operational procedures and the leader ensure the team works within the pathways and boundaries of it.
Managers have the responsible of making decisions about the organization’s operational executions. They are responsible for the achievement of organizational excellence, and the accomplishment of short and long terms goals. Management has the responsibility to ensure that every decision is relevant to the organization’s well-being. Leaders have the responsibility of ensuring that management decisions are not negatively affecting their team. Leaders are responsible for motivating and empowering their team working in coordination and collaboration toward the same short and long term goal. Management establishes operational procedures and the leader ensure the team works within the pathways and boundaries of it.
I guess the question here is how important do you think the
emotional balance of a person in a position of power—management or
leadership—is for the well-being of the organization and its people?
The answer is clear: It is fundamentally and primarily
important.
It is correspondingly essential for managers and leaders to
be self-aware of their emotional competencies and the way that those emotional
competencies influences their decisions. Managers and leaders must know that
self-awareness help them to recognize their own emotional responses to other.
It is not the same to solve a conflict based on facts than solve a conflict
based on facts that have been influenced by an unawareness of one’s and others’
emotions. Managers and must understand that their lack of emotional awareness
has an effect not only on themselves but also in the way that they perceive and
process the information in their surroundings.
The lack of self-awareness affect their decisions, and it has an
overpowering impact in the way that they process thoughts and behave.
For managers and leaders, it is not only essentially important to be aware of their emotional intelligence competencies. They also need to learn how to recognize the “what’s” and “why’s” of the problems, because of the impact that emotional intelligence competencies have in the way they communicate and interact with others.
Emotional self-awareness in the workplace influences the way that managers and leadership process policies, build relationships in the workplace, perform, and communicate with their team. It is that emotional awareness that allows individuals to step back when they recognize that they are about to make a decision based on an Amygdala-highjack (the Amygdala is the part of the brain limbic system responsible for survival instincts, emotions, and memory).
With that being said, I would like to share some of the skills and abilities that have been proven to be indispensably important skills for managers and leaders across the board. Leaders and managers must have a constantly and consistently well-balanced emotionally intelligent personality. The ability to make bias-free judgments, and the skills to positively influence the organization and its people.
For managers and leaders, it is not only essentially important to be aware of their emotional intelligence competencies. They also need to learn how to recognize the “what’s” and “why’s” of the problems, because of the impact that emotional intelligence competencies have in the way they communicate and interact with others.
Emotional self-awareness in the workplace influences the way that managers and leadership process policies, build relationships in the workplace, perform, and communicate with their team. It is that emotional awareness that allows individuals to step back when they recognize that they are about to make a decision based on an Amygdala-highjack (the Amygdala is the part of the brain limbic system responsible for survival instincts, emotions, and memory).
With that being said, I would like to share some of the skills and abilities that have been proven to be indispensably important skills for managers and leaders across the board. Leaders and managers must have a constantly and consistently well-balanced emotionally intelligent personality. The ability to make bias-free judgments, and the skills to positively influence the organization and its people.
Here are some recommendations: Perception, decision-making,
and transformational abilities.
Perception: Manager and leaders must have the bias-free
ability to sense, see, hear, recognize, and grasp the understanding and
comprehension of their environment without being judgmental of first impression
or actions. Everyone in an organization has the right and justice of a due
process, a fair and impartial treatment that can be applicable not only to the
judicial system but also to our organizational settings. In emotional
intelligence theories, perception influences the manager ability to solve
problems and to be realistic about their environment. It also influences
managers’ emotional expressions, their stress tolerance, the way they regard
themselves, and their optimism. All of which may also influence the manger’s
actions and decisions.
Decision-making: Managers and leaders must understand that
making the wrong decision can impair a person’s professional career, hence,
their personal life and the life of others. While managers are not in a
position that requires being influenced by an individual’s personal problems,
the reality is that personal problems can influence the individual’s
performance in the workplace. Therefore, while it might not be important, in
contemporary society and professionalism, the way a person manage with their
personal problems should be taken into consideration when making a decision, in
the workplace.
Managers must be able to make decisions based only on the truth, certainty, actuality, and veracity of the facts. It has been scientifically proven that decision-making in the workplace could be influenced by the individual state of being and their emotional balance. The truth is that managers’ emotions in the workplace could influence their skills and abilities to be flexible, solve problems, manage conflicts, and be assertive about the reality of their environment.
Transformational abilities: In leadership, transformational leadership is the ability to influence positive social changes in their followers, while influencing them to change strategies and frameworks, redirecting their motivations to achieve their professional goals. Well, a transformational manager should be one who identifies and influences positive organizational changes in an organization. Transformational managers must promote organizational justice, equal development opportunities, equal respect for everyone one working within the organization regardless of their title, and a well-balanced organizational policy framework.
Managers must be able to make decisions based only on the truth, certainty, actuality, and veracity of the facts. It has been scientifically proven that decision-making in the workplace could be influenced by the individual state of being and their emotional balance. The truth is that managers’ emotions in the workplace could influence their skills and abilities to be flexible, solve problems, manage conflicts, and be assertive about the reality of their environment.
Transformational abilities: In leadership, transformational leadership is the ability to influence positive social changes in their followers, while influencing them to change strategies and frameworks, redirecting their motivations to achieve their professional goals. Well, a transformational manager should be one who identifies and influences positive organizational changes in an organization. Transformational managers must promote organizational justice, equal development opportunities, equal respect for everyone one working within the organization regardless of their title, and a well-balanced organizational policy framework.
To archive organizational excellence, managers and leaders
must be equally influenced and equally sensitive to their commitment to the
organization and their commitment to their constituents.
Iberkis Faltas, Ph.D., (ABD)
Public Policy & Administration
Public Management & Leadership | Law & Policy
Certified Emotional Intelligence Coach
Reference:
Bar On, R. (2012). The impact of emotional intelligence on
health and wellbeing. Emotional intelligence – New perspectives and
applications, pp 30-50. Accessed from
http://cdn.intechopen.com/pdfs-wm/27238.pdf
Goleman, D., Boyatzis, R., & McKee, A. (2013). Primal
leadership. Unleashing the power of emotional intelligence. Boston,
Massachusetts: Harvard Business Review Press.
Thursday, February 2, 2017
Management and leadership: A judgement-free place
Based on my own experience and maybe on my simplistic looks, I have been a target of many under estimated evaluations, preconceptions, misjudgments, and profiling.
I have invested years of my time observing others, while paying careful attention to the automatic, uncontrollable reflexes, and micro-characteristics responses of the human body. I have learned that focusing on deep-listening, actually "listening" to what others have to say it is a relevant and a much-needed attribute for those who have to manage, lead, and deal with the everyday demands involving team work.
It still amazes me how, regardless of the constant evolution of our American culture, some members in our society are constantly under evaluating and underestimating the intelligent quotient of others, just because of the way they might look, speak, and (sometimes) behave. It is an unmistakable ignominious practice that unfortunately it is still prevailing, and for my disappointment, it may be still ruling the heart of many members of our 21st-century society.
This practice is closely attached to two human behaviors' competencies that as a manager and as a leader must be mastered: Self-awareness and self-management. Those are two indispensable (no negotiable) responsibilities that must be embedded in the moral values, social commitment, and social responsibility of every public and corporate administrator, manager, leader, and everyone in a position of power.
Judgments and misconception, bias, underestimation, and the predisposition of the mind are only a few of the cognitive reflexes and micro-behavior characteristics without conscious thought, holistically found in human behavior. The body and mind do not lie; we do. Body language always tells our history and speak our mind, even when we try not to do so.
As a manager and as a leader, it is our responsibility to be aware of those actions, and learn how to appropriately manage them. Bias-free information is priceless. According to scholars Caruso and Salovey (2004), an emotionally intelligent manager, and leader is the one that can use all the information in his/her environment to make bias-free better decisions, build stronger relationships, and guide their team, family, and yes, even their friends to success.
My advice is to use your self-awareness and self-management skills and abilities to never make a judgment without first analyzing the reality of the facts, from all perspectives and views. Never underestimate your team, peers, family, or friends, and give every one the opportunity and support to grow and develop themselves.
I can only dream living in a judgement-free place, where people is respected and valued for who they are inside, instead of by the way they look on the outside.
Iberkis Faltas, PhD (ABD)
I have invested years of my time observing others, while paying careful attention to the automatic, uncontrollable reflexes, and micro-characteristics responses of the human body. I have learned that focusing on deep-listening, actually "listening" to what others have to say it is a relevant and a much-needed attribute for those who have to manage, lead, and deal with the everyday demands involving team work.
It still amazes me how, regardless of the constant evolution of our American culture, some members in our society are constantly under evaluating and underestimating the intelligent quotient of others, just because of the way they might look, speak, and (sometimes) behave. It is an unmistakable ignominious practice that unfortunately it is still prevailing, and for my disappointment, it may be still ruling the heart of many members of our 21st-century society.
This practice is closely attached to two human behaviors' competencies that as a manager and as a leader must be mastered: Self-awareness and self-management. Those are two indispensable (no negotiable) responsibilities that must be embedded in the moral values, social commitment, and social responsibility of every public and corporate administrator, manager, leader, and everyone in a position of power.
Judgments and misconception, bias, underestimation, and the predisposition of the mind are only a few of the cognitive reflexes and micro-behavior characteristics without conscious thought, holistically found in human behavior. The body and mind do not lie; we do. Body language always tells our history and speak our mind, even when we try not to do so.
As a manager and as a leader, it is our responsibility to be aware of those actions, and learn how to appropriately manage them. Bias-free information is priceless. According to scholars Caruso and Salovey (2004), an emotionally intelligent manager, and leader is the one that can use all the information in his/her environment to make bias-free better decisions, build stronger relationships, and guide their team, family, and yes, even their friends to success.
My advice is to use your self-awareness and self-management skills and abilities to never make a judgment without first analyzing the reality of the facts, from all perspectives and views. Never underestimate your team, peers, family, or friends, and give every one the opportunity and support to grow and develop themselves.
I can only dream living in a judgement-free place, where people is respected and valued for who they are inside, instead of by the way they look on the outside.
Iberkis Faltas, PhD (ABD)
Wednesday, February 1, 2017
Presentation Skills Development Course: Come and Join Me!
Agenda and Registration go to Eventbrite: https://www.eventbrite.com/e/presentation-skills-development-course-tickets-31669962711
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Perception in Public Administration
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