developing people; it’s not doing it”
A9 DEVELOPMENT “good luck with that (developing an EI course), with a subject like this”
R1 EXPERIENCE “you have to put them into an experience ... I don’t believe you can just preach to somebody or send
somebody to class”
R1 COACHING “coach people through experiences to help them learn themselves”
R4 EXPERIENCE “suggest a situation where an individual has a discrete
project”
R4 OPPORTUNITY
DECISION
“if you want to live somebody’s station in emotional
intelligence, you need to give them an opportunity to get engaged in some of the day-to-day, fluid decision
making”
R4 DEFINMOMENT “was a real kind of breakthrough, revelatory experience”
R4 EIPRESSURE “give people enough of a chance to stumble through complexities”
A3 EXPERIENCE “sometimes you just have to experience it to realize it ... actually going through it”
A3 DEVELOPMENT “you’re not going to find it if you stay in one place”
A4 EXPERIENCE “the experience that you need to shape your EI”
A7 DEVELOPMENT
EXPERIENCE
“training and education is part of it, but your
experience really molds it ... if you don’t practice it,
you don’t have the skills”
R4 LEARNING “learn it on the ground and in your gut”
Theme 6: EI experiences are integrated with other aspects of workplace and
personal life. EI experiences are embedded with other aspects of professional and
personal lives of the participants interviewed, based on their responses. All themes, but
particularly theme 6, went well beyond the confines of the participant’s Federal
government careers per se. The participants threaded an association between events that
occurred in their personal (non-work) lives and how that helped transform them into a
more emotionally intelligent leader. Representative thematic statements are provided in
Table 4.10, below.