People often think of emotional intelligence as a personality trait. You’re either born with it, or you’re not.
But emotional intelligence is a set of skills. It can be honed and developed over time, allowing us to understand ourselves better, maintain positive relationships, and cope with major challenges in effective ways.
Today we sit down with Robin Hills, director of Ei4Change, a global organization that has provided emotional intelligence training and coaching to more than 250,000 people all over the world. We’ll discuss his work, his books on emotional intelligence, resilience, and behavior in the workplace, and how emotional intelligence is helping business leaders and professionals navigate challenges and build happier, more fulfilling careers.
Learn more about Robin here: https://ei4change.com/
- What is Emotional Intelligence, and can we improve it
- How emotions underpin most elements in the workplace
- How emotional intelligence can further happiness at work
- Emotions are not positive or negative inherently; it’s what behavior it drives that is significant
- Emotional Intelligence starts with self-awareness
- Mythbusting Emotional Resilience
**How can we connect with others? How well can we articulate what we’re feeling? How do we control our emotions? And what would it look like if we’re able to accurately understand what people around us are thinking, feeling, and wanting? Emotional intelligence is a powerful competence that can really set you apart as a top performer.
At Management 3.0, we offer an impactful module dedicated to emotional intelligence as part of our Agile People Leadership Workshop. To learn more and find upcoming workshop dates, visit here.
*Please note that the transcript has been automatically generated and proofread for mistakes. But remains in spoken English, and some syntax and grammar mistakes might remain.
Elisa Tuijnder: [00:00:00] People often think of emotional intelligence as a personality trait. You are either born with it. Or you’re not. In truth, emotional intelligence is a set of skills that can be learned and developed over time, allowing us to better understand ourselves, maintain positive relationships, and cope with major challenges in effective ways.
Our guest today is the director of a global organization that has provided emotional intelligence training and coaching to more than 250,000 people all over the world. We’ll discuss his work, what he’s learned, and how emotional intelligence is helping business leaders and professionals navigate workplace [00:01:00] challenges and build happier, more fulfilling careers.
Before we dive in, you are listening to The Happiness At Work podcast by Management 3.0 where we are getting serious about happiness.
I’m your host, Elisa Tuijnder, happiness Enthusiast and Management 3.0 team member. In this podcast, we share insights from industry experts, influencers, and thought leaders about what it takes to be happy, motivated, and productive at work. So that loving your job becomes the norm and not the exception. We will be publishing every fortnight on Friday, so be sure to tune in and subscribe wherever you get your podcasts.
Our guest today is [00:02:00] Robin Hills, director of EI for Change, a company specializing in educational training, coaching and personal development focused on emotional intelligence, positive psychology and neuroscience. He’s also the author of Two Guides for Emotional Resilience and Behavior in the Business world.
So thank you so much for joining us, Robin.
Robin Hills: It’s my pleasure, Elisa. Thank you ever so much for having me on the podcast. I’m happy to be here.
Elisa Tuijnder: Great. Hey, so we’ll get into your work with EI for change in just a moment. But as you might know here on the podcast, we always start with the same question, and that is what does happiness mean to
Robin Hills: you?
Happiness is one of the basic emotions. There are seven basic emotions that have been identified by the anthropologist, Paul Eckman, and happiness is one of those. To me, happiness is a very short lived emotion. We can have bursts of joy and [00:03:00] we can have bursts of ecstasy, and we can have bursts of happiness.
They don’t last for a long period of time. They’re incredibly pleasant emotions when they do occur, and I think everybody strives for happiness. But my daughter who’s in her thirties was talking to me a couple of years ago and said, Dad, I don’t want to be happy. I want to be contented and I have set me thinking she’s absolutely right.
I don’t want to be happy. I just want to be contented in what I do and how I go about doing it, and really enjoy the bursts of happiness when they. Yeah.
Elisa Tuijnder: Contentented. It feels a bit more like a baseline, doesn’t it? Or like it does it. Yeah. Great. Hey, so I already said something about emotional intelligence in the introduction, and I think most of us, and most [00:04:00] listeners have heard the term emotional intelligence once or twice, many of us may actually not have a complete understanding of what that really entails and how we use it.
So maybe we can start with that. Start with the basic, could you walk us
Robin Hills: through it? Sure. To be perfectly honest with you, I’m not too sure. I really basically understand the complex construct that is emotional intelligence. I’m still learning. I’ve been working in the field for 10, 15 years and every day opens up something new to me.
But that’s not really what you are asking me. Emotional intelligence consists of these two words, emotional and intelligence, and the two of them seem diametrically opposed. They’re at two opposite ends and often they tend to fight together. But really very simply, emotional intelligence is the way in which you combine your thinking, your [00:05:00] cognitive abilities with your emotions, your emotional abilities in order to make good quality decisions and build up authentic relationships. That really is my basic definition of emotional intelligence. It works for me.
Elisa Tuijnder: Yeah. No, that’s great. I can see why that works. Hey, I was wondering whether, a lot of the times when we talk about these things, it feels like this might be something that we are born with, or that is innate to us that, that we, it’s not really a proper skill to develop.
But I think that’s actually not the case, right? So do, are we able to develop emotional intelligence over our lifetime? Are we able to hone these skills further?
Robin Hills: Yes. Interestingly, cognitive intelligence seems to be fixed and locked around our late teenage around the age of 17, 18. We’ve got as much cognitive intelligence as we’ll ever have, [00:06:00] but emotional intelligence is something that we can always work harder on.
And it seems to improve as we get older. So the more mature we are, the more comfortable we are with working with our emotions and the more comfortable we are with our lives, the happier we are with our lives, the more emotionally intelligent we tend to be. And it tends to get fixed around the age of 70 and after the age of 70, some of the mental cognitive functions start to decline.
So it seems then our emotional intelligence may go into decline. But it depends upon what happens to us around that age. Yeah.
Elisa Tuijnder: Yeah. And from person to person, obviously as well. Yeah. I think
Robin Hills: an important point here to say am I emotionally intelligent? That’s an interesting question because if I answer yes, it’s [00:07:00] rather conceited and arrogant and suggests there’s no room for improvement. But if I answer, no. What on earth am I doing working in the field of emotional intelligence? So really the question’s wrong. It’s more. Emotion. My emotional intelligence is work in progress. There are times when I’ll go into a situation, I’ll engage with people and it’ll go brilliantly, and I’ll walk away from that to think, yes, I’ve built up some good relationships, we’ve made good decisions.
We are working very much in the same space. It feels good. I’m very happy about it. And then there are other times when I’ll go into a similar situation and completely screw up. I can come away from that setting and I can look at it and say, yeah, perhaps you should have done that, Robin, or perhaps the thoughts would’ve happened, or perhaps you could have controlled that better or used your emotions better.[00:08:00]
I’m human like everybody else, there are times when I get it desperately wrong. My emotional intelligence is it’s work in progress.
Elisa Tuijnder: Yeah. Do you feel that sometimes might have something to do with, the kind of set of people that you’re talking to as well that you’re not understanding their emotions or interpreting them in the wrong way?
Robin Hills: Yes. Yes, very much so, I just misread the situation and, yeah, some people look let’s face it, some people are incredibly difficult to read. Hard to read. Yeah. Yeah. Hard to read. And when you do think that you’ve read them, you will try something and it does not work. And you come away feeling very unsatisfied and not very happy about the engagement that you’ve had.
And you go away and try and think what went through? The worst case is when it’s [00:09:00] somebody very close. It’s an immediate family member. And I, I think we’ve just got to bear in mind that I can go out in big wide world talking about emotional intelligence, I have to be very cautious about the way which I work with my emotional intelligence when I’m working with my family.
It’s completely different. Yeah. For an arrangement.
Elisa Tuijnder: Okay. See that? Absolutely. Hey, so you’ve worked at more than, quarter of a million people in nearly 200 countries. So that’s almost all the countries. So throughout your career and. I’d like to ask you, what are the most common challenges or the most common goals people have when they’re trying to work with you?
So actually, why are they coming to you? What is the problem they’re identifying and what do they, where do they wanna head to?
Robin Hills: That is a typical question that a marketeer would ask of, who is my typical client? What problems [00:10:00] are you hoping to solve for them? A lot of the people that I have engaged though, those 200 odd countries, unfortunately I haven’t been to all of them.
They’ve taken my courses online. So what is it that people are looking at achieving when they take one of my courses? And quite honestly, they’re looking for some sort of transformation. They’ve got an issue with people at work. They want to progress their career. They’ve moved into a leadership or management position.
They’re not feeling very confident in themselves. They want to work better as a team. They want to understand the personality better. It could be a whole host of various reasons, but these are the reasons why people come to me. These are the reasons why people take my courses. And why one person will take the course will be completely different from the reasons why another person will take the course. Yeah. And [00:11:00] then I’ve worked quite extensively across the UK and across various parts of the world, running life training, and again, everybody comes along with. Those basic principles that they want to start to look at and address. And they can be from any organization, any level within the organization.
And it doesn’t matter what the organization does. Traffic management, they could be doctors, they could be financial executives. Everybody’s looking at really just understanding themselves better and doing better and performing better. Yeah.
Elisa Tuijnder: Yeah. I think emotional intelligence permeates throughout our personal and professional lives.
So how important is emotional intelligent, the workplace, you think as Oh, absolutely. Bar talk. Yeah. Sorry. And how does it differ from [00:12:00] the personal, from our personal side, do you think? Why is it so uniquely important for the work within the workplace?
Robin Hills: I think really if we look at emotional intelligence, it underpins everything that we do.
Everything, whether we’re working in the workplace or whether we’re working at home or in social settings. Everything that we do is driven by emotions. A lot of organizations will run leadership and leadership management programs, and more often than not, they will bolt a module on around emotional intelligence, which I, I understand why they do it, but I think fundamentally it’s wrong because emotional intelligence is actually a component of everything else.
Within that leadership program, emotional in intelligence drives decision making. Emotional intelligence drives problem solving. It drives conflict, it drives communication. It [00:13:00] drives the way in which we are making decisions. It drives profitability. So if people can actually look at how they’re using emotional intelligence, then all of those other things will be addressed.
One of the other areas that has just come to me while I was talking that is so fundamental to emotional intelligence and really fits in nicely with your your podcast and your focus here is stress management and wellbeing. Because get emotional intelligence right and it will reduce stress and it will improve your well.
Elisa Tuijnder: Yeah. Can we unpack that a little bit further? It’s like all these people come to you with all these different reasons to develop their emotional talents, like conflict resolution to communication. And yeah, like you said, we are in the happiness of workspace. Are you able to provide a more tangible kind of example of how this [00:14:00] happiness at work can be improved by developing your emotional intelligence?
Robin Hills: Yes. I think the important thing around the use of emotional intelligence within the workplace is to focus on lessons, emotions, because this is what drives positive engagement and it drives performance and performance management. So anybody in a leadership position should be looking at getting the best of their people.
They may say they do that, but a lot of it is very cognitive. And what they need to do is to engage with people at the emotional level. One of the things I think it is well worth saying at this point, there is a lot of nonsense out in the world, and indeed a lot of psychologists will reinforce this around emotions, and that’s that emotions are positive and negative. Now, emotions are [00:15:00] not positive, nor are they negative. We experience these emotions for a reason, and it’s not the emotion itself. It has no capability of being a positive or a negative emotion. What it is doing is preparing us mentally and physically to engage within the space.
Now it’s what we do with the emotion. It’s our behavior that becomes positive or negative, not the emotion itself. So let’s look at the emotion as being unpleasant. And let’s look at emotions as being pleasant. Now we need some unpleasant emotions in the workspace because they help to put us in the right place psychologically and physiologically in order that we can deliver good performance.
And I’ll give you a very good example of that. Prior to coming [00:16:00] on to talk to my good friend Elisa on Happiness at Work podcast, I was feeling a lot of unpleasant emotions. It was driving levels of anxiety. I don’t like them, they don’t feel good, but I need to feel these emotions in order that I can get myself in the right space to have a good quality conversation with you.
So I recognize that. So when I experience these unpleasant emotions, I’m actually quite happy about the fact that I am experiencing them. Cause if I didn’t, there would be complacency. Yeah. But I think a lot of people in the workplace need to look at where they can get into a space where they feel contented and they feel a lot of pleasant emotions that supports their performance.
How they can get into that. Where everything goes incredibly well and time seems to stand still. [00:17:00] Yeah. Where they’re
Elisa Tuijnder: not continuously working in grind, but they are in flow. So I’m trying to paint myself a picture of what happens when you, when these people come to you with a question around, okay, we need to develop this emotional intelligence more, we have X or Y or Z problem, how do you approach that?
Robin Hills: That really is a very good question, Elisa. So thank you for asking that because how do you develop some of these emotional intelligence through a workshop? Let’s look at the basic components. The first component is self-awareness. And the next component, very much in the inner world is around emotions, emotional regulation.
What emotions am I feeling? How do I regulate work with these emotions in a more positive way? And then we have to look in the outer world of people and events, things. And then we need to look at social skills. So how [00:18:00] do we build up relationships with people? So when people come along to me and talk to me about developing emotional intelligence program with a blank sheet of paper.
And a reasonable budget. I’m not gonna say good, never ending pot of money, a reasonable budget where they’ve actually put sufficient money in. What we would do is we would look at the self-awareness component and I would be building up an understanding of people on an individual basis around their behavior and their personality.
And I have at my disposal a range of different psychometrics that I can choose according to the situation. Things like Myers Briggs typing in case step one and step two disc emotional intelligence quotient Neo the Big Five. So I can look at different ways of helping people to understand [00:19:00] themselves better and understand other people better.
And then we could look at understanding emotions. What are emotions, what they mean? What sort of emotions do people experience in the workplace? Let’s have a look at a small handful and say when do people feel satisfied? Why do they feel satisfied? Oh, when do people feel frustrated? Why do they feel frustrated?
When do people feel angry? Why do they feel angry? When do people feel surprised? Why do they feel surprised? What are the rules that we can develop within our organization or a positive expression of that emotion? And what are the rules that we should have within our organization for a negative expression of that emotion?
And I give people the time to sit down and plan and work that out for themselves. And they really find [00:20:00] that quite a valuable, quite a rewarding exercise. Now, whether they do anything with it or not depends upon now the follow up in terms of the program. And in curative cases, they just want a day’s workshop.
So yeah. All I could do is give them what they asked me for the tools. Yeah. That it, it changes people’s working practices.
Elisa Tuijnder: Yeah. Yes. But what I’m hearing is it all starts with a self-awareness, the understanding. Yes. And then you can start building from that on a more personal teams level, but also on an organizational level, putting these things into place to work with these emotions.
Robin Hills: And if it would be possible for me and you would allow me to do this, I would like to give a really good plug for your tools that you’ve got available on your website through your shop. The cards that you’ve got are brilliant tools and we use a lot of cards within EI for change, for [00:21:00] opening up cathartic discussions with people.
And we find that when we use these cards, people will open up, they will share their thoughts around the cards, and it allows for a greater in-depth conversation based around a whole host of topics. And that will help people in terms of their empathy, their understanding, their social skills, and it will also help them to understand how and why they react and they think, and they feel the way that they do.
So for me, if we’re looking at tools, let’s get some cards in there.
Elisa Tuijnder: There, there’s something about gamification that lets people’s, I don’t wanna say guard down cuz that sounds very negative, but it feels because it becomes part of a game it, people feel it, it’s easier to talk about it. And that actually comes to some serious conclusions.
So that’s also always great to see when using some super [00:22:00] simple tools sometimes. Yes.
Robin Hills: Yeah. Let me give you an example. How and why it works. I do some mentoring in Bolton in the town that I live with a disadvantaged young man. He’s lovely and I go along and meet with him every week.
He’s 14. And we will often go out for a cup of coffee or do an activity together. And of course I try all the coaching techniques that ask him open questions and all that sort of thing. And he’s great. Like all teenagers, they’re great at closing those conversations down if they don’t want to talk about something now at the Christmas party that we attended at the end of last year.
We were digging around in a cupboard and we found a box of cards, questions, and they were simple questions like, what country would you like to visit and why? What is your favorite [00:23:00] television program and why? Now if I asked him those questions of coffee, they would seem a bit trite and bit inappropriate, but be because we were asking each other these questions over the card.
We actually learned a far more about each other in that 10 minutes than I had in 10 weeks of conversation with him. So the cards almost give a focus, and it, they almost give permission for you to ask those questions and to get a good quality answer from that question.
Elisa Tuijnder: Yeah, absolutely. I remember one Christmas, we played this with my grandmother, who’s 93.
And I’ve learned so much about her from similar cards. And yeah, it was so nice to see good things that I would’ve never asked her about her childhood and, favorite books, et cetera. And then you can deduct things from that. Yes, absolutely. Yeah. So not just in a personal setting, in a mentor, in a mentee setting, but also, yeah, in a professional setting.
These work [00:24:00] pretty much.
Robin Hills: Absolutely, and I would encourage anyone if they haven’t used the cards in terms of their workspace give them a go, just have a game with them and you’ll find that you get a lot of really good stuff outta it.
Elisa Tuijnder: How can we connect with others? How well can we articulate what we’re feeling. How in control are we of our emotions and what would it look like if we’re able to accurately understand what people around us were thinking, feeling and wanting. Emotional intelligence is a powerful competence that can really set you apart as a top performer.
Therefore, at Management 3.0, we have a whole module dedicated to emotional intelligence. This module is [00:25:00] part of the Agile People Leadership Workshop and for more info, and dates. You can visit the website management30.com.
Hey so, you’ve written two books, two fascinating books one in 2017. The Authority Guide to Behavior in Business. And in 2016, you published the Authority Guide to Emotional Resilience in Business, subtitled Strategies to Manage Stress and Weather Storms in the Workplace. Important. So could you expand on the concept of emotional resilience and why it’s so important in a workplace setting, because I feel like this is also back on trend.
This concept of emotional resilience is one of these things that are seek popping up again lots at the
Robin Hills: moment. Yes. The word resilience is a bit of a buzzword. Gets Yeah, exactly. A lot. I think what we ought to do is to go back to the beginning of our [00:26:00] conversation and put a definition on resilience.
Because again, if I can knock another myth on the head, resilience is not about bouncing back. It’s not about getting to a state that you were in a few weeks ago and you’re feeling good about the fact that you’ve got back. No. You actually learn and grow through the situation and you become better and stronger because of it.
So resilience to me is having a clear idea of what it is that you want to achieve, knowing full well that you need to be adaptable of around circumstances as they change. I have this under underlying. Underlying principle that life and everything that you’re doing has some meaning, and that you’re actually driving towards that meaning.
So accept a reality no matter how hard it’s that the world doesn’t revolve around you. It doesn’t revolve around me. So what we’ve got to do is to adapt, to be flexible around events as they unfold. And as I say, if we [00:27:00] do that with with a good degree of focus, we should do incredibly well.
That’s the definition of resilience. Now, obviously, we are going to go through a whole range of different emotions as circumstances change around us, so it’s understanding. What those emotions are. Again, let’s stress emotions. They’re not positive, they’re not negative. They provide us with information around what we need to do to engage with the environment better.
So if we can interpret that data better, We can make better decisions and that really is what emotional resilience is all about.
Elisa Tuijnder: Yeah, absolutely. So we’ve needed a little bit more of this since the time that your book was written or your books were written. We’ve gone through turmoil and we keep continuing to go through turmoil.
So I was wondering whether. If you’d [00:28:00] have to write these books again or you wanted to revise anything at this point, after Covid, after Cost of Living Crisis, all of the things that we’re going through at the moment and have been going through since 2016, would that be fundamentally different or slightly different, or exactly the same?
Robin Hills: I have been thinking long and hard about that because both books are what’s coming up for about seven or eight years old now. So they are due for revision and we’re getting to the point where we need to look at a second edition. And there’s not a lot I would change in either of during the pandemic when we were all in lockdown.
A journalist from one of the local magazines and I had a conversation and he said he’d got a copy of my book. And he got it on the shelf, and it had helped him through a really serious event that was going on in his life. He didn’t expand what it was. If he had it [00:29:00] done, I don’t think it would be up to me to share it, but the very fact that he said that to me really meant a lot to me because here we are, we’ve got this journalist with all our stereotypical understandings of how they go about their work.
And here he was looking at my book to get some kind of guidance and as one does, the imposter syndrome kicks in. Once you’ve published a book, you think, oh, it can’t be that good. I wrote it so for somebody to actually say that they’ve got a lot from the book, it gives me a lot of reassurance.
So to answer your question, probably I wouldn’t change a lot within it. It’s still really very relevant today and it’s not me saying that it’s other
Elisa Tuijnder: people. Yeah. Which is great. It, do you feel like, working on emotional intelligence on a daily basis, and then [00:30:00] for so long has also helped you personally in your own life and understanding your own emotions better and in the interactions with your family and friends.
Robin Hills: I absolutely, I’ve got to say that. But I firmly mean it. I go back to talking to you. First step that I would take in terms of helping a leader or anybody working in the workspace around emotional intelligence. So obviously working with the psychometrics, I have a much better understanding of my own personality and my own behavior.
So I am really quite clear as to what my skillset is, and I also have a very clear understanding of what my liabilities are and what my weaknesses are. Just because I’ve got that understanding doesn’t mean to say that I don’t fall into the trap of
Elisa Tuijnder: using Yeah. Sometimes knowing that theory doesn’t mean we’re putting it into practice.
Robin Hills: That’s [00:31:00] right. That’s right. Don’t do as I do as I say, no. I like to think that I’m trying to lead people in the best possible way, but I go back to something I’ve said earlier. I’m human and so you know, there are gonna be times when my emotions. Are at a level of intensity where they don’t allow me or I don’t allow them, or I allow them to do things that perhaps they should do to me.
And I, as I get older they tend to get less and less. Yeah,
Elisa Tuijnder: like you said, it’s the curve it keeps going and up until the 70 point hits. That’s right. That’s
Robin Hills: right. So I’ve still got a few years. Let’s go. Good.
Elisa Tuijnder: Good. Hey, so here on the podcast we’re really big fans of tangible practices cuz you know, it’s great to hear all of the theory around things, but we wanna have, we wanna give our listeners something they can start implementing tomorrow and can start practicing tomorrow. So we’ve already [00:32:00] covered a few strategies and talked about how to develop emotional intelligence a little bit, but is there anything, maybe something small simple things that business leaders and professionals can do on a day-to-day basis or can start implementing, practicing with tomorrow to be more, self-aware, empathetic, motivated, all of the things that should come out of this.
Robin Hills: Sure. Let me give you a very simple exercise that everybody can do immediately choose two times during the day, say 11 o’clock and three o’clock, and set an alarm. And when the alarm goes off, think to yourself, what emotion am I feeling at this particular moment in. What is that emotion trying to tell me?
And am I working with that emotion in the most appropriate way? It gives you a moment of mindfulness at two times during the day, need more times, [00:33:00] set yourself more times, but This is a nice way to just take stock. So the emotion that I’m feeling at the moment is, It might just be as simple as saying, I’m feeling quite pleasant, or I’m feeling unpleasant.
Why is that? What is it that you need to do to utilize that? As I say, in the most appropriate way, lovely, simple little exercise. That will help you with your self-awareness. It’ll help you to understand your emotions better, and once you have a better understanding, that way you can become more empathetic, motivated, and indeed satisfied.
Elisa Tuijnder: Yeah. And I’m guessing you would say also examine them without, they’re just an emotion, right? And then, and not another positive or a negative, and, but then, examine them, trying to be neutral, at.
Robin Hills: I would say don’t even bother trying to be neutral. I’m just be, yeah just look at the [00:34:00] emotion, consider the emotion.
At a simple basic level. If you want, you can say this is to me a negative emotion. Okay. It’s not a negative emotion, but it doesn’t feel good. It’s unpleasant. Great. That’s an understanding that you didn’t have, say, two minutes prior to doing the exercise. Yeah. Or. If you’ve got happiness at work, I’m feeling really pleasant at the moment.
I’m slightly annoyed because the alarm has gone up and it’s broken my referee and it’s taken me outta flow, but I now know that I’m feeling good about what I’m doing. Let’s get back to it. Yeah,
Elisa Tuijnder: exactly. Yeah, it’s great. Yeah, any of these moments of mindfulness are important, aren’t they?
So we weirdly break the flow, but also to get back into the flow in that respect. Hey, Robin, so if anybody wanted, or anybody listening right now [00:35:00] would want to get in touch with you or find your courses online, where would they be able to do?
Robin Hills: If you want to get in touch with me go onto Twitter, Facebook, or LinkedIn.
It’s EI 4 Change, EI. Number four, change on both Twitter and Facebook. Or you can find me as Robin Hills on link. You don’t need to add any funny numbers after it. I managed to nap that URL very early on. That’s
Elisa Tuijnder: a commitment. That’s a, that’s pretty good because I’m assuming there’s more than one Robin Hills in the world.
Robin Hills: Oh yes. I often get mixed up with a tourist attraction at the Isle of Whyte. Okay. Old Robin Hills, the tourist attraction did let me in free.
Elisa Tuijnder: Oh, that’s lovely. That’s the namesake. And then if you
Robin Hills: wanna take my courses have a look EI4change.com, which is the website or [00:36:00] courses.Ei4 change. Info.
Elisa Tuijnder: Fantastic. The last thing to say is thank you very much for coming onto the podcast and enlightening us a little bit more about emotional intelligence and giving us that exercise as well at the end because I, yeah, I think we all could do sometimes with examining or standing still and like feeling, what am I feeling?
Robin Hills: that’s right. My podcasting is my work, and you have really enjoyed this. This is a great example of happiness at work. Great.
Elisa Tuijnder: Fantastic. All right, thank you Robin again, and yeah, we’ll see you in the future. Great.
Robin Hills: Thank you.
Elisa Tuijnder: You’ve been listening to The Happiness At Work podcast by Management 3.0 where we are getting serious about happiness. Be sure to subscribe wherever you get your podcasts, and if you enjoy our [00:37:00] shows, don’t be shy. Write us a review. Share the happiness with your colleagues, family or friends. Follow us on Twitter, Facebook, or LinkedIn under Management 3.0.