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Client Behaviour and Decision Making > Topic 2 - Understanding Self and Others > Flashcards

Topic 2 - Understanding Self and Others Flashcards

1
Q

Emotional Intelligence

A

Capacity for understanding our own feelings and feelings of others for motivating ourselves and managing emotions effectively in relationships

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2
Q

4 Domains of Emotional Intelligence

A

Self - Awareness
Self Management - handling emotions
Empathy
Putting all these together

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3
Q

Two Categories of the emotional competence framework

A

Personal and Social Competence

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4
Q

Personal Competence

A

Self Awareness and Self Management

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5
Q

Social Competence

A

Social Awareness and Relationship Management

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6
Q

Order of the Emotional Competence Framework

A

Self Awareness > Self Management + Social Awareness > Relationship Management

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7
Q

Benefits of Developing EQ

A

More like to succeed in personal and professional relationships
Higher EQ = Higher personal self-satisfaction and self-confidence
Understanding your strengths and weaknesses = superior performance

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8
Q

Self Awareness

A

is the ability to recognise and understand your moods and emotions as well as their effect on others

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9
Q

Self Management

A

Passion beyond on money or status

To think before acting

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10
Q

Social Awareness

A

Ability to understand the emotional makeup of others

Treating people in accordance to emotional reactions

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11
Q

Relationship Management

A

Proficiency in managing relationship

Building common ground and buil rapport

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12
Q

Blind Spots

A

Aspects of yourself that others are aware of but you are not

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13
Q

How to Improve our EQ

A

Observe how to react to people
Be open and accepting of others needs
Continualy self-evaluate yourself
Examine how we react to stressful situations
Take Responsibility
Examine how our actions will affect others

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14
Q

Social Styles

A

Patterns of Behaviour that make us us more like some than others
They are predictable patterns of actions that others can observe and agree upon for describing ones behaviour

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15
Q

Social Styles refers to surface behaviour

A

A persons observable behaviour
Can be seen or heard
Not the reason or rationale behind actions

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16
Q

Why does social styles matter

A

Understand how others view your behaviour
Understand your relationships
Develop insights into your behavioural strengths and weaknesses
Reliably assess another persons behaviour
Develop way of communicating

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17
Q

Dimensions of Social Styles

A

Assertiveness (Dominance) (Ask or Tell)

Responsivness (Sociability) (Controlled or Emotive)

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18
Q

4 Social Styles

A

Analytical
Driver
Amiable
Expressive

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19
Q

Analytical

A

Analyticals are concerned with being organized, having all the facts and being careful before taking action. They need to be accurate, precise, orderly and methodical. They conform to standard operating procedures, organizational rules and historical ways of doing things. They typically have slower reaction times and work more carefully than Drivers. They are perceived as serious, industrious, persistent and exacting.

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20
Q

The Driver.

A

Drivers are action- and goal-oriented, strive for results and react quickly. They are decisive, independent, disciplined, practical and efficient. They typically use facts and data, speak and act quickly, lean forward, point and make direct eye contact. Their body posture is often rigid and they have controlled facial expressions.

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21
Q

The Expressive.

A

Expressives enjoy involvement, excitement and interpersonal interaction. They are sociable, stimulating, enthusiastic and good at involving and motivating others. They are idea-oriented, have little concern for routine, are focused on the future and have quick reaction times.

22
Q

The Amiable

A

Amiables need co-operation, personal security and acceptance. They are uncomfortable with and will avoid conflict at all costs. They value personal relationships, helping others and being liked. Some Amiables will sacrifice their own desires to win approval from others. They prefer to work with other people in a team effort, rather than individually, and have unhurried reaction times. They are unconcerned with effecting change. Typically, they are friendly, supportive, respectful, willing, dependable and agreeable. They are also people-oriented.

23
Q

Style Flexing

A

Is temporarily adjusting your behaviour

It is flexibility working with others

24
Q

4 steps to style flexing

A

1 - Recognise the other persons style
2 - Plan your flex : Content and delivery
3 - Do the flex
4 - Evaluate how you did

25
Q

Style flexing for Analytical

A

Anwser all questions
solid, tangible evidence
do not push / hard sell
do not over promise

26
Q

Style flexing for Driver

A

Fast paced, get to the point
start with business
use facts
clear, concise, brief

27
Q

Style flexing for Amiable

A

Relaxed
Listen
Get to know them
Personl Interests

28
Q

Style flexing for Expressive

A 
Upbeat, fast paced
let them talk
socialise
give choices
focus on big picture
29
Q

Distinguish between the concepts of IQ and EQ, and briefly discuss the role emotional intelligence plays in building relationships and improving performance at work.

A

Whereas IQ is technical knowhow, EQ focuses on the personal qualities such as initiative, empathy, motivation and leadership.

Emotional intelligence is the capacity for understanding our own feelings and the feelings of others, for motivating ourselves, and for managing our emotions effectively in our relationships (Goleman 1995).

30
Q

Identify and briefly discuss the attributes of a person who demonstrates personal competence.

A

Personal competence, how we manage ourselves, is reflected in our self-awareness and self-management
Self Awareness
Self Management

31
Q

Self-Awareness

A

Knowing your strengths and weaknesses, as well as the ability to recognize your emotions as they happen and understand your general tendencies for responding to different people and situations

32
Q

Self-Management

A

Using awareness of your emotion to choose what you say and do in order to positively direct your behaviour

33
Q

Identify and briefly discuss the attributes of a person who demonstrated social competence.

A

Social competence, how we handle relationships, is reflected in our social awareness and relationship management
Social Awareness
Relationship management

34
Q

Relationship Management / Social Skills

A

Relationship Management / Social Skills – Using awareness of other persons’ emotions to choose what you say and do in order to positively direct your behaviour and induce desirable outcomes, such as in communication, conflict management, cooperation, and leadership

35
Q

Social Awareness / Empathy

A

Awareness of other’s feelings and concerns; Understanding where the other person is coming from whether you agree or not

36
Q

How does self-awareness influence the way people relate to others?

A

Self-awareness concerns knowing one’s internal states, preferences, resources and intuitions. How people see themselves influences the way they relate to others, their capacity or readiness for self-disclosure, their ability to give and receive feedback in interpersonal relationships, their self-confidence and their level of emotional intelligence. People who display attributes of self-awareness are able to communicate, collaborate and build effective workplace relationships.

37
Q

Differentiate between the two dimensions of the Social Style model, assertiveness and responsiveness.

A

The assertiveness dimension reflects the measure of whether a person appears to ask or tell in interactions with others.

The responsiveness dimension reflects the extent to which a person reacts readily to influence or stimulation with a display of feelings.

38
Q

Define Social Style

A

“Social style” is the behaviour that one exhibits when interacting with others. The Social style model helps people to better understand and work with others through appreciation of their basic decision making and control needs.

39
Q

Assertiveness High and Low

A

A person with higher assertiveness are more likely to face up to difficulties rather than avoiding them. They have a higher confidence in themselves, which makes them more competitive and ready to act quickly and take risks.

A person with low assertiveness tend to avoid risks. Being slower to react to new information than the competitive high-assertive people, they tend to be more inquisitive and collaborative.

40
Q

Responsiveness High and Low

A

A person with higher responsiveness has a higher emotional response to others. This may appear as empathy although it may simply be that they have less control over their own emotions and react in an emotional way. They are generally people-oriented, whether this is for purposes of company or altruism.

A person with lower responsiveness is less likely to be empathetic as there is less emotional content in their reactions. Their response has a higher cognitive element and so they think more before responding, which can make responses slower.

41
Q

Outline each of the four unique behavioural patterns recognised in the social style mode

A

Analytical (Lo A, Lo R):
Driver (Hi A, Lo R):
Amiable (Lo A, Hi R):
Expressive (Hi A, Hi R):

42
Q

briefly describe how these traits may affect client’s engagement with the financial planning process.
Analytical (Lo A, Lo R):

A
  • Don’t rush, don’t waste time
  • Answer all questions
  • Give solid, tangible evidence
  • Do not push/hard sell
  • Do not over-promise
43
Q

briefly describe how these traits may affect client’s engagement with the financial planning process.
Driver (Hi A, Lo R):

A
  • Be fast-paced, get to the point quickly
  • Start with business, give the bottom line
  • Use facts, not feelings
  • Be clear, concise, and brief
  • Don’t waste time
  • Offer options with brief supporting data
44
Q

briefly describe how these traits may affect client’s engagement with the financial planning process.
Amiable (Lo A, Hi R):

A
  • Be relaxed, moderately paced
  • Actively listen
  • Get to know them
  • Show personal interest
  • Ask for their input/reaction
45
Q

briefly describe how these traits may affect client’s engagement with the financial planning process.
Expressive (Hi A, Hi R):

A
  • Be upbeat, fast-paced, fun
  • Let them talk
  • Allow time for socializing
  • Tolerate digressions
  • Give them choices
  • Focus on the big picture
46
Q

Briefly define the term ‘style flexing’.

A

Style flexing involves taking the initiative to improve a relationship by temporarily adjusting your behaviour to manage tension and to encourage others to behave more productively with you.

47
Q

Briefly describe why we may ‘flex’ our social style when interacting with others.

A

When it comes to presenting your ideas, style flex entails communicating on the other person’s wavelength. Thus, style flexing is about adjusting the process of communication, not the content.

48
Q

Provide a brief description of how you could ‘flex’ the financial advice process to accommodate the style preferences of Analytical:

A
  • Adopt a formal, task-oriented approach to the advice process. They are comfortable when they can operate with a high degree of objectivity.
  • Progress at a deliberate pace with enough time for thoughtful consideration of the key points.
  • Provide factual, well-documented, detailed information.•
49
Q

Provide a brief description of how you could ‘flex’ the financial advice process to accommodate the style preferences of Driver

A
  • Be task-oriented from the very start. With this style, business comes before relationships.
  • Make the most efficient use of their time.
  • Offer options in a way that allows them to feel they are making the ultimate decision.
50
Q

Provide a brief description of how you could ‘flex’ the financial advice process to accommodate the style preferences of Amiable

A
  • Have an open and honest approach to the advice process. They need to trust you before they can commit.
  • Spend time to develop a relationship.
  • Give them personal support in terms of feelings and situation.
51
Q

Provide a brief description of how you could ‘flex’ the financial advice process to accommodate the style preferences of Expressive

A
  • Develop the advice relationship in an open, friendly atmosphere.
  • Help them know who they’re doing business with. They appreciate dealing with someone of competence and self-confidence
  • Assure them that they can be confident in the quality of the product or services being rendered.

Client Behaviour and Decision Making (10 decks)

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