Disability Inclusion: Accessible Events
Learn practical strategies to create accessible, inclusive events that support full participation for older adults, families, CALD communities, and people with disability and their support network
The term ‘Emotional Intelligence’ entered our management vocabulary in the late 90s and is now part of the vernacular in most workplaces. Despite this 20 year ‘history’, there is still much debate about what it is…and isn’t.
Emotional Intelligence (EI), also known as Emotional Quotient (EQ) is a person’s ability to understand and manage their own emotions. Having this understanding will help to better manage stress, communicate effectively, empathise with others and defuse conflict by having better social awareness. There are 5 key elements which help to define emotional intelligence:
According to the Global Talent Trends 2020-21 Report by Mercer (2021), the Top 3 Critical Skills for Future Resilience are Adaptability, Collaboration and Inclusive / Empathetic Management. It will therefore be vital for managers to develop their own emotional intelligence to better manage their own decisions and actions. By having greater self-awareness, managers are better equipped to support their team and foster stronger relationships.
It is important to have relevant technical skills to perform your work role effectively , however as we become less physically connected it has become even more important to have strong interpersonal skills.
To learn more about Emotional Intelligence and how you can create a positive EQ/EI workplace, register for our Emotional Intelligence course which is part of our our Emerging Executive Development Series. This half day program will review the dominant theories and explore the agreed aspects of EI/EQ and how participants can enhance their competence in this critical business skill.
References
Janove, J 2020, ‘Leaders and Employees Need Soft Skills Now More than Ever’, SHRM, viewed 17 August 2021, <https://www.shrm.org/resourcesandtools/hr-topics/employee-relations/humanity-into-hr/pages/covid-19-soft-skills-at-work.aspx>.
Mercer 2021, ‘2021 Global Talent Trends Study’, Mercer, viewed 17 August 2021, <https://www.mercer.com/our-thinking/career/global-talent-hr-trends.html#contactForm>.
The Institute of Public Administration Australia is pleased to announce that the 2020 Sam Richardson Award — for the most influential paper published in the Australian Journal of Public Administration in 2019 — has been awarded to Associate Professor Jeannette Taylor from the University of Western Australia.
Associate Professor Taylor’s award-winning paper ‘What causes employees to whistle while they work? Factors affecting internal whistle-blowing in the Australian Public Service’ was published in December 2019, and examines the impact of the nature of corruption, organisational culture, and employees’ work attitudes and actions on internal whistle-blowing in the APS.
Associate Professor Taylor’s paper was assessed by a judging panel that included leading public administration academics, representatives of the Institute of Public Administration Australia (IPAA), and young professionals from across the IPAA Divisions.
IPAA National President, Dr Gordon de Brouwer PSM, said that Associate Professor Taylor’s paper was original, innovative, topical and well-crafted.
‘It speaks to real life work problems for those in the public sector and is also an excellent, well-grounded paper with good empirical work and strong academic credentials.
The panel members were unanimous in their decision, believing that it makes an important scholarly contribution to theory as well as a practical contribution to public administration’.
Aashna Rampal, an Assistant Policy Officer with the NSW Department of Planning, Industry & Environment, was one of the members of the judging panel who assessed six short-listed papers for the Award and made the following observation of its universal value:
‘You don’t need to belong to the Australian Public Service or the public sector to be able to absorb the paper’s content, the data, the discussion and the evidence that’s backing it up.
Wherever you work culture is so important and its focus on culture is readily transferrable.’
It is expected that Associate Professor Taylor’s award-winning paper will have a significant and positive impact on public sector leaders and public servants across Australia.
Further information on the award, including past winners, is available from IPAA’s national website.
Public sector teams are increasingly diverse – not just in culture, but in neurology. Autism, ADHD, dyslexia, anxiety, and sensory sensitivity bring unique strengths and challenges. This session moves beyond compliance to designing environments and leadership behaviours that work for all brains.