Using Emotional Intelligence and Managing Aggressive People

Apply Emotional Intelligence Skills and Manage Aggressor on the Job
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  • Lectures 35
  • Length 2.5 hours
  • Skill Level All Levels
  • Languages English
  • Includes Lifetime access
    30 day money back guarantee!
    Available on iOS and Android
    Certificate of Completion
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About This Course

Published 9/2015 English

Course Description

This a combo course, reuniting to different but related courses: Using Emotional Intelligence on the Job and Working with Aggressive People.

Using Emotional Intelligence on the Job

You feel that everything is wrong at work? Are you frustrated by your job? Is your working environment conflictual? Is it difficult to work with your colleagues? Do you feel like skipping work today?

If your answer is yes, the solution is simple: work on your emotional intelligence and everything will change. Take a short course with high impact.

After completing this course, you will be able to:

  1. understand the impact of workplace emotions,
  2. communicate with empathy,
  3. apply key emotional intelligence skills in a confrontation scenario, and
  4. help others to develop self-awareness and empathy.

The course includes video materials, written documents and quizzes to facilitate optimal learning, and reinforce your understanding and practical skills.

In less than 2 hours you are going to learn how to use your 4 key emotional intelligence competences on the job.

So, ff you want to better understand, develop and use your emotional intelligence skills, you will greatly benefit from this course.

This is high intensity training for your career success!

Working with Aggressive People

If you feel frustrated by the interactions with your co-workers or people outside your work, and you feel that you cannot fight daily aggressions, don't despair. Hostile and passive aggressors can be defeated.

This course teaches you how to handle with success:

  • verbal assailants,
  • dirty diggers,
  • hotheads,
  • knowledge wardens,
  • unresponsive aggressors, and
  • wafflers
  • both in the workplace and in your life.

We are going to analyze together 6 types of aggressors to understand their characteristics and strategies to deal with aggressors. For each type we are going to practice coping and response strategies.

The course includes video lectures, case studies, written materials and quizzes, and teaches you, in not more than 2 hours, 17 strategies to deal with the openly hostile and the sneaky passive aggressors.

So, if you are looking to improve your working environment and your life by managing aggressors, this course is for you.

What are the requirements?

  • no special requirements

What am I going to get from this course?

  • At the end of this course you will be able to understand the impact of workplace emotions, know how to communicate with empathy, apply emotional intelligence in a confrontation, and help others develop self-awareness and empathy
  • At the end of this course you will be able to work with hostile-aggressive people: verbal assailants, dirty diggers and hotheads and to work with passive-aggressive people: knowledge wardens, unresponsive aggressors and wafflers.

Who is the target audience?

  • All who want to understand and develop their emotional intelligence skills will benefit from this course

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.


Section 1: Introduction to Emotional Intelligence

In this course, you'll learn the value of emotions and how they can affect your workplace for better or for worse.

You are going to:

  • gain an understanding of how emotional forces can influence performance and decision making,
  • learn how you can leverage emotions in a way that maximizes performance, and
  • discover how you can shape your own and others' emotions in positive and mutually satisfying ways.

Often getting a job done requires objectivity and a focus on the facts. But this doesn't mean you and your colleagues must leave your emotions at the door when you enter the workplace.

In fact, taking emotions into account and managing them properly in the workplace can have several positive effects. Your emotions have significant effects on your work performance, decision making, and interactions with others.

Being aware of the role of emotions in the workplace can help you manage both yourself and others far more effectively. And, this can result in better decisions, productivity, and teamwork.

1 page

Psychologist and author Daniel Goleman performed pioneering work when he identified key competency areas that make up a person's emotional intelligence quotient – commonly known as EQ. These include personal and social areas, related to both awareness and management. This course focuses on the social aspects of EQ – empathy and relationship management.

The self-awareness competency area is personal and relates to awareness, and self-management is personal but relates to management. Empathy is social and relates to awareness, and relationship management is social but relates to management.

2 questions

Present the course objective, structure, topics and method

Section 2: Emotions in the Workplace

Feelings – which include both emotions and mood – directly affect your outlook, thoughts, and relationships. These, in turn, can dramatically impact your productivity.

Emotions are transient and can be intense. For example, you may dread the thought of giving a presentation, but the emotion dissipates quickly once you get into your stride.

Moods are less intense but longer lasting. For instance, if you enjoy your work, a happy mood colors your days – even if there are some difficult moments.


Contrary to what some may think, emotions and moods are anything but trivial in the workplace. Being aware of feelings and understanding their impact can help you identify their role so you can take action to mitigate or enhance their effects on performance.

Being able to recognize the impact of feelings in the workplace gives you the ability to read people to understand how productivity is affected, leverage the emotions in a situation, and shape feelings positively rather than allowing the negativity to continue.

Understanding the impact of feelings in the workplace, is important and because of this understanding, you will be able to to diffuse the conflicts and improve your performance in your team.

1 page

It's in your best interest to be aware of the emotional landscape around you. This enables you to read people accurately and understand the forces that affect their performance and decisions.

For instance, by recognizing and attending to our colleagues' feelings, we are going to be able to defuse tension and anxiety to increase productivity.

2 questions

Understand the impact of emotions in the workplace

Section 3: Communicating with Empathy

Empathy is a key ingredient in successful relationships. It completes the circuitry that leads to harmony between people – the sense of being on the same wavelength. When you're attuned to your colleagues' feelings, you work better with them – understanding them and reducing conflict.

The characteristics of empathetic colleagues are:

  • they listen without interruption or giving advice
  • they read nonverbal cues such as tone of voice and body language
  • they see things from other perspectives, understanding why people feel the way they do, and
  • they act with sensitivity, being careful not to hurt, judge, or cut others off when they're speaking
1 page

The four areas of competency associated with emotional intelligence can be categorized in a simple matrix, based on whether they're personal or social, and focused on awareness or management.


Because empathy is so important in relationships, it's vital for social effectiveness at work. When you're sensitive to emotional currents around you, you're more likely to say and do the right things. So others enjoy your company and like working with you.

Empathy is particularly important in diverse working environments, which bring together people from different backgrounds and cultures. If you're aware of emotional nuances, you're less likely to misinterpret people who have different ways of doing things.

To use empathy when communicating with others, you can follow this procedure: suspend judgment and access the other person's perspective; identify feelings by paying attention; and communicate your understanding. This doesn't have to be in sequence – each activity may happen simultaneously.

Don't simply jump to conclusions about what someone else is doing or why. Other people have their own values and ways of doing things. Bear in mind that everybody's actions make sense from their point of view.

For example, you may be taken aback that a colleague never brings problems to your attention. But perhaps this person is reluctant to approach you and feels this would be presumptuous.


To accurately identify what other people are feeling, you need to pay attention to the emotional messages they're sending. So when others are speaking, listen to their words, watch their body language and facial expressions, and notice their tone of voice.


To communicate empathy, you need to acknowledge others' feelings and show you understand these feelings. You also need to demonstrate you're available and supportive, and be nonjudgmental.

2 pages

To do this, you

  • develop an attitude of compassionate curiosity
  • try your best to put aside your own preconceptions
  • ask yourself what other people's behavior means to them ask what options people believe they have
  • ask how others view and experience their situations
  • ask how you would feel if you were in their shoes, and
  • ask others to help you understand their perspectives better
5 questions

Understand and apply empathy in communication

Section 4: Managing Interactions with Emotional Intelligence

Managing relationships requires and incorporates all other areas of competency that make up your emotional intelligence quotient – or EQ. To be competent within the relationship management area, you need to be aware of and able to manage your emotions, and able to recognize and empathize with emotions in others. You then need to use these interpersonal skills to build and maintain successful relationships.


To manage relationships effectively, it's important to encourage emotional intelligence in those around you. One way to do this is to model EQ competencies yourself. By behaving with emotional intelligence, you provide an example for others to follow.

2 questions

Apply key emotional intelligence skills in a confrontation scenario

Section 5: Introduction to Dealing with Aggression on the Job

This course details the characteristics of the six most common types of aggressive people and provides effective ways you can cope with their behaviors.


Aggressive behavior in the workplace is difficult for supervisors and co-workers to deal with calmly and rationally. An effective approach is to understand the types of behavior you can expect to encounter, as well as ways to cope with each type of aggressive co-worker.

In this course, you'll learn traits of the three types of hostile-aggressive people and the three types of passive- aggressive people. You'll also explore ways to deal with these types of aggressive co-workers and supervisors on the job.

2 questions

About the course section: structure, content, objective

Section 6: Active Aggressors
1 page

Responding to aggressors. Use this job aid to assess how well you cope with hostile or passive-aggressive people in the workplace. How effective are your coping skills in these situations? Rate yourself using the scale 1=never, 2=seldom, 3=sometimes, 4=frequently, 5=always. Compare your score to the rating key that follows.


Verbal assailants want to get you emotionally involved in the no-win situations they set up. Then they feel superior to you when their verbal attacks succeed.

If you get hooked and try to play their game by their rules, you'll always lose. That's because verbal assailants create the game and its rules to their advantage.


Verbal assailants exist in practically every work environment. These are individuals with low self-esteem who use derision, patronizing attitudes, or judgmental behavior to knock down others while they build themselves up. If they can, they will draw you emotionally into their no-win situations.

To avoid these no-win situations, and to create a more positive work environment, you can use three effective strategies to handle verbal assailants in the workplace.


Hostile-aggressive dirty diggers can be found in just about every workplace, and they are difficult to be around. At their best or at their worst – depending on your view – they can offend just about everyone.

Their insensitive behavior seems to come naturally to them. Any contact you have with a dirty digger will most likely be unpleasant.


If there is a dirty digger in your workplace displaying hostile-aggressive behavior, you can use a number of strategies to cope with this individual.

Typically, dirty diggers are insecure individuals who use jokes, sarcasm, and offensive, insensitive, or disrespectful behavior when dealing with others.


Do you like to be talked down to, yelled at, or treated like an incompetent fool? Do you enjoy a feeling of fear, never knowing when some situation is going to blow up in your face? If you're like most people, you answered "No" to both questions.

But you may have to work with someone who treats you and co-workers this poorly – someone who is condescending, domineering, and easily enraged. People who display these hostile-aggressive characteristics are known as "hotheads." It's in your best interest to be able to identify traits of a hothead.


Hotheads exist in just about every work environment. These hostile-aggressive individuals can be condescending, domineering, irascible, and disruptive, and can have a negative effect on your workplace or team. Your goal is to cope with the hothead when you encounter him in the workplace.

You may even gain the hothead's respect if you deal with him appropriately. At a minimum, you'll maintain your self-respect. Three strategies, each of which are explained here, can help you defuse explosive situations with the hothead by dealing with him appropriately.

1 page

Brief description of the benefits drawn from applying the techniques presented in this course

4 questions

Learn how work with hostile-aggressive people: verbal assailants, dirty diggers and hotheads.

Section 7: Passive Aggressors

Some of the values of knowing how to cope with passive-aggressive people in the workplace are that you are going to:

  • feel in control of your work environment
  • maintain your professional integrity
  • deflect the behavior of your assailant.

Knowledge wardens exhibit a classic passive-aggressive type of behavior. You've heard the saying "Knowledge is power." Knowledge wardens have embraced that saying wholeheartedly.

They desire both power and control as a means to gain acknowledgment of their status or position. In their minds, if they have control and hold power, then others will have to acknowledge them as having great worth.


People can get frustrated and angry when information or materials they need are withheld from them. When this happens at work, your question becomes how to cope with the person withholding the information – a person known as a knowledge warden.

Your goal is to get the information you need to do your job effectively, no matter who is the keeper of that information.


Talking to someone who never responds to you can be frustrating. Unfortunately, this is probably a common experience for you if there is an unresponsive aggressor in your workplace.

The unresponsive aggressor is someone who fails to give a reasonable response – typical passive-aggressor behavior for this type of person. Before you can cope effectively with the unresponsive aggressor, you must be able to recognize this person in your workplace.


Unresponsive aggressors are present in most workplaces. These are individuals who fail to give responses to even your direct queries, which is typical of their passive-aggressive behavior.

They use avoidance and silence to manipulate others and to protect their own dignity and integrity. Since unresponsive aggressors can be disruptive to your workplace, you need to identify and cope with them effectively.


The waffler will support the strongest person in the room or go with the majority, the second waffler characteristic. If you observe her in a meeting, the waffler will wait to voice an opinion until the majority emerges.

She will vote with the majority. If the opinion shifts direction, you can be assured that the waffler's opinion will shift with it. It's amazing how fast a waffler can alter his support for someone or something.


Individuals known as wafflers exist in just about every work environment. These passive-aggressive individuals want to be liked, so they try to please everyone.

But instead, they aggravate everyone around them with their indecision. In addition, wafflers tend to avoid confrontation, have a habit of agreeing with everyone, usually side with the majority, and have an inordinate need for approval.

This type of behavior can cause frustration to build in the workplace, and result in a negative attitude throughout the work environment.

5 questions

Learn how to work with with passive-aggressive people: knowledge wardens, unresponsive aggressors and wafflers.

Section 8: Aggressions and Emotional Intelligence
1 page

A brief list of strategies to use when dealing with aggressive people.


Course wrap-up and conclusions. Thank you for your interest!

2 questions

Learning reinforcement and further course development


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Instructor Biography

Before Udemy, Sorin developed and delivered on management, project management, computer literacy, human resources, career development, soft skills for employees and even corrections incidents management.

Currently working as a prison service consultant, he is a certified trainer and project manager, holding a master degree in International Relations and Policy Making and a bachelor degree in Law and Public Administration.

Sorin coordinated during the last 10 years projects in the areas of rule of law, regional development and human resources.

He has more than 10 years of middle/senior managerial experience within the civil service (justice, corrections, internal affairs, training), private sector (project management, consultancy, training) and NGO (industrial relations, rural development).

Sorin is also a certified International Computer Driving License (ICDL) tester and trainer for the United Nations Peacekeeping Missions, certified Human Resource Professional and a Public Manager (professional degree).

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