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    Cathy Lieberman

    I just finished reading your eBook which reinforced the concepts we learned on Tuesday. The 10 Secrets are a gift that I will use as a great reference whenever I feel my happy meter leaning to the wrong side!

    Thank you so much for sharing your pearls of wisdom with our COO Forum.

    Candace Thompson, PCC

    Gail, I've finally gotten around to reading your new e-book on emotional intelligence. I was eager to read it because I know you do such good work, and, once again, you have exceeded my very high expectations.

    You are so good at making intellectual connections, recognizing patterns and seeing and being open to possibilities. I'm always struck by the apparent ease with which you create simple and powerful exercises - elegant, strength-based solutions that help people address their challenges.

    I'm certified to administer and interpret two EI instruments, and though I like the insights they offer, the support material addressing the "so now what?" question has, in my opinion, been lacking. Your exercises move the issue from an intellectual concept to real life examples that people can grab onto and do something with.

    Your book also offers an inspiring and compelling example of how much one can accomplish when they put their mind, intention and energy to work. Congratulations!

    Gail Sussman-Miller

    Let's kick off our discussion of Emotional Intelligence (EQ) at work with this question from a participant at the 1/23/09 Association Forum session.

    QUESTION: How do I put these tools to work when I need to do it with my boss without (incurring) judgment and intimidation? How do I keep it from escalating?

    I welcome you, the reader, to share your response. Here are my thoughts, based on the 3 tools shared above and the 10 practices.

    It's important to design your alliance and get some understanding if you haven't already, on the best ways your boss likes to be communicated with, i.e., regular meetings, email, phone calls. See how you can keep from personalizing what your boss says. Keep your focus on the shared mission and end beneficiary, perhaps your association members. If you are offering feedback, ask for permission to share it first and keep all your statements to "I" statements instead of saying "you...." Make it about your opinion. Lastly, avoid assuming and ask questions to learn more.

    What do you think? How can EQ help improve interactions with your boss?

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