Leading with Emotional Intelligence

1. Leading with Emotional Intelligence How do you lead?

2. Daniel Goleman and The Hay Group Four competencies that differentiate individuals with emotional intelligence.

3. Self-Awareness Capacity for understanding one's emotions, one's strengths, and one's weaknesses.

4. Self-Management Capacity for effectively managing one's motives and regulating one's behaviour.

5. Social Awareness Capacity for understanding what others are saying and feeling and why they feel and act as they do.

6. Relationship Management Capacity for acting in such a way that one is able to get desired results from others and reach personal goals.

8. Resonant Leaders • Care about other people/real conversations. • Motivate, guide, inspire, listen, persuade. • Brain circuitry that interweaves thought and feeling (intellect + emotional intelligence). • Smooth operation of prefrontal-limbic circuitry (cognitive capacity tempers emotions).

9. The Emotional Competence Inventory Self-assessment of your strengths.

10. Self-awareness • Emotional self-awareness • Accurate self-assessment • Self-confidence

11. Self-management • Self-control • Transparency • Adaptability • Achievement • Initiative • Optimism

12. Social Awareness • Empathy • Organizational awareness • Service

13. Relationship Management • Inspiration • Influence • Developing others • Change catalyst • Conflict management • Teamwork and collaboration

14. The Leadership Repertoire • Visionary • Coaching • Affiliative • Democratic • Pacesetting • Commanding

15. Visionary • Resonance • Moves people toward shared dreams. • Climate • Most strongly positive. • Appropriate • When changes require a new vision, or when a clear direction is needed.

16. Coaching • Resonance • Connects what a person wants with the organisation’s goals. • Climate • Highly positive. • Appropriate • To help an employee improve performance by building long-term capabilities.

17. Affiliative • Resonance • Creates harmony by connecting people to each other. • Climate • Positive. • Appropriate • To heal rifts in a team, motivate during stressful times or strengthen connections.

18. Democratic • Resonance • Values people’s input and gets commitment through participation. • Climate • Positive. • Appropriate • To build buy-in or consensus, or to get valuable input from employees.

19. Pacesetting • Resonance • Meets challenging and exciting goals. • Climate • Because too frequently poorly executed, often highly negative. • Appropriate • To get high-quality results from a motivated and competent team.

20. Commanding • Resonance • Soothes fears by giving clear direction in an emergency. • Climate • Because too often misused, highly negative. • Appropriate • In a crisis, to kick-start a turnaround, or with problem employees.

21. Impact of Flexible Styles • Use the right approach in the right moment. • Creates a climate where people feel energized and focused. • Fosters the very best climate and performance. • Fluid leadership in action.

22. Becoming a Resonant Leader • Requires 360-degree feedback. • The higher up the ladder, the less accurate self-assessment is likely to be. • The higher the position, the more critically the leader needs feedback. • Most people complain that they get too little feedback. • Women get even less feedback on their performance.

23. Old Leaders Can Learn New Tricks • How a person feels about learning matters immensely. • People learn what they want to learn. • Leaders are made not born. • A plan for development is crucial. • Reeducating the emotional brain requires lots of practice and repetition—creating new neural connections. • The act of learning is key to stimulating new neural connections.

24. Self-directed Learning • Uncovering the ideal vision of yourself. • Realisation of your strengths and gaps. • Construct a plan of action. • Practice new leadership skills. • Develop supportive and trusting relationships.

25. Building Emotionally Intelligent Organizations • Discover the emotional reality • Respect the group’s values and the organization’s integrity. • Slow down in order to speed up—bring people into the conversations about their systems and their culture. • Start at the top with a bottom-up strategy—what is working and what isn’t.

26. Nurturing Social and Emotional competence • in our schools. • in our workplaces. • in our communities.

27. Building Emotionally Intelligent Organizations • Visualizing the deal • Look inside—see at the level of emotions, they craft a meaningful vision. • Don’t align—attune. Vision needs to touch people’s hearts. • People first, then strategy—focus on what people want and need, people need to build the dream together.

28. Building Emotionally Intelligent Organizations • Sustain Emotional Intelligence • Turn vision into action. Lead through coaching, vision, democracy, and respect for people. • Create systems that sustain emotionally intelligent practices. Rules, regulations, human resource practices have to be in sync with outcomes. • Manage the myths of leadership. Create new myths even with small gestures and actions.

29. KEBOB STICKS • Food is important to you. • Some of your favorite places in the world are restaurants. • If you don’t eat/drink every 2 hours you get woozy. • Your favorite TV shows have something to do with food/eating…Fear Factor?????!!!

30. BALLOONS • Party Animal “wannabees.” • Would rather be doing anything FUN right now except for sitting in a classroom. • The definition of fun to you is lots of people, laughs and good food.

31. BEER CAPS • Closet ROCK n’ ROLLER! • Would love to die your hair green and have more than 6 body piercings. • Staunch environmentalist, get shivers every time you see a beer bottle in the ditch.