It is the ability to sense and use emotions to more effectively manage ourselves and influence positive outcomes in our relationships with others.
Can the Institute present a seminar in my place of business?
Yes. Our presentations are portable and customizable.
Can presentations be tailored in terms of subject matter?
Yes. The field of social-emotional intelligence is multi-faceted. The Institute understands this and routinely adjusts presentations to accommodate the needs of our clients.
Will the Institute make presentations outside of Illinois?
Certainly. Although the organization is based in Illinois, the Institute has presented seminars throughout the United States and Europe.
Can humor improve profits and morale?
Most definitely. There is a great deal of evidence showing the value of humor in all aspects of the workplace.
What are some examples of SEL skills?
To answer this question, we paraphrase Daniel Goleman, a renowned expert in the field of emotional intelligence and social-emotional learning.
·Self awareness: One of the basic emotional skills involves being able to recognize feelings and put a name on them. It is also important to be aware of the relationship between thoughts, feelings and actions. What thought sparked off that feeling? What feeling was behind that action?
·Managing emotions: It is important to realize what is behind feelings. Beliefs have a fundamental effect on the ability to act and on how things are done. Many people continually give themselves negative messages. Hope can be a useful asset. In addition, finding ways to deal with anger, fear, anxiety and sadness is essential: learning how to soothe oneself when upset, for example. Understanding what happens when emotions get the upper hand and how to gain time to judge if what is about to be said or done in the heat of the moment is really the best thing to do. Being able to channel emotions to a positive end is a key aptitude.
·Empathy: Getting the measure of a situation and being able to act appropriately requires understanding the feelings of the others involved and being able to take their perspective. It is important to be able to listen to them without being carried away by personal emotions. There's a need to be able to distinguish between what others do or say and personal reactions and judgments.
·Communicating: Developing quality relationships has a very positive effect on all involved. What feelings are being communicated to others? Enthusiasm and optimism are contagious as are pessimism and negativity. Being able to express personal concerns without anger or passivity is a key asset.
·Co-operation: Knowing how and when to take the lead and when to follow is essential for effective co-operation. Effective leadership is not built on domination but the art of helping people work together on common goals. Recognizing the value of the contribution of others and encouraging their participation can often do more good than giving orders or complaining. At the same time, there is a need to take responsibilities and recognize the consequences of decisions and acts and follow through on commitments.
·Resolving conflicts: In resolving conflicts there is a need to understand the mechanisms at work. People in conflict are generally locked into a self-perpetuating emotional spiral in which the declared subject of conflict is rarely the key issue.
The Institute for Social-Emotional Learning | 3041 Rennes, Suite 1, Northbrook, Illinois 60062 | Tel: 847-803-6166