How can you demonstrate Emotional Intelligence in a board meeting?

In my experience, emotional intelligence is the ability to read between the lines. So, how can we read between the lines? 1. Get proper insight into what the meeting you are joining is all about, so you can have one or two points listed out. 2. Prepare to contribute: There is a saying, "If you fail to prepare, you prepare to fail." So, have some findings done and contribute when needed. 3. Take notes: Hold your jotting note and pen down a few points. 4. Practice active listening skills: Don't be absent-minded because there was a reason you were involved in the meeting in the first place 5. Let your presence be felt.

Have a look at the given time and plan some time for smalltalk, Check-ins, discussion, questions. Do a power pose before the meeting and bring a smile on your face.

Inteligência Emocional em uma reuni?o de diretoria: 1- Prepare-se antecipadamente, reúna fatos, dados e indicadores prováveis de serem discutidos; 2- Logo antes da reuni?o, fa?a um check-in: a) Estou levando todo material necessário? b) Como está meu "estado de espírito"? - Se estiver ansioso(a) ou frustrado(a) com algo que ocorreu logo antes, tomar consciência te ajudará a "se livrar" de sentimentos negativos; b) Quais desafios costumo enfrentar quando converso com estas pessoas? Identificar a??es que faltaram em reuni?es anteriores, como por exemplo "escutar mais", "n?o levar para o lado pessoal", fará diferen?a; 3- Durante a reuni?o, preste aten??o à sua voz interna - ela te dará "dicas" sábias sobre como se comportar e o que corrigir.

In my experience working with board members and committees, you can use emotional intelligence to prepare in several layers. Your first layer is understanding the board's mission, terms of references and strategic objectives. This overview of their mandate will help you position yourself within their map of the world. Your second layer is understanding the diverse backgrounds of board members by developing a stakeholder map. For example, when we dealt with investment committees, not all board members had a financial background, some came with a business or policy background. Third, visualize yourself presenting and the interactions. Feel and see your triggers taking place, and notice how you react. This helps you prepare for real time.

Be quiet. Listen to everyone who speaks. Evaluate the options based on the information at hand and your experience. Then choose your words carefully to share your thoughtful, expert opinion.

Active listening is fast becoming a lost art and people massively undervalue its worth. When you listen to someone intently you are essentially holding space for them. As a result of you listening they feel, seen,heard and valued which are the component parts to psychological safety. When someone in your team feels seen, heard and valued your ability to connect with them at a deeper level increases significantly. It's these deep connections that allow teams to flourish even during times of strife.

Emotional intelligence is what one needs here... Active listening, empathetic listening requires multiple skills and competencies. Example - communication skills, being able to decode someone's body language, reading between the lines, patience, ability to not let ones biases and perceptions to hinder ones listening, and so much more... So EI is a must for being able to listen actively...

An example that I have seen of people displaying EI in board rooms is keeping oneself aligned with broad goal of the meeting. By consciously bringing one's self aligned with it, helps open one's mind to active listening. Equally it helps you handle the emotional triggers who may be on that table

Si vous ne connaissez pas encore les membres du Conseil, l'écoute active va vous permettre de repérer et de comprendre les différentes fa?ons de communiquer de chacun d'entre eux. Cela vous permettra de bien structurer votre prise de parole et d'adapter votre langage pour captiver et impacter l'ensemble du collectif.

During a board meeting, active listening is a crucial skill that showcases your EI by demonstrating understanding and your genuine interest in others perspectives and ideas. This can be shown in several ways. In a board meeting, it is crucial to show attentive body language which not only shows respect, but signals your interest in the speaker. It is also crucial to listen attentively to understand and respond in a reflective manner that shows your validation of their contribution. By actively listening, you can enhance the productivity and effectiveness of the meeting and demonstrate a high level of emotional intelligence.

In a board meeting, your personal opinion is helpful, but to a point. We need to move from personal opinions to discussing ideas. Ideas can then be explored, challenged, played with & discarded if needed & no person's value or reputation is at risk. The reason emotional reactions happen is because people can't separate themselves from ideas - yes you're ok to express your idea but hold them lightly. Like an object on a table, treat your ideas like an object on the table, not a part of your heart or being. Then you can more easily craft these into something meaningful that won't have you as triggered in meetings under pressure. You don't know what you don't know, & that might just make your idea better. Opinions are inflexible.

A great way to have constructive dialogue even when you disagree is to validate their points of view. Avoid making them feel wrong, but focus on adding different perspectives. The less wrong you make them feel, the less defensive they are and the more receptive they will. Be careful not to be overly ingratiating, as individuals at that level often have a keen sense of discernment, and it won't play out in your favor. People high up need people who are honest and tell them how it is, even if it is not nice to hear. This is how they will trust you that you will say and do the right thing, even in opposition. Using emotional intelligence helps you do it in a way without creating a lot of opposition and conflict.

I disagree. Self expressions is so far beyond using I statements and enforcing professional conduct in communication. Self expression -even in the most formal meetings- includes how we dress, body language, facial expressions and all of these prevail before even getting a chance to speak. Self expression is speaking genuinely to reflect an original idea. Even listening is part of self expression. It is deeper and way bigger and way richer than following a professional framework to speak in public.

Quel est l’intérêt d’une réunion si on ne participe pas ? Un compte rendu suffirait. Je me bats régulièrement pour que les invités aux réunions aient un véritable r?le à jouer.

Si algo puedo compartir como un tip muy valioso, justamente es el uso del NO positivo. El no positivo nos permite expresar desacuerdo pero en forma proactiva, invitando al otro a reflexionar sobre nuestro punto de vista en desacuerdo; y de esta forma, juntos, lograr entendimiento. Parece contradictorio decir "No positivo", pero si lo ejercitamos, logramos derribar la barrera del posible malestar y predisponer al otro a llegar a un acuerdo beneficioso para todos.

Entender que conflitos n?o s?o necessariamente negativos pode ser um bom come?o. Se n?o há conflito n?o há contraposi??o de ideias e se isso n?o ocorre dificilmente haverá criatividade e inova??o nas discuss?es. A primeira resposta que vem em nossa mente n?o necessariamente é a melhor ou a mais efetiva. Provavelmente é a que nos fará gastar menos energia, mas n?o quer dizer que seja a melhor. Por que ent?o n?o aproveitar a oportunidade de opini?es e pontos de vista diversos para aprimorar nosso arcabou?o de ideias e buscar novas vis?es para antigos vieses cognitivos? Se conseguir olhar os conflitos por esse lado, certamente n?o terá dificuldades em gerenciá-los.

Everyone has different perceptions towards everything in life. And so conflict of thought is to be expected. 1 - Push back is not rejection: one needs to understand that all might not be able to see your perception, it's only because every individual has a different combination of knowledge, understanding and experience. So don't take it personally. 2 - Communication would be key: bring able to understand is one thing but being able to articulate right is totally a different thing. This could make a huge difference in making the other person not only to listen but to make them connect and to keep their interest. There are so many more, but if I had to put it all under one umbrella - Emotional intelligence.

Conflict in the workplace or work related matters is inevitable. As humans with distinctive backgrounds and experiences, an emotionally receptive person must tend to the varying thought processes, ideas & opinions. However, the principle of reciprocity must be manifested in the process. The equation of success always thrives on balance and this realisation is what would lead to effective action and decision making.

Change your mind about conflict. It's not a negative, it's just a clash of worldviews. Get curious. Maybe you're wrong? Maybe you could learn something? Just because you think you're right doesn't mean you are so being more open to changing your mind is the secret. The challenge is sometimes when the other person isn't also open to changing their mind but make this a pre-agreement or you do not get a seat at the table. We need to do better at senior levels to hold each other accountable to better ways of having conversations about ideas. Conflict is just a part of innovation and creativity. Equal parts new to resistance. Channeling this towards the future means the conflict alchemises towards growth.

A lo largo de mi vida profesional fui trabajando sobre mi gestualidad en las reuniones conflictivas. Un gesto como compartir caramelos, servir agua o café a todos en la reunión, los saca del foco del enojo. Una sonrisa y un caramelo, o una sonrisa y un vaso de agua; hacen maravillas.

Empathy plays an important role in adapting to change. In a board meeting, when we feel the challenges we others and respect other perspectives, we can have better adaptability. Adapting yo change involves a big array of emotions. Fear, anger, apprehension, hope, courage and trust are all emotions that we need to be aware of with self and others. Emotional awareness and management are factors in managing change and increasing our adaptability.

Paradigm shift is the first need to be able to not just adapt to change but to thrive in it. The tetrahedron theory by BeyondEQ helps with this a lot to build this skill. Emotional intelligence is a prime tool to achieve this.

La vie de l’entreprise est faite d’imprévus. Un bon manager doit pouvoir anticiper ceux-ci. En cas d’urgence, il doit être capable de les traiter en solo ou en collectif, afin de ne pas être débordé par ses émotions et la pression liée.

Just be in the moment and let go of expectations. This gives you the ability to show up, experiencing what's happening in front of you and helps you be more intentional rather than reactive. Adaptability to change is just a shift in expectations - removing any expectations and deciding ahead of time who you want to show up as no matter what happens will give you a feeling of power and intention that creates a 'lighthouse in a storm' feeling within that can't be swayed no matter what happens. Change is already happening whether you adapt or not, you may aswell experience it fully and choose who you are along the way. Any time something goes different than your

Todas las reuniones son oportunidades de mejora y/o de aprendizaje. En mi caso, que hace muchos a?os trabajo como mentora de emprendedores, tantas experiencias de entrevistas a personas de diferente clase social, con diferente preparación, con y sin sue?os, con y sin ideas sustentables; me permitieron aprender a adaptarme y ser flexible en la terminología, los tiempos de cada uno, y los procesos de incorporación de conocimientos, métodos y estrategias. Lo hice siempre en forma gratuita y para el Estado; eso realmente, creo, fue la clave para tener un número realmente válido de casos y aprender por experiencias.

This is often not the responsibility of individual board meeting attendees but a minute-taker / project manager type attendee BUT, I think attendees need to get braver at contacting other people around the table that they admire and seeking mentorship or guidance to contribute in the future. I knew an extremely senior leader who was stepping up to even more senior committees / board meetings and they were nervous. In a coaching conversation I shared that they already knew some of the attendees and to get clarity on the expectations of attendance of this individual and openness to debate / challenge as part of the meeting. This created enough certainty / containment for this individual to join, contribute and develop confidence.

Le suivi est tout aussi important que le déroulé. L'impact laissé lors de la réunion est une première étape, le résumé une deuxième et le suivi/résultat des actions ou projets présentés sera la plus importante. Le concret rassure. Couplé à de l'intelligence émotionnelle pour adapter l'interprétation des résultats et toucher les intérêts de chacun vous donnera une légitimité et fera grandir votre confiance en vous pour les prochaines réunions et vos interactions avec les autres. L'intelligence émotionnelle se travaille en permanence. Alors demandez également du feedback et prenez bien en compte chaque élément qui pourra vous faire grandir.

Three things I have found useful both as a CEO and as a board member: 1) Listen to understand, not to answer 2) Ask the CEO - "how are you feeling" 3) Give more energy than you take.

Active Listening, Adaptability, and Conflict Management are indeed effective strategies. However, taking 5 minutes before the meeting to assess the flow and adjusting inputs accordingly is a valuable approach. Being aware of oneself, the environment, the people, their emotions, and acting accordingly can tremendously enhance your effectiveness in a board meeting.

What else? Just Emotional intelligence... I cannot emphasize enough on how important. It's a key to being able to navigate better.

Here are some ideas 1. Be self-aware of own feeling before the meeting and ofcourse during the meeting 2. Don’t jump into discussion without aknowledging own and others emotions 3. Listen to what are other saying and most importantly how they are saying 4. Be positive

In my view keep it in mind that BOARD means Business Oriented Active & Regulated Discussions). So always, 1. Address the common concerns of the Board - ex growth in revenue, profitability, EBITDA, valuation, etc. 2. Energize and give confidence to the baord. 3. Do not give them an impression that you support views of a selective board member; don't take a stance with anyone. 4. Listen, understand & then respond politely only when you have substantiated info; else buy time to respond surely later. 5. Address your POV with your Customer's POV (data based) to demonstrate your competitiveness creatively. 6. Use Balanced Scorecard format for showing your individual drive for organization growth.