How To Stimulate Positive Emotional Response From Your Customers With Kevin Perlmutter

TTL 854 Kevin Perlmutter | Positive Emotional Response

How To Stimulate Positive Emotional Response From Your Customers With Kevin Perlmutter

Do you want to stimulate a positive emotional response from your customers? Positive brand experiences make your customers want to experience your services. Dr. Diane Hamilton’s guest in this episode is Kevin Perlmutter, the founder and Chief Strategist of Limbic Brand Evolution. Kevin discusses with Dr. Diane how certain sounds attract people to your brand. You need three key elements to make it work: awareness, familiarity, and freshness. Tune in and learn how to use positive emotional responses to attract customers and keep them coming back for more!  

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Generation of Haters Hiding Behind Social Media Anonymity

We’ve all seen the areas on Youtube, blogs, and other news areas where people make their anonymous comments about the topic at hand.  It has become very easy for people to make comments that they might not otherwise have made should they have had to have their name or face associated with their remarks.  Many comments are made by children under 18 and some of those comments may be just dismissed as immature.  However, as more news stories surface about children killing themselves from cyber-bullying, there is growing concern about society accepting this kind of behavior.  (For 11 facts about cyber-bullying click here). Cyberbullyingprotection.net reported that 75% of students have visited websites that bashed other students.

Many blogs, including this one, allow screening of posts before allowing them to be exposed.  This is useful to avoid the deluge of spam that comes across from people trying to sell their unsolicited products.  However, it can be reassuring to know that “haters” can’t just post anything they want.

Why are there so many angry people out there that want to write negative comments?  Part of the issue that these people have, other than immaturity, is a lack of emotional intelligence (EI).  Emotional intelligence may be defined in many ways.  One of the easiest ways to think about it is to define emotional intelligence as the ability to understand one’s own emotions as well as those in others.  People who write these posts have little consideration of the feeling of others.  This shows a lack of interpersonal skills.

It brings forth a question as to whether any specific demographic has more issues with emotional intelligence than others.  Rueven Bar-On, creator of the EQ-i emotional intelligence test, found that his model, “reveals that older people are more emotionally and socially intelligent than younger people, females are more aware of emotions than males while the latter are more adept at managing emotions than the former, and that there are no significant differences in emotional-social intelligence between the various ethnic groups that have been examined in North America.”

The good news is that emotional intelligence can be improved. Authors like Marcia Hughes and others have written several helpful books about how to increase levels of EI.  Author and psychiatrist John Gottman discussed helping our children’s emotional development in his book, Raising an Emotionally Intelligent Child.  Some of the things Gottman suggests are to:

  • Listen to our children with empathy.
  • Help your children name their feelings.
  • Validate your child’s emotions.
  • Turn their tantrums into teaching tools.
  • Use conflicts to teach problem-solving.
  • Set an example by remaining calm.

By helping our children develop emotional intelligence, perhaps we can see a future of less “haters” and cyber-bullies making anonymous hurtful comments.

 

 

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MBTI and Business Executives Inflated View of Emotional Intelligence

 

Those interested in how personality affects performance often study the Myers Briggs Type Indicator (MBTI) or Emotional Intelligence (EI) and the relationship to leadership.  Rarely do I run across studies that look for relationships between MBTI and EI.  Leary, Reilly and Brown published a Study of Personality Preferences and Emotional Intelligence where they examined the “relationships between the dispositional factors measured by the MBTI and elements of emotional intelligence (EI) as measured by Bar-On’s emotional quotient inventory (EQ-i).”

For those unfamiliar with the MBTI and the EQ-I, the MBTI measures our preferences for how we like to receive information.  The EQ-i measures our emotional quotient or EQ.  Emotional intelligence has often been defined differently by various authors.  One of the easiest ways to think of emotional intelligence is by defining it as the ability to understand your own emotions as well as those in others.

In the Leary et al study, their results showed a relationship between Myers Briggs extroversion and emotional intelligence components.  Also noted in the study was a “positive and significant relationship between a preference for the use of feeling in decision making and an individual’s EI.”

When discussing “feeling” as defined by the MBTI, it refers to how one bases their decisions on their values.  When discussing “extroversion” as defined by the MBTI, it refers to how people prefer to focus on the outer world of people and things.  Leary et al concluded, “The positive and significant results for the extroversion and feeling hypotheses seem consistent with the view that EI is related to the ability to accurately perceive and manage relationships.”

I found the relationship for “feeling” to be the most interesting part of the study due to the high number of “thinking” as opposed to “feeling” executives in the workplace.   The study suggests that using “feeling” when making decisions shows awareness of others’ feelings.  This would be indicative of having emotional intelligence.

If there are more “thinking” people in business executive positions and this study showed people that were “feeling” had more of a relationship to emotional intelligence, what does that say about our business leaders?  A study of nearly 5000 people by Sala revealed that executives may have an inflated idea of how high their emotional intelligence actually is.  “The results of this study demonstrate that higher-level employees are more likely to have an inflated view of their emotional intelligence competencies and less congruence with the perceptions of others who work with them often and know them well than lower-level employees.”

What is interesting to note is that one’s MBTI type does not usually change over time.  However, one can develop their emotional intelligence.  The “thinking” personality type bases their decisions on data.  They tend to be logical.    If people with a strong “thinking” preference do not show as high of a correlation with emotional intelligence now, can they develop this based on their understanding of this data?   It seems logical to conclude this is possible.

As with any self-reported data, there are possible limitations to these studies.  I personally have studied emotional intelligence and its impact on sales performance.  I had to take the EQ-i and the MBTI in my training to be a qualified instructor for both assessments.  I came out as an ESTJ and had a high EQ-i score.  I may be an anomaly, but from what I have seen from the work of Daniel Goleman and others, whether someone is a “thinking” or a “feeling” personality, it is important to always be working on one’s EQ in order to be successful.

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Controlling Emotions at Work: Part of Core Employment Skills?

 

Lesley Wright’s recent article in the Arizona Republic offered some insight into a new book by author and ASU professor Vincent Waldron.  Waldron’s book, titled, “Communicating Emotion at Work”, due later this year, will include information from his 20 years of studying emotions in the workplace.

In the book, “It’s Not You It’s Your Personality” similar topics are covered in chapters about emotional intelligence and concern for impact.  Concern for impact may be defined as how much we care about how others perceive us.  In the Arizona Republic article, “Waldron argues that emotional communication should be a core employment skill.”  Emotions are a buzz word in the workplace since Daniel Goleman helped increase the popularity of emotional intelligence with his book about why emotional intelligence could matter more than IQ. Books about emotions in the workplace can be a very effective tool to help explain why people act the way they do.  This can be very important, especially in a team setting.  As more companies are creating teams, understanding one’s fellow employees and their emotions can be critical to the success of a team and their projects.

Some of the things that Waldron pointed out in his interview with Wright tied into having concern for impact which can be an important part of one’s success in the workplace. Waldron claims, “The theme of this book is that emotions, both positive and negative, have in a sense evolved to serve a purpose. Emotional communication is a tool for making our organizations and our lives richer, more moral, more humane and potentially building better workplaces. Sometimes that means regulating and suppressing emotions. So we need to be competent at understanding the emotions and learning to regulate them. I’m sort of arguing for a heightened awareness of how emotion makes us good. I don’t think there is any competitive disadvantage to being emotionally competent.”

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How to Get a Job: Why Employers Value Emotional Intelligence

Check out why it is so important to understand how your emotional intelligence may impact your ability to get a job.  If you are interested in reading the book by Daniel Goleman that I refer to here, it is called Emotional Intelligence: Why it Can Matter More than IQ.   In our book,  It’s Not You It’s Your Personality, Toni Rothpletz and I write about the major personality tests that employers use.  We include a very detailed chapter about the importance of understanding emotional intelligence in the workplace.  

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