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Why Rosalinda Batson?

Ros is one of a limited number of globally located Training and Distributor Partners with Multi-Health Systems (MHS). Ros and the team started working with the previous iteration of the tool, the Bar-On EQ-i during 2003, integrating it with Leadership programs delivered by her company, Neural Networks Consulting (NNC). In 2009 when MHS launched the EQ-i 2.0, NNC was asked if they would like to become partners with MHS on the delivery of Certification programs.

Since 2009, NNC has delivered countless EQ-i 2.0/EQ360 Certifications and certified professionals within Human Resources, Organisation Development, Learning and Development, OHS as well as coaches, consultants and recruiters.  The value Ros and the team at NNC brings to the certification process is their experience with the tool as they continue to use it within their own Leadership and Team Culture Programs for organisations who want to build their capability and advance their culture. The EQ360 tool is an excellent provocation for Executive Coaching and Leadership Development engagements while the self-assessment has provided key insights for interview panels whether recruiting for Executives or frontline staff.

Ros started her career within Local Government and was fortunate to have held positions within Human Resources, Information Management and Organisation Development. Moving between operational leadership in IT and working as an internal consultant for people and culture, she was able to satisfy her passion for interesting conversations, personal challenges, and continues to be intrigued by people, organisations and how they operate. Ros still has a passion for working with Government organisations and is pleased to have State Government departments among her clients.

Having worked at NNC since 2001, she primarily spends her days delivering Certification programs, undertaking Executive Coaching, EQ-i 2.0 debriefs and providing emotional intelligence expertise for Executive recruitment. She is also a certified trainer for the Pearman Personality Integrator, a type assessment, as well as a range of DLI products such as the Change Style Indicator, Change Navigator, Influence Style Indicator, Decision Style Indicator and business simulation activities.

Ros has a Masters in Gender Studies (Philosophy) which investigated why women only made up 8% of Board and CEO positions within Australia, analysing organisation dynamics through the lens of power relations and the impact of gender role socialisation. She is currently investigating the drivers for improving diversity and inclusion within organisations and how emotional intelligence can provide the platform for success in this regard.

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A frightening truth about Empathy

I read something today that really peaked my interest. I have been fortunate enough to have an advance copy of Dr Steven Stein’s new book, The EQ Leader. Having been asked just the other day what I would recommend as strategies for improving empathy in leaders, I thought I would review the section on Empathy: What Can We Do About It?

Dr Stein quotes studies by Christine Ma-Kellams of the University of Laverne and Jennifer Lerner at Harvard University which are intriguing. In a nutshell (because you will have to read the book for all the details) the researchers demonstrate that by using a reasoning approach, you could get better results in understanding someone else’s emotions than by just using intuition (Steven J. Stein, 2017). That’s right. You can use your cognitive abilities to work through what is happening for someone else, or what their perspective might be.

So why do I consider this the ‘frightening’ truth about Empathy? Because it should scare all of those people who believe that empathy is something you either fundamentally have, or don’t have. Many leaders I talk to feel that some people are just more naturally empathetic than others. This allows them to ‘not’ be empathetic. It lets them off the hook so to speak.

The truth is that some people just enjoy other people more than others and this provides them with more of an impetus to BE empathetic. It doesn’t mean they are born with it, or naturally more capable. Unfortunately for those who would like to believe that it is a natural talent, it is something that is sought after. That is, direct reports perceive a link between empathy and improved leadership performance. If you are a leader, your team is looking for you to demonstrate empathy and will consider it when they evaluate your leadership performance.

What we can be assured of from the studies and Dr Stein’s insight, is that empathy is a skill that can be increased through targeted development, coaching and initiatives. Everyone can become more empathetic. Which makes me think of that old joke.

How many psychologists does it take to change a lightbulb?

One, but the lightbulb has to want to change.