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Blog Archive: Six Seconds

News and articles about Six Seconds, The Emotional Intelligence Network, including research, upcoming events, and updates from our members.

8 / 7 2010

Abstract:

The United Arab Emirates is emerging as the business capital of the Middle East. In this complex, demanding environment, to what extent do the “soft skills” of emotional intelligence matter? In a study of 418 leaders living in the region, there is a very strong relationship between emotional intelligence skills and performance outcomes. Scores on the SEI (Six Seconds Emotional Intelligence Assessment) predict over 58% of the variation in critical professional and personal success factors (such as effectiveness, influence, relationships, and career status). This means that if you want to get ahead in the Middle East, emotional intelligence is one of the most important capacities to develop.

A pdf version of the report and summary slides are available for download

Read the rest of this entry »

7 / 27 2010

We are delighted to announce that Six Seconds has opened its seventh office in the world.  The new office is located in Amman, Jordan and will be managed by certified Six Seconds practitioners Mr. Nadeem Nahhas and Ms. Souhair Dahdaleh.

Nadeem’s commitment to developing the people-side of performance began when he worked in Sales and Marketing across different sectors within the service industry.  After 6 years as a trainer and consultant, he became increasingly committed to the core skills of emotional intelligence as “the difference that makes the difference” in performance.  His Noble Goal is “To influence people positively towards healthy and fruitful living” and he is committed to living his life as a role-model manifesting the principles of emotional intelligence.

 

Having worked for about 9 years in the Marketing and Management fields, Souhair found out that her real calling in life lies in helping and empowering people. Her noble goal is “To passionately foster inspirational support and empowerment.” In order to live this noble goal, she did a career shift from Marketing to soft skills training and coaching. She became passionate about EQ after attending a short workshop in Jordan and reading a number of EQ books and then joining Six Seconds’ programs in the region.

 

The new office is in line with Six Seconds commitment to spread the transformational skills of EQ into even more places in the world, and specifically expand in the Middle East region.  The Jordan office brings group of highly prestigious and certified Arabic speaking professionals to its pool of certified Emotional Intelligence (EQ) practitioners which incorporates more than 3,000 members worldwide.   The timing is perfect with the momentum and growth Human Capital Development is witnessing in Jordan and the Middle East area and the need to build stronger, healthier, and more prosperous communities, businesses, families, and nations in the region and beyond.

With the global economic slowdown, Jordan’s GDP growth has suffered and foreign assistance to the government in 2009 dropped; slowing down the government’s efforts to control the large budget deficit. Jordan is mainly a services based economy where services consist of more than 65% of total GDP. This means that Jordan’s Human Capital represents a major asset and has a direct impact on the economic growth in the country.  In introducing EQ to Jordan, Six Seconds Jordan team is committed  to carry out a positive role in developing the skills and capabilities of the employees of various development sectors, and apply up-to-date training and consulting methods to meet the needs and wants of the different organizations in the private and public sectors.

As Nadeem put it: “We feel elated and proud to have been chosen to represent the Six Seconds network in Jordan.  It gives us great pleasure to launch Six Seconds’ unique Emotional Intelligence (EQ) training and consulting services, and become a real contributor to the latest research and development in this arena.”

For press coverage of the launch, see AME Info (English) or Al Malaf (Arabic)

7 / 26 2010

Six Seconds’ programs are known for an unparalleled blend of depth and practicality. Drawing on 13 years of global leadership in emotional intelligence development, these certifications are transformational — and they equip change leaders with outstanding tools to develop others.  When it’s done with this level of integrity and quality, EQ development is the missing ingredient.

The EQ certification training and event schedule for the rest of 2010 has been updated, including:

  • SEI Certification – Virtual Classroom (Online, Sept)
  • Schedule and details for the Living EQ Conference (California – October)
  • EQ Certification (Amman, October)
  • Advanced Trainer, SEI, and EQ Certification courses (Singapore and KL – Nov)
  • EQ Leader Certification (Dubai – Dec)
  • SEI Coach Certification (California – Dec)
  • Plus events in the Middle East for March, 2011
7 / 7 2010

Gambro Dasco is a planning and production firm specializing in medical dialysis devices.  To create the right conditions for continued growth, the company implemented a program to strengthen team leaders’ Emotional Intelligence.

To initiate the project, Gambro Dasco’s Human Resources Manager, Sara Boldrini needed to secure funding for the effort, so the HR department became the nucleus to internally direct and promote the project. With their depth of understanding of the project’s financial and development needs, the Adecco Management School became a partner. Finally Six Seconds, the premier Emotional Intelligence network and training source, was asked to participate in all phases of the project.

PLANNING

The project’s planning and design resulted from the synergistic expertise of these three organizations.  Two parallel tracks emerged from a needs analysis; first was the necessity to work with individual managers to increase management skills and second was to create a team within the manager’s section.

A six-month development plan was designed to achieve these two goals, including:

  1. four days of weekly class work;
  2. three individual meetings specifically geared towards coaching and EQ skills assessment;
  3. one outdoor training day; and
  4. one day for follow up.

Classroom content was geared towards leadership, people skills and change adaptation.

Coaching focused on individual development. To address individual development, coaches and trainees (team leaders) designed a plan to address the trainee’s skills and vulnerabilities. In order to gain some measurement of progress these coaching sessions were developed as a complement to the classroom content.

The objective for the outdoor training was to create a team from a heterogeneous work force – and while not everyone knew one-another, a key goal was the acknowledgment of some long rooted company culture, e.g. how the firm’s top leaders impacted staff dynamics. Participants were divided into three subgroups for the outdoor training.  Each participant was also assigned an individual coach to increase the effectiveness of the trainees’ EQ skills.

 

RESULTS

The results of the project were surprisingly positive; in a little over four months, many of the initial objectives were reached.  Improvements included:

  1. Assisting staff growth from executive professionals to more intentional leaders (sequential thought improved more than 19%).
  2. Increasing participants’ awareness of their skills and vulnerabilities (self awareness has increased over 6%, with 10% increase on one of Six Seconds’ eight competencies: “Enhance Emotional Literacy”).
  3. Enhancing communication and relationship skills so that new team members are enveloped with trust (the competency of “Increase Empathy” from the Six Seconds Model improved 5%).

As the Gambro Dasco Human Resources Manager, Sara Boldrini knows the difficulties encountered during the project as well as future expectations.  Ms. Boldrini states, “We are living in a phase of evolution and major change in which the proper use of emotions, the appropriate channeling of creativity and the ability to go beyond the set norm by  fusing approaches are key elements for today’s managers and for those who are first time team leaders.”

The project taught participants the very real possibility of integrating skills which offered intentional connection with people in every area of their lives.  Ms. Boldrini continues, “The enthusiasm and satisfaction that new leaders have for the skills they have learned must be nourished and cultivated; this is a challenge to all of us – ours as well as theirs to keep learning, to remain flexible and to continue to change.”

 

CONCLUSION

The positive experience of the Gambro Dasco staff demonstrates that an intergrated development program creates value in terms of people management.  Blending vital tools, coaching, and hands on learning fosters effective leadership.

In particular, the project succeeded by initiating a noticeable impact on the participants’ effectiveness in relationships, critical thinking management, and team motivation. Team responsiveness was increased and the internal climate is promoting an ongoing exchange of knowledge among the participants.

7 / 7 2010

The Six Seconds Italia 2010 conference was a time to change the game — to move out of “business as usual” into the possibility of the exceptional.  The third “peer to peer” emotional intelligence conference in Italy, the majority of speakers were members of the Six Seconds network in Italy.  Managers, educators, trainers, change leaders all sharing perspectives on how they’re using emotional intelligence to create a dramatic shift in performance.

Massimiliano Ghini, Regional Director of Six Seconds Europe, and Joshua Freedman, Six Seconds’ COO, opened the conference with a keynote on change.  Max highlighted the growing pressure of stress created by a changing economy and the need to change the game.  He introduced the Stress Audit, a consulting process to diagnose organizational stress and identify key areas for improvement.  Then he offered a vision of another way to change the game through Six Seconds’ current corporate social responsibility campaign to increase parents’ awareness and skills in EQ.  Freedman closed the session with a presentation about the power of purpose as a catalyst for transformation:  “When we confront a problem and move from ‘this is awful’ to ‘what can I do?’ we begin an emotional transition that unlocks incredible human power.”

A few pictures:

The thriving network in Italy is testament to the incredible work of the team there and the shared vision of an emotionally intelligent community.

Six Seconds Italy provides consulting, training, and tools to improve the people-side of organizational performance — and supports the development of an emotionally intelligent society through corporate social responsibility efforts bringing EQ skills to children and families in Italy and around the globe.

7 / 7 2010

The Creators of Sesame Street Were Right!!

Emotional Intelligence and Cognitive Development at the Synapse Institute

By Barbara Fatum, M.Ed., Ed.D.

Sesame Street is the longest running Children’s Educational program on television.  Its conception occurred in 1967 and its creators insisted that the show be designed “as an experimental research project that would bring together educational advisors, researchers and television producers as equal partners” (Lesser, 1974, pg. xvi).  I began my long association with Sesame Street as a consumer of children’s educational programming when my daughter was about a year old, in 1982.  Watching my daughter’s vocabulary expand, her understanding of number concepts increase, and her enjoyment of learning blossom made me curious about the show and its ability to teach.

Watching the show for a period of time with my daughter afforded me an opportunity for analysis.  I discovered that separate sequences on the show were developed for different levels of cognitive development evidenced by children (and adults) watching the show (preoperational, sensorimotor, concrete operational, and formal operational thought).  I became quickly convinced that the reasons for the success of this show were rooted in the deliberate application of many aspects of cognitive theory by the program’s creators and producers.  In graduate school at the time, I wrote a paper entitled, “Sesame Street from a Cognitive Theoretical Perspective.”

Recently, I remembered that I had written the paper and went looking for it. Finding the typewritten copy, faintly yellowed by the passing of the years, I opened its cover to discover how my perspective might have changed in the intervening years. For the past 26 years, I have worked as a School Psychologist in a variety of educational situations ranging from public schools in New York State and New Jersey, to private schools in Connecticut, and International Schools in the UK.  I have completed an ED.S. in School Psychology, an Ed.D in Learning and Instruction, and become credentialed in 4 different states, as well as spent 6 years working in International schools in the UK.  My question upon rediscovering my old graduate school paper was, “How has my theoretical perspective changed since those days in graduate school when I was very impressed by cognitive theory and enamored of Sesame Street and its effect on my growing child?” Read the rest of this entry »

6 / 23 2010

Bob Cudmore of WVTL, Amsterdam, NY, interviews Joshua Freedman about the new book, INSIDE CHANGE, how change works — and how emotion can make or break change efforts.  Topics include why 70% of change fails, how politicians have used the power of emotion to drive change, trust, and fueling personal change with positive emotion.

 

5 / 25 2010

Six Seconds’ COO Joshua Freedman, coauthor of the new book INSIDE CHANGE, was interviewed today on WILY (Illinois) by Tootie Cooksie for the show, Hotline.  The 30-min podcast is available here (or download the mp3 file for your ipod).

 

“Change is part of our lives – but despite all our experience 70% of organization change fails, and 60% of change failure is due to the people-side.  What do we do?  Joshua Freedman, coauthor of the new book INSIDE CHANGE discusses the solution in this radio interview with WILY’s Tootie Cooksie.”

4 / 22 2010

Organizations Change Starting with People.

People Change Starting with Emotions.

This book shows you why… and how.

“INSIDE CHANGE provides a powerful and whole-minded approach to organizational transformation. Blending cutting-edge neuroscience with rock-solid business logic, this book will change the way you lead.”

Daniel H. Pink, author of A Whole New Mind and DRIVE

“INSIDE CHANGE is a solid, powerful book for every leader. The typical business approach to change just doesn’t work – this book will show you a better way.”
Alan Deutschman, author of Change or Die and Walk the Walk.

Drawing on a decade of experience applying emotional intelligence to leading change, Joshua Freedman (COO, Six Seconds global) and Massimiliano Ghini (Regional Director, Six Seconds Europe) provide a practical roadmap for making change work.  Whatever your approach to change, whether you’re driving LEAN or following the Kotter steps or supporting people in the Prochaska stages, you’ve seen that the human side – the emotional dimension – will make or break the process.  After all, less than 30% of change efforts succeed… and over 70% of the failures are due to people challenges.  How do you make sure you’re in the 30%?

For information and ordering options, see www.insidechange.net

Or order at a discount from Six Seconds (the publisher) (link: http://tinyurl.com/icorder )

3 / 10 2010

Deborah Williams Havert, one of Six Seconds team members, presented at at the Columbus State University’s Women’s Leadership Development Conference last month.  Deborah’s session on “Leading With Relational Power” explored the power of the Six Seconds’ EQ Model in leadership — connecting participants with tools to move themselves and others to put purpose in action.

On March 2 & 3 the Cunningham Center for Leadership Development hosted the Fifth Annual Women’s Leadership Conference in Columbus, Georgia. Its Leadership Institute has as its purpose: “to develop and empower generations of leaders with the integrity and skills to respond effectively to the evolving challenges they will face.” This year the theme for the 2010 Women’s Leadership Conference was Learn. Connect. Achieve. Some of the presenters at the conference were Claire Shipman, Senior National Correspondent, ABC News, who spoke about her new book, Womenomics, Virginia Ann Holman, Group Executive, Global Corporate Marketing and Communications, TSYS, who spoke on “The Art of Communication and Unintended Consequences”, Felicia L. Hamilton, Success Strategist, Coach, and Trainer who spoke on her book, Real Women Wear Stilettos.

Other speakers included:

Debbie Frame, The Leadership Essentials Group on her topic of, “5 Things You Must Master to be a Great Leader”
Jenny Lynn Buntin, Former Aide to First Lady Laura Bush on her topic of “Connecting By Displaying Honor in Corporate Culture”

The conference is an annual event for female leaders–from entry level to the most career experiences and accomplished. The conference explores specific steps organizations can take to cultivate the leadership potential of women, affording participants an opportunity to interact and share experiences with other successful women executives.

2 / 23 2010

The 2010 Workplace Issues Report captures input from 279 leaders and employees from a variety of sectors around the globe.  They said…

65% of the pressing issues are on the people side, 35% on the financial/technical side (but in 2007 it was 76/24).

Even in the current economy, the people issues were seen as 30% more significant than the technical/financial issues.

help

The most pressing challenge today is maintaining a healthy culture under intense economic pressure.

Respondents identify several aspects of leadership as the key to this, especially vision, feedback, and communication.

Getting and keeping good people – especially “people people” – will make the difference.


(graphic made with Wordle.net)

89% of respondents said feelings are highly important or essential in solving the problems they face.

Only 8% of respondents report that they’re fully trained to deal with the issues they’re seeing.

92% see the value of EQ — but only 33% say their organizations do likewise.

Those that do see EQ as critical for their culture.

Hospitality, T&D, Education, and Finance lead the way — Medical and Technology trail the pack.

Agree?  Disagree?  Take the survey yourself and ask 5 colleagues to do likewise.

To receive the complete report for free, just fill in this form.

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2 / 20 2010

Karen McCown, Six Seconds’ Chairman, handed this article to me several years ago. It’s stuck with me as a powerful set of guidelines for being impeccable with words. The children, Patty and I have discussed the “three gatekeepers” often over the last years; we started when the kids were 4 and 6 years old and have carried it forward. I highly recommend you put this one into practice!
- Josh


WORDS ARE THINGS. In fact, they are even more thingy than material things. If you are hit by a rock, the wound might take days to heal. But harsh words can cause a wound that festers for years, and the pain can last a lifetime.

Because we can’t see them, we throw words around without much consideration for their effect. But words leave lasting impressions. Dr. Wilder Penfield, the great Canadian neurosurgeon, describes vividly the experiments that demonstrated how easily words we thought were long forgotten can be revived by electric stimulation of the brain. It’s all still there, recorded deep in consciousness – emotional depth charges ready to explode when they are triggered.

The Three Gates of Right Speech

“The words of the tongue
should have three gatekeepers.”

- ARAB PROVERB

Before words get past the lips, the first gatekeeper asks, “Is this true?” That stops a lot of traffic immediately. But if the words get past the first gatekeeper, there is a second who asks, “Is it kind?” And for those words that qualify here too, the last gatekeeper asks: “Is it necessary?

With these three on guard, most of us would find very little to say. Here I think it is necessary to make exceptions in the interests of good company and let the third gatekeeper look the other way now and then. After all, a certain amount of pleasant conversation is part of the artistry of living. But the first two gatekeepers should always be on duty.

It is so easy to say something at the expense of another for the purpose of enhancing our own image. But such remarks, irresistible as they may be, serve only to fatten our own egos and agitate others. We should be so fearful of hurting people that even if a clever remark is rushing off our tongue, we can barricade the gate. We should be able to swallow our cleverness rather than hurt someone. Better to say something banal but harmless than to be clever at someone else’s expense.

Ekanth Easwaran, Words to Live By

That is why the Buddha considered Right Speech to be as important as Right Action. I think he would have liked the Arab proverb that everything we say should pass three gatekeepers: “Is it true? Is it kind? Is it necessary?”

Any little remark that fails these tests – a joke, a wisecrack, thoughtless gossip, an unverified “fact” or tightly-clenched opinion – can wreck a relationship, destroy trust, even cost a job. But the most glaring violation of Right Speech is the everyday quarrel. We just don’t seem to know how to disagree without being disagreeable.

It starts simply enough: someone says something we disagree with, and for some reason we get angry. (Why? I have never seen the connection.) Or, of course, we say something they disagree with and they get angry. Either way, after just a few words, tempers fray and language starts deteriorating.

How many times have I heard even educated people begin an emotionally charged dialogue with the best of intentions: “We won’t quarrel. Let us confine ourselves to the subject at hand.” Within five minutes one is saying, “That’s not what you told me last Saturday in front of the Wide World of Shoes!” And the other replies – see the absurdity of it! – “That wasn’t in front of the Wide World of Shoes. It was the Narrow World of Shoes.”

Anything to quarrel, anything to contradict.

After that, the quarrel has nothing to do with the subject. It is mostly “You must have done this even as a child” and “I’ve heard stories about the way you behaved in high school.” We may know we are being foolish, but by then we are caught; we can’t escape. All of us have been in arguments like this.

I used to ask my teacher, my grandmother, “Granny, if you found yourself in a situation like this, what would you do?” It took years for me to understand her simple answer: “Son, I wouldn’t get into a situation like that.”

This is very practical advice. Even if somebody is being rude to you or unkind, it doesn’t help to be unkind in return. It doesn’t help them and it doesn’t help you. The more unkind you are, the more angry the other person is going to be – and then the more angry you are going to be, until two people have ceased to be human beings and have gone back to a previous stage of evolution.

Out of control
If we could see what happens in the mind at times like these, we would be embarrassed. The mind simply slips out of control, like a speeding car that careens all over the road. Only when we have some say in where our attention goes can we keep our hands on the wheel.

That is what meditation is for. Then, when we see the mind beginning to break loose, we can brake a little, check the words that are about to burst forth, and choose speech that is kind, constructive, and respectful instead.

If we were to ask the Buddha why we lose control at times like these, he would give a precise diagnosis. First, he would say, the mind never was really in our control. The very nature of the mind is to be fickle, distractable, constantly in motion – in a word, to do whatever it likes. For it to behave the way we like, we have to train it through meditation.

But the real problem, he would say, is self-will: the fierce attachment to our little personal self, our opinions, our ego, that insists on having its way whatever the consequences to others. We just can’t bear to be contradicted, so we get angry and lash out with hurtful words. Most of us would be chagrined to see the underlying message: “You aren’t worth my respect. My ideas are superior; you don’t count.”

Bear with others
To break this cycle, we have to learn to be patient under provocation. “Suffer hard words,” the Buddha says, “as the elephant suffers arrows in battle. People are people, most of them ill-natured.”

There you get the Buddha, who really knows human nature. He doesn’t try to idealize. He doesn’t say, “Everybody is beautiful. Everybody is divine.” He says, “Factually speaking, most people lack courtesy.” This is the characteristic touch of the Buddha, standing firmly on the ground and then trying slowly to help us rise until our heads touch the stars.

For an Indian audience, the elephant is a familiar illustration. The elephant is the mightiest creature on earth, so tremendous in strength and endurance that in battle he ignores his wounds and goes forward gallantly even when his body is bristling with arrows. But he is also a very gentle creature. If you offer him a peanut on the palm of your hand, he will take it without even touching you.

The Buddha’s audience would have grasped the message immediately. Shrug off the daily darts and arrows that life sends, he is telling us, but never shoot such arrows at others. Never upset people, never be unkind to them, never hurt their feelings or treat them with lack of respect, how-ever they might behave themselves.

“In other words,” he says, “in personal relationships, be prepared for a certain amount of impoliteness and discourtesy – not because people are bad, but because they have self-will and can’t control it, just like you.”

This is one of the curious fallacies of self-will. We expect others to show courtesy to us, but we also expect them to bear with us if we happen to be a little unkind. We expect to have our way, but why should others have theirs?

It’s good, I think, not to get upset if you find somebody not showing respect to you, for the simple reason that you may well not be showing enough respect yourself.

Here the Buddha asks a simple question: If you get displeased when others are unkind to you, why don’t you get equally displeased when you are not kind to others? In other words, there is no mystery about these things. You don’t like anyone to be unkind to you. Why don’t you remember that the other person is just like you? Like you, he doesn’t like unkind words. Like you, she appreciates courtesy and respect.

Oddly enough, the person who usually gets upset is the man who expects extreme courtesy for himself, the woman who finds it easy to be discourteous to others. The realist is the mystic, who says, “Well, the world is like that. It takes all sorts.”

In The Imitation of Christ – a marvelous book of spiritual inspiration for any religion – we often come across this same counsel: “Bear with people. Don’t answer back.”

Believe me, for those of us who have lived in the world of education and had our intellect sharpened to be sarcastic, it’s very difficult to restrain oneself. At a meeting when you’re being criticized or attacked, it’s considered part of your academic responsibility to answer back with compound interest.

I, too, was in the habit of doing that, until I began to understand that if somebody attacked me, there was no need for me to get exasperated. After all, most people are capable of using their judgment. So I started just repeating my mantram silently – Rama, Rama, Rama – and keeping quiet.

It was not at all easy. To make things worse, it was sometimes misinterpreted. Somebody who used to keep quiet would think I was at a loss for an answer and join the others in jumping on me. It was difficult training, but very soon I began to see that I was getting detached – not from my colleagues, but from my own opinions. When they were criticizing somebody, they weren’t criticizing me. They were criticizing a statue they had sculpted and set up in the corner. Why should I be bothered if they threw darts at a statue they themselves had made?

This doesn’t mean making a doormat of yourself. Just the opposite. It is training. You are getting your mind under control. First you learn to break the connection between stimulus and response. Once you have a measure of detachment, you can reply to criticism without identifying yourself with your opinions or the other person with hers. Then you are free to choose words that are kind, respectful, and to the point.

The more self-willed and insensitive the other person is, the more reason for you to alert your mind to be calm and compassionate – and, if necessary, to face opposition firmly but tenderly.

We aren’t helping self-willed people when we give in to their demands or let them walk all over us. It only feeds self-will to let them have their way. We have to learn to show respect by opposing them – tenderly, nonviolently, but firmly.

This is a lesson all of us need to learn, and it’s not at all easy. Particularly in personal relationships where people are insecure, they will feel resentment but they will not try to oppose tenderly. When self-will gets inflated, you look upon others as part of your own ego – a kind of ego-annex. This is very common today, especially between parents and children. In such cases it is particularly painful – and all the more necessary – to learn to oppose tenderly, with detachment and respect.

The mental attitude
Criticism, of course, can be useful only when it is constructive. Comments can be useful only when they are friendly. Persuasion can be useful only when it is loving. Even from the point of effectiveness, then, unkind comments only add to the problem. Disrespectful criticism makes the situation worse.

Often, of course, it is necessary to make a constructive comment or suggestion. It is the mental attitude – the tone, the respect, the loving concern – with which we put forward ideas op-posed to others that makes the contribution effective.

I would suggest that whenever you feel you have to make a suggestion opposed to someone else’s, take time to get a little detached from the situation by repeating the mantram silently. Then, when your mind is calm, offer your suggestion in a friendly, warmhearted manner with great respect for the other person. This takes practice, but you will find that it works. It is effective.

Here it helps to remember the Buddha’s observation: most of our problems arise from inflated self-will. And one of the surest signs of inflated self-will is in an inability to see the person’s point of view. It is not that we have to accept the other person’s point of view, but under no circumstances should we refuse to acknowledge that the other person has a point of view – one that deserves to be listened to with respect and evaluated with detachment.

Everyone acknowledges this in principle, but in practice it is all too rare. On campuses I have found even the best-educated scholars sometimes unable to concede that others have a cogent point of view.

This is the intellectual climate I was trained in. It took years of retraining my mind through the practice of meditation to learn to listen with respect to utterly opposite points of view and yet retain my own.

When you are able to do this – to be completely loyal to your ideals and yet not reflect on other people’s integrity – often the other person begins to respond. What matters is the friendliness you show, the lack of ill will – and, more than anything else, the complete absence of any sense of superiority. The more spiritual you become, the less superior you feel to others because the less separate you feel from others. The superiority complex is most rampant where separateness is inflamed.

Right Speech
By making Right Speech part of his Eightfold Path, the Buddha is giving us a precious clue. Right Speech is not just a nice way to behave. It is a spiritual discipline, part of a very skillfully designed path for self-realization.

Once we grasp this, every disagreement becomes an opportunity for spiritual growth.

Facing anger, for example – your own or others’ – is one of life’s best opportunities for training. It’s very much like learning to lift weights. You start by lifting chairs, then tables, then a desk, and after a while you’re lifting a VW Bug. You can pick up a thousand pounds, raise it over your head – what do they call it? “clean and jerk” – and then drop it onto the mat with a lot of noise.

It is the same with anger. You start with those absurd little quarrels about the Wide World of Shoes. As you learn to be patient, you get confidence. Next time, when a bigger outburst comes, instead of retaliating, being unkind, making sarcastic remarks, you use the incident for training the muscles of your mind by repeating the mantram.

Just as we admire people who can lift a thousand pounds, we all benefit by being with somebody who can be patient under attack, kind when opposed, and detached enough to see the situation clearly and compassionately. This is not a sign of weakness; it’s a sign of strength.

Daily review
Athletes, I understand, often keep a daily record of their training. In the same spirit, I take a few minutes every evening to get a bird’s-eye view of training my mind and see where I can improve the quality of my daily behavior.

This is not a negative survey. You are not finding fault with yourself. You are asking, “Where can I be a little more patient? Can I be a little more loving toward Amelia tomorrow? Can I be a little more helpful to John?” These are the positive ways in which we can improve the quality of our daily living tomorrow in the light of what we have done today.

Interestingly enough, this makes every day new. Tomorrow is never the same old day. There is always something more to be done: one or two more steps to take on the path upward, some greater care to avoid the mistakes that all of us make in some small way. Instead of repining over mistakes or being resentful over them, I would suggest taking every possible care not to repeat those mistakes tomorrow and make at least a little improvement in your daily behavior.

This is why we have been given the competitive instinct: not to compete with others, but to compete with ourselves. Every evening you can look at yourself in the mirror and say, “You did a pretty good job today, I agree. But watch out! Tomorrow I’m going to outdo you.”

Original goodness
When you refrain from unkindness, you are uncovering your real nature. That is the real meaning of the Buddha’s word nirvana: the removal of every shred of the selfish conditioning and self-will that brings such sorrow to us and others.

When we have removed all anger, what remains is compassion. When we have removed all selfishness, what remains is selflessness. When we have removed all hatred, what remains is love.

This is the glory of the mystical tradition: We don’t have to make ourselves loving; we have only to remove hatred from our hearts. Those who have learned to be kind even when others are unkind move in the world with freedom. Their love flows to all around without any question of “Is he being nice to me? Is she being kind?”

Life holds us hostage with such questions. But when we are free – when we attain the stage where there is no possibility of my dancing to your tune or making you dance to mine – all sorrows come to an end.

“You cannot add to the joy of such a man,” the Upanishads say. “You cannot add to such a woman’s security. Whatever life gives, whatever life takes, they are always full.”


From an article by Eknath Easwaran in Blue Mountain, the Journal of the Blue Mountain Center of Meditation, Summer 2004; reprinted by permission of Nilgiri Press, P. O. Box 256, Tomales, CA 94971, www.easwaran.org

1 / 27 2010

The Six Seconds model turns EQ theory into practice for your personal and professional life.

Emotional intelligence is the capacity to blend thinking and feeling to make optimal decisions — which is key to having a successful relationship with yourself and others. To provide a practical and simple way to learn and practice emotional intelligence, Six Seconds developed a three-part model in 1997 as a process – an action plan for using emotional intelligence in daily life.

This model of EQ-in-Action begins with three important pursuits: to become more aware (noticing what you do), more intentional (doing what you mean), and more purposeful (doing it for a reason).

Know Yourself

Clearly seeing what you feel and do. Emotions are data, and these competencies allow you to accurately collect that information.

Choose Yourself

Doing what you mean to do.
Instead of reacting “on autopilot,” these competencies allow you to proactively respond.

Give Yourself

Doing it for a reason.
These competencies help you put your vision and mission into action so you lead on purpose and with full integrity.

Know Yourself gives you the “what” – when you Know Yourself, you know your strengths and challenges, you know what you are doing, what you want, and what to change.

Choose Yourself provides the “how” – it shows you how to take action, how to influence yourself and others, how to “operationalize” these concepts.

Give Yourself delivers the “why” – when you Give Yourself you are clear and full of energy so you stay focused why to respond a certain way, why to move in a new direction, and why others should come on board.

You’ll notice we present the model in a CIRCLE – it’s not a list, it’s a process!  The process works when you spin it, like a propeller moving a ship.  As you move through these three pursuits you gain positive momentum!

“Under” the three pursuits live eight specific, learnable, measurable competencies.  They’re measured through the Six Seconds Emotional Intelligence Assessment – or SEI.  Here are the eight competencies – with definitions below:

Pursuit Competency Definition
Know Yourself Enhance Emotional Literacy Accurately identifying and interpreting both simple and compound feelings.
Recognize Patterns Acknowledging frequently recurring reactions and behaviors.
Choose Yourself Apply Consequential Thinking Evaluating the costs and benefits of your choices
Navigate Emotions Assessing, harnessing, and transforming emotions as a strategic resource.
Engage Intrinsic Motivation Gaining energy from personal values & commitments vs. being driven by external forces.
Exercise Optimism Taking a proactive perspective of hope and possibility.
Give Yourself Increase Empathy Recognizing and appropriately responding to others’ emotions.
Pursue Noble Goals Connecting your daily choices with your overarching sense of purpose.

At the core, emotional intelligence is something to BE.  By being more emotionally intelligent, smarter with feelings, you will more accurately recognize emotions in yourself and others.  This data will help you make decisions and craft effective solutions to the “life puzzles” you face each day.  It’s also important to put it in action – hence the verbs.  The three pursuits – and the eight competencies – are actions.

To learn more about the model and how to use it:

An overview of the model including additional links excerpt from At the Heart of Leadership: How to Get Results with Emotional Intelligence (this book is an excellent resource for learning about EQ and the model in leadership)

See this video of our COO introducing the model

Order your SEI Assessment with a 1:1 debrief with a coach

Explore our blog and articles which frequently discuss different competencies – or search for the competency that’s of interest!


1 / 26 2010

Updated Nov 15, 2009

Definitions and History of Emotional Intelligence

It all began about 2,000 years ago when Plato wrote, “All learning has an emotional base.” Since then, scientists, educators, and philosophers have worked to prove or disprove the importance of feelings. Unfortunately, for a large part of those two millenia, common thought was, “Emotions are in the way. They keep us from making good decisions, and they keep us from focusing.” In the last three decades, a growing body of research is proving just the opposite.

Read the rest of this entry »

1 / 16 2010

Congratulations to Bruna Martinuzzi – one of our network members and authors – mentioned in Tom Peters’ roundup of best links this week, and recently in Guy Kawasaki’s blog too!  Great recognition for this important work.  Here’s the nugget from Peters’ post (Facebook | Tom Peters: Link Roundup #11):

“Out of possibly zillions, here’s a selection of lists and suggestions for how to survive and thrive in 2010:
Twelve Resolutions on How to be a Mensch, by Bruna Martinuzzi…”


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