Diana

Diana's Disappointment: The Promotion Stumbling Block Case Overview Diana is a General Manager who wants to Become a District Manager. Manager. But she was failed to get promoted at the last district manager interiews. She was so shocked and upset about not getting promoted. Diana thought she is !uali"ed for the position due to her performance at work. She manages her restaurant completel# b# the operational manual book$ meticulousl# adhered to policies and procedures and rigorousl# controlled e%penses. &n result$ her restaurant sales are growing in spite of new (ompetitions in the market and she receied are relatiel# few customer complaints. The onl# things that is little out of the line was w as the higher turnoer )mong her sta*. Diana not too concerned about this. +oweer$ the reason for this situation is Because she had a high standard for both herself and her emplo#ees. She did not think she should bend the rules for an#one$ for whateer reason. &t was her responsibilit# to the make the restaurant was managed strictl# in accordance with the operation manual$ and she could not allow deiations. ,en Diana was called as -ice maiden- b# her emplo#ees because of her wa# of management. Case Analysis

This is according to question no 1 e will start to e%amine Diana's case within the framework of emotional intelligence domains form a hierarch# which is i s from /owest to the highest$ of selfawareness$ selfawareness$ selfmanagement$ social awareness and relationship management. ,motional intelligence 0,&1$ as we know is a set of competencies that allow us to perceie$ understand$ and 2egulate emotions in ourseles and in others. ,& can be organi3ed into four dimensions representing the recognition of emotions in ourseles and in others$ as well as the regulation of emotions in ourseles and in others.  The "rst dimension from ,&$ ,&$ the /owest dimension$ dimension$ is selfawareness. selfawareness. &t 2efers to haing a deep understanding of one's own emotions as well as strength$ alues$ and moties. &n Diana's case$ we can see that she hae a high self awareness. She knows what she wants4 being a district manager. ) desirable position for an# general manager$ like her$ and was her goal since she Began working in the industr#. She knows$ or thought$ that she was een more than !uali"ed for the position due to her performance and track record. Growing sales$ well managed restaurant$ few customer complaints she was technicall# competent5 &t is no doubt that Diana knows her strength 0abilit# to manage the restaurant1$ alues 0hard working$ lo#alt#1$ and motie 0being a district manager1 er# well.

 The second dimension is selfmanagement. &t represents how well we control or redirect our internal states$ impulses and resources. &t also &noles an inner conersation that guides our behaior.Diana hae capabilit# to manage herself in order to reach her goal. She alread# prepare herself to be a district manager since a long time. She )lso )ble to not let her feeling take oer the control of her performance. She onl# focuses on how to run the restaurant and Become a district manager. She een named -ice maiden- b# her sta*s. She is a lo#al emplo#ee for her compan#. She was displa# integrit# between herself and the restaurant$ and )ble to maintaining the drie to perform well. She Gae her best performance and do it strictl#. )lso she sets a high standard for herself to push her work harder and better. +oweer$ at the end$ when she was told that she would not be promoted to be district manager$ she can not control her emotions and left the meeting room before the meeting is "nished. +er selfmanagement was collapse$ left her in a crushing disappointment.  The third dimension is social awareness4 it is mainl# about empath# haing understanding and sensitiit# to the feelings$ thoughts and actions of companies. This includes understanding another person's situation$ e%periencing the other emotions$ and knowing 2eiews their needs een unstated. )t this dimension$ Diana was not good enough. Diana rarel# paid attention to what her emplo#ees said. She neer think about her feeling toward 2eiews their emplo#ees work oerload$ 2eiews their tight ship$ until the unfriendl# work enironment. She alwa#s think that eer#thing's  6ust "ne since her restaurant alwa#s met it's target of "nance. The interactions between Diana and her emplo#ees happened mechanicall# Because she Seemed aloof from them. Diana was too focused on her goals and the restaurant that she put aside the importance of pa#ing attentions to her sta*s. &t seems like she onl# use the emplo#ees as her -helpers- to reach her own ambition. She neer een tr# to talk and listen she keep a distance from her sta*$ to what her emplo#ee feels and needs. 7or her$ it is no need to do that Because it is not connected directl#$ to the work. The fourth dimension$ and the highest in the hierarch# of ,& dimensions$ is relationship management. &t is 2efers to managing other people's emotions$ linked to a wide ariet# of practices4inspiring others$ &n8uencing people's beliefs and feelings$ deeloping other's capabilities$ (ultiating relationships$ etc. )nd because of Diana was bad in social awareness$ she bad )lso in this dimension. From here question no 2 starts  The high number of )mong her turnoer of sta* is a clear indicator that shows Diana was not )ble to manage the relationship between she and her sta*. She "red three emplo#ees because of the# Decide to tr# a new tactic customer serice which is she called innoation the# dreamed up$ rather than compl#ing

with the established process. She was not about to let an#thing to change her successful management strateg#. +ere$ we can see that she was not )ble to allow her 2eiews their sta*s deelop new capabilities. 9ntil here$ we can infer that Diana's ,motional &ntelligence is not good enough. e can sa# that Diana hae a middle to low ,&$ Because her interpersonal relations was not good and she could not gie a good performance in 6obs re!uiring emotional labor. &t is no wonder that Diana hae a good capabilit# to manage herself. But when it comes to manages the relationship between she and her sta*$ we could not sa# that she did it well. She is not )ble to manage her sta*'s emotional aspect. &t is Because she neer tr# or care to reall# -touch- them. &n result$ there is a gap between Diana and her sta*. (reating a situation where "nall# no longer feels her sta* can not stand with her and Decide to leae the restaurant. That's wh# the turnoer )mong her sta* is high. ther good manager would think what was wrong$ is it reall# because of the emplo#ee's mistake or it is pure from his or her own mistake$ 2eiews their leadership st#le for instance. therwise$ she looks at this situation as -personalit# di*erences- or -miscommunications- oer her directies.  Then$ if Diana want to be promoted in the future$ she had to deelop her abilities in managing the relationship. She must learn how to be more empathic to the other's feeling$ in this case her emplo#ees' feelings. She had to pa# more attention to her sta*'s feelings$ 2eiews their wants$ need$ emotion. Perhaps$ )lso she would hae to change her leadership st#le$ roomates &S )/S in8uenced b# her lack of abilit# to manage other's emotions.  The compan# should help Diana's deelopmental e*ort. &t is to waste if at the end a potential$ a hard worker and lo#al emplo#ee like Diana onl# hold the responsibilit# as a general manager. )nd so$ the# should send Diana to the ,motional Training Program. But the homework does not "nish here. )fter Diana 7ollowed the training program$ she must be )ble to perform her new abilities in managing other's emotions. Therefore$ Diana others should be gien e*ectie wa# to improe her personal coaching ,& trough$ plent# of practices$ and fre!uent feedback.