Prepared by Roger Delves

1. Emotional Intelligence, Integrity, Authenticity & Leadership Prepared by Roger Delves

2. Concepts we will explore • Emotional Intelligence • Integrity • Temptation & Trust • Authenticity

3. The approach • This is a conversation between intellectually curious people, not a lecture • I don’t have answers…but I may have some quite interesting questions • We can go anywhere we like • We won’t finish, but… • …by the end of today, I’d like you at least to be prepared to consider thinking about your responsibilities in a different way

4. Emotional Intelligence

5. “Perhaps the most irrational assumption we can make is assuming that people should behave rationally and unemotionally” - Dean Tvosjold

6. The Case for EI • Intellectual Capabilities • Intellectual capability (IQ), knowledge, and technical expertise are threshold • Only one cognitive ability (pattern recognition) differentiates outstanding leaders • Emotional Intelligence is • the differentiating factor in success • 90% of the difference between great and average leaders • twice as important as IQ and technical expertise combined

7. What makes the difference? In a study of more than 2,000 managers from 12 large organizations, 81% of the competencies that distinguished outstanding managers were related to emotional intelligence. Boyatzis, (1982)

8. Being clever doesn’t make you different… “In professional and technical fields the threshold for entry is typically an IQ of 110–120...Since everyone is in the top 10% or so of intelligence, IQ itself offers relatively little competitive advantage.” Goleman, WWEI, (cf. Carnevale, 1989)

9. Why do smart people fail? “Some very intelligent people walk blindly through the realms of human emotion and interaction, stumbling along a path of reason without sensitivity. A primary derailer of top executives is a lack of impulse control.” Daniel Goleman ’

10. Emotional intelligence is the ability to understand ourselves in-depth our strengths, weaknesses, gifts and warts,to sense what is going on around us, to see the deeper meanings of the relationships we form, and to conduct ourselves in a mature manner as we encounter obstacles in our lives.

11. Something we were withholding made us weak, until we found that it was ourselves. Robert Frost (1874-1963) American poet Before you can lead others, before you can help others, you have to discover yourself. Joe Jaworski, American Leadership guru

12. Self Others Social Awareness Awareness Self- Management Relationship Management Actions The EI model of four competencies Self- Awareness

13. Emotional Intelligence develops Emotional Resilience • We should take responsibility for our emotions • Emotions are not excuses for behaviour: we choose to: • lose tempers • act jealously • look away • I am not responsible for how you feel…

14. If I took responsibility for every feeling which I indulge and for every word I utter… • I’d have to be more alert • I’d be more accountable • I’d live my values • I’d be more emotionally honest • I’d pay more attention • I’d do and say less hurtful things

15. “We lie loudest when we lie to ourselves” Eric Hoffer (1902-83) Philosopher The EI Model Understand my strengths, weaknesses, needs & drives. Recognise how feelings affect me. Open to feedback. Confidence based on real strengths. Critical self-reflection Self Others Self Awareness Social Awareness Awareness EI Self Management Relationship Management Actions If people lack self awareness, their chances of having social management and social awareness skills are much reduced

16. The EI Model Self Others Self Awareness Social Awareness Awareness EI Self Management Relationship Management Positive impact on others Actions Manage feelings and impulses, choose words carefully, avoid hasty judgements. Values led behaviour. Open and adaptable. Motivate self to achieve. Make the most of opportunities

17. Emotional Intelligence in action • In small sets, think of people who are leading and who lack one or both these ingredients – self awareness and/or self management. What effect do these lacks have on their leadership and on their followers? • If it is helpful and appropriate to use yourself as an example, please do so…

18. “There’s a big difference between showing interest and really taking interest” Michael Nichols The Lost Art of Listening The EI Model Self Others Listen to others; understand their perspectives; sense how they are feeling; empathise don’t sympathise – understand the individual AND the organisation Self Awareness Social Awareness Awareness EI Self Management Relationship Management Actions

19. The EI Model 46% of those who quit their jobs do so because they feel unappreciated - USA Department of Labour Teamwork and collaboration; developing others; inspirational leadership; influence Self Others Self Awareness Social Awareness Awareness EI Self Management Relationship Management Actions Positive impact on others

20. Emotional Intelligence in action • In small sets, think of people who are leading and who lack one or both these ingredients – awareness of and/or management of others. What effect do these lacks have on their leadership and on their followers? • If it is helpful and appropriate to use yourself as an example, please do so…

21. Manage Emotional Energy Emotional Energy Management Strategy: • Acknowledge and feel the emotion; don’t deny or minimalise it • Listen to the information the emotional feedback gives you - why do you feel what you feel • Channel the emotional energy into an appropriate response

22. Integrity

23. So what is integrity for you…? • In small groups if five or six (self manage) share some thoughts and ideas • Make some notes of key words you’d use to describe or capture the concept of Integrity

24. Integrity is… • Discerningwhat is right and wrong • Actingon what you have discerned • Saying openly that you are acting on your understanding of right from wrong

25. Integrity & Moral Particularity I am someone’s son or daughter, someone else’s cousin or uncle. I am a citizen of this or that city, a member of this or that guild or profession; I belong to this tribe, that clan, this nation. I inherit from my family, my city, my tribe, my nation, a variety of debts, rightful expectations and obligations. These constitute the given of my life, my moral starting point. This is in part what gives my life its own moral particularity. Alasdair MacIntyre

26. What price integrity? “How one lives is so far distant from how one ought to live, that he who neglects what is done for what ought to be done, sooner effects his ruin than his preservation, for a man who wishes to act entirely up to his own profession of virtue soon meets with what destroys him among so much that is evil.” Niccolo Macchiavelli, The Prince

27. “How you cling to your purity, young man! How afraid you are to soil your hands! All right, stay pure. What good will it do…to do nothing, to remain motionless, arms at your side, wearing kid gloves. Well, I have dirty hands. Right up to the elbows. I’ve plunged them in filth and blood. But what do you hope? Do you think you can govern innocently?” Jean Paul Sartre Dirty Hands (1948)

28. “I am not always bound to win but I am bound to be true. I am not always bound to succeed but I am bound to live up to what I hold to be right” Abraham Lincoln

29. Integrity and Intention… “It does not matter what we intend to do. We all have good intentions. What matters is what we decide to do. It is by our actions, not our intentions, that others judge us” Professor Albus Dumbledore, Principal, Hogwarts School of Wizardry and Witchcraft, in conversation with Harry Potter (J.K.Rowling The Philosopher’s Stone 1996)

30. The risks of light touch legislation “The freeing of capital markets was intended to be an economic, not an ethical, loosening of restraint” Lord Sacks, UK Chief Rabbi, Radio 4, 2009

31. Another thing to consider… • When there are restraints within the organisation (the equivalent to legislation), consider: • How did this affect you?What did/do you and your team do about it?Did the restraint challenge your personal values or those of the organisation?

32. Moral Hazard The dilemma regulators face in financial markets today is that if you bail out the miscreants and let them go unpunished, you reinforce their tendency to behave badly (moral hazard). So why have some institutions been allowed to fail, while others have been rescued? Being “Too Big to Fail”, (AIG) or carrying the deposits of ordinary savers (Northern Rock, B&B, Washington Mutual, HBoS), are the key survival factors. Hence the rush in America to change status from Investment Banks (relatively unprotected) to Commercial Banks carrying savers’ money (Morgan Stanley, Goldman Sachs)

33. Moral Hazard It seems that everywhere we see power and influence unable to deal with the moral hazard of temptation: • Jimmy Savile/Stuart Hall/how many others? • Lance Armstrong & many others • Abu Ghraib/Deepcut • Tiger Woods • Libor/Laundering • Talent and dedication misdirected into criminality and/or immorality. • Continued success entirely dependent on the forced collusion of others

34. Infantalising Freud claimed that religion was infantalising – the transactional equivalent to “be good for the dentist and I will give you an ice cream”. Nowadays, we incentivise leaders and managers in an equally transactional way: • “Make your target and I will give you a $2m bonus” • “If you oversee this redundancy process I will make you Vice President, HR for Europe” • “Improve this failing team and we’ll make you team leader for the South East” • The incentivised, infantalised manager acts in a child-like way to get to the rewarded target – manipulates, distorts facts, tells different people different things, plays self-interested politics... • …which in turn leads to a drop in the levels of trust among team members, a slide towards self-interested behaviours and a loss of ethical pointedness

35. Sustainable authenticity is trust based • Without trust, there is no foundation for permanent success. • T = CxRxI divided by S • Credibility, Reliability, Intimacy, Self-Orientation • Without trust, the centre falls apart Adapted from Maister and Green: The Trusted Advisor

36. This time, please consider… • Have you examples of self-interest trumping the needs of the organisation? As a leader how did you deal with this? As a follower, how did this affect you?

37. What are values? Values are lasting beliefs that some things (behaviours like honesty, generosity, helpfulness, loyalty, fidelity, compassion or goals/end states like developing knowledge, skill, understanding, personal comfort) are more desirable than others. Values are bigger than any objective or situation.

38. Core & peripheral Values Core or tightly held values, ones which are strongly internalised, are the ideal basis for sustainable, authentic leadership. Peripheral or lightly held values may be readily abandoned or ignored, and cannot be the basis for authenticity.

39. Integrity is underpinned by values • Mindfulness: wisdom, caution, good sense • Justice: fairness, impartiality, rights & duties • Courage: guts, grit, determination • Self discipline: patience, restraint, control • Trust: credibility, reliability, intimacy, loyalty • Hope: confidence, optimism, cheerfulness • Charitable attitude: kindness, generosity • Excellence: quality, merit, the best we can do • Respect: consideration, manners, courtesy

40. What are Principles? Everyone is born equal Suppression by force is wrong Fairness must never be compromised Justice is for all Honesty is a minimum requirement • Principles are the self-evident, self-validating natural laws that pertain to human relationships & human social and organisational structures. • They are objective and external assertions, where values are subjective and internal. • The principle-centred compass can be more durable than the values-based map because values change while principles do not. • The violation of principles, not values, is at the root of much societal decline or malpractice

41. Temptation is the perverse imperative

42. Authenticity

43. Why does authenticity matter? The ethical environment – the surrounding climate of ideas about how we live - is fragile and abused. Authenticity is important because it determines what we find acceptable or not, admirable or not, what is due to us and from us.

44. What is Authenticity? A behaviour or course of action decided not by situational imperatives but by reference to an examined template. Luthans & Avolio (2003) Being true to oneself, with activities congruent with deeply held values. Shamir & Eilam (2005) The unobstructed operation of one’s true or core self in daily enterprise. Kernis (2003)

45. Values are at the heart of Authenticity Authentic leaders are intrinsically motivated to be consistent with high-end, other-regarding values. Michie & Gooty (2004)

46. Values are at the heart of Authenticity Leaders need a core values set forged in fires of experience or self-examination: high-end, other-regarding values shaped and developed throughout their life experience

47. Values are at the heart of Authenticity The test of authenticity is when held values become challenged by a situation. Then the apparently authentic leader will reveal the depth (or lack of it) of their authenticity.

48. Authenticity provides predictability and consistency to both reassure and motivate followers, who find the opposite behaviours unnerving, especially in ambiguous or stressful circumstances.

49. Elements of Authenticity • Balanced Processing • Objectively analysing data before making decisions • Congruent decisions access inner and outer worlds • Internalised moral perspective • Internal moral standards self-regulate behaviour • Values source and strength of grip important • Relational transparency • Openly and appropriately share information and feelings • Self-awareness • A demonstrated understanding of own strengths, weaknesses and sense-making approach to the world Avolio, Walumba & Weber (2008, 2009)

50. Concepts we explored • Integrity • Principles & Values • Temptation & Trust • Authenticity • Emotional Intelligence Comments? Questions? Reactions?