What Makes a Leader?

1. What Makes a Leader? By: Daniel Goleman Presented By Group 1: Anthony Abarca Francesca Falcon Jason naranjo Nadine teja Kate Jackson

2. “Nothing great was ever achieved without enthusiasm” - Ralph Waldo Emerson

3. About the Author- Daniel Goleman • Author, psychologist, science journalist • Wrote best selling book: Emotional Intelligence • Found direct ties between emotional intelligence and measurable business results • Most effective leaders are alike in one crucial way: They all have a high degree of emotional intelligence. • IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.

4. Overview • Emotional intelligence is the key attribute in becoming a great leader • 5 components to emotional intelligence • Self-awareness • Self-regulation • Motivation • Empathy • Social Skill

5. Self-Management Skills The ability to relate to others

6. Overview • Evaluating Emotional Intelligence • Description of each component of emotional intelligence • How to recognize emotional intelligence in potential leaders • How and why it connects to performance • How emotional intelligence can be learned

7. Evaluation of Emotional Intelligence • Analyzed 188 companies competency models to determine personal capabilities that drive performance and to what degree • This process resulted in a list of characteristics of highly effective leaders • Emotional intelligence proved to be twice as important as technical skills and IQ for jobs at all levels • Importance of emotional intelligence increases as job levels advance

8. Evaluation of Emotional Intelligence • Distinguishes outstanding leaders and strong performers • The higher the rank of a person, the higher their emotional intelligence capabilities • When comparing average performers with senior leaders, 90% of the differences were related to emotional intelligence • When leaders have emotional intelligence, it positively impacts the company’s performance

9. Can Emotional Intel be Learned? • YES and NO • Science shows inherited traits • Psychology shows nurturing plays a role • Research and practice show emotional intelligence can be learned • Emotional intelligence increases with age, aka maturity • Emotional intelligence occurs in the brains limbic system. Analytical thinking occurs in neocortex

10. Training the Limbic System Keys to learning Techniques • Self Motivation • Recognition • Practice • Continuous feedback • Time and focus • Breaking habits • Practice scenarios • Enlist a coach • Tape yourself • Mimic others • Go overseas?

11. Self-Awareness • What is it? • The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others

12. Self-Awareness

13. Self-Awareness • Self-Assessments: Candor or Realistic Assessments • Knowing what you want & don’t want • If a person wants to pursue a job that is outdoors • Forest Ranger • Photographer • Landscaper • Do not take up an accounting job simply because of the salary • Knowing what you realistically want will provide better guide for a more fulfilling future.

14. Self-Awareness • Self-Confidence: • Knowing your strengths & weaknesses • Must be Realistic • Weaknesses • If you know you don’t do well under pressure or in stressful situations, manage your time wisely • Strengths (embrace them) • Knowing what your strengths are can be • Knowing when to ask for help and playing to your strengths are fundamental traits for top-level managers

15. Self-Awareness • Self-Depreciating Sense of Humor: • Knowing and being comfortable with your limitations has benefits • It helps when taking constructive criticism and learning from your mistakes/weaknesses • Without this humor, criticism can be taken to heart and it is a sign of low self-awareness

16. Self-Awareness • Being Self-Aware of your Strengths/Weaknesses and what you Want/Don’t Want… • Is respected by Managers • Is Admirable by Others • Shows Self-Confidence • Shows that you are well suited to run an organization

17. Self-Regulation “Nobody likes a hothead…”

18. Self-Regulation Definition Characteristics • The ability to control or redirect disruptive impulses and moods • The propensity to suspend judgment and to think before acting • Trustworthiness • Integrity • Comfort with ambiguity • Openness to change

19. Self-Regulation • Self-Regulation is comparable to an ongoing inner conversation • One’s ability to control the moods that are the outcome of these conversations is key • Allows for a well thought out approach to situations which lead to positive results • Creates an environment of trust and fairness while minimizing politics and increasing production • Ability to “roll with the punches”

20. Self-Regulation • Has a tendency to have a trickle-down effect • Enhances integrity and strengthens organization • Minimizes impulsive behavior • Some may perceive the lack of immediate response for a lack of passion

21. Motivation “ driven to achieve beyond expectations”

22. Motivation • A passion to work for reasons that go beyond money or status • A propensity to pursue goals with energy and persistence • First sign of motivation is the passion for the work itself

23. Motivation • A leader that exhibits motivation: • Has the strong drive to achieve • Optimistic, even when failing • Strong commitment to the organization • Seeks out challenges • Loves to learn • Takes great pride in a job well done • Energy to continuously do things better

24. Motivation Example: • Cosmetics company manager was having to wait 2 weeks to get sales results from people in the field • Developed an automated phone system that would ensure the salespeople to call in everyday reporting the number of sales they had made. • System shortened feedback time on sales results from weeks to hours.

25. Motivation • 2 other common traits for people who are drive to achieve • Forever raising the performance bar • Like to keep score • Tracking progress • Of their own, their team’s, and their company’s

26. Motivation • How executives can recognize high levels of achievement motivation in their employees? • Commitment to the organization • When people love their jobs for the work itself, the often feel committed to the organizations that make that work possible.

27. Empathy “Thoughtfulness IN THE WORKPLACE”

28. Empathy Definition False Perception • Recognizing and acknowledging other people’s feelings and emotions as part of the decision making process. • Sympathetic , soft • Unable to make tough decisions • Trying to please everyone • Unbusinesslike

29. Empathy • Advantages • Increase communication and morale through humanization • Better teamwork • Understanding among cultural divides • Increased retention • Disadvantages • Perception • Can hinder decision making

30. Empathy • Example 1 – Two managers with possible layoffs after a merger • Manager 1 – Gives gloomy speech emphasizing job cuts • Manager 2 – Expresses worry and confusion similar to others Promises fair treatment and up to date information • Results: Manager 1 saw demoralization, lack of production and departed talent Manager 2 saw continued high production, and retention • Example 2 – Manager inherits troubled team with high tension, low productivity • Held 1-1 sessions to listen to individual frustrations • Encouraged open communication about frustrations and constructive complaints during meetings • Results: She understood the emotional makeup of her team and saw increased collaboration • Example 3 – American team pitches proposal to Japanese clients • Americans are used to questions after a proposal, the Japanese sat in long silence • Team members were ready to leave, but one sensed interest and consideration • Result: Ability to read body language and emotion overcame misunderstanding and lead to approval of the proposal

31. Empathy • Empathy at work – Coaching and Mentoring • Best coaching and mentoring involves getting in the heads of the mentees and understanding them • Sensing how to give effective feedback • Knowing when to push for better performance and when to hold back • Empathy = Motivation

32. Social Skill “Friendliness with a purpose”

34. Social Skill Definitions Characteristics • The ability to manage relationships and build networks with others • An ability to find common ground and build bonds • Effectiveness in leading change • Persuasiveness • Expertise in building and leading teams

35. Social Skill • Moving people in the direction you desire • Agreement on new marketing strategies • Enthusiasm about a new product • Wide circle of acquaintances • Knack for finding common ground • Work knowing that nothing gets done alone

36. Social Skill • Combination of other dimension of emotional intelligence • Motivation • Self-awareness, self-regulation, & empathy combined • Sometimes appear to not be working • Chatting and joking • Building bonds for future use “Its not what you know, its who you know”-Khanum Schmitz

37. Social Skill • Key leadership capability • “No leader is an island” • Makes it possible to get work done with other people • Allows the leader to communicate his/her passion to the organization • Allows leaders to put their emotional intelligence to work

38. What Makes a Leader?-Further Reading The Managers Job: Folklore and Fact Article by Henry Mintzbergy Harvard Business Review March-April 1990 The Work of Leadership Article by Ronald A. Heifetz and Donald L. Laurie Harvard Business Review January-February 1997 The Ways Chief Executive Officers Lead Article by Charles M. Farkas and Suzy Wetlaufer Harvard Business Review May-June 1996 John P. Kotter on What Leaders Really Do Book by John P. Kotter Harvard Business School Press 1999

39. Question 1 “IQ and technical skills are important, but emotional intelligence is the sine qua non of leadership.” Explain. Sine qua non: something that indispensible, essential, or vital As a result of the evaluation, emotional intelligence proved to be twice as important as technical skills and IQ for jobs at all levels While IQ and technical skills are important, they do not hold the weight that emotional intelligence does in regards to successful leadership There is a proven link between a company’s success and the emotional intelligence of their leaders

40. Question 2 • What is Emotional Intelligence? • Emotional Intelligence is a key attribute of a successful leader that contains a combination of self-management skills and the ability to relate to others. It is divided into the following 5 components: • Self-awareness • Self-regulation • Motivation • Empathy • Social Skill

41. Question 2, continued • Can Emotional Intelligence be Learned? • To some degree emotional intelligence can be learned. • It uses the limbic system of the brain that is separate from analytical thinking most associated with business • It is more difficult and time consuming to learn because it requires self-motivation, practice, and continuous feedback to break habitual behavior. • Using a coach or mentor is often a good learning technique

42. Question 3 Rate your emotional intelligence on a four-point scale for each of the 5 components: 4=Excellent 3=Good 2=Fair 1=Poor How can you improve your rating or emotional intelligence? Extended practice Feedback from colleagues Enthusiasm for making the change Become an effective leader!

43. Questions?