Posted on

The Executive Edge Excerpt: Leading Through Change

executive edge

The following is an excerpt from The Executive Edge: An Insider’s Guide to Outstanding Leadership.

Leading Through Change

Daniel Goleman: The main task of so many leaders today is leading change. And there’s a saying””which I’m not sure is true””that people resist change. But how can this insight about the mind’s eye and so on help a leader make the change that they’re trying to make?

George Kohlrieser: Well, this is one of the very destructive myths around””that people naturally resist change. They do not naturally resist change. They resist the pain of the change. They resist the fear of the unknown. Now, the brain naturally is going to seek””be curious, explore, do new things””and it actually creates new neurons. It’s how the brain thrives. But to do that, you have to feel safe. You have to be able to have your survival needs taken care of. So when you’re defensive, you can’t change. When you feel safe enough, then you go out and you want to explore. That’s what a leader has to do. A leader has to be able to give that trust, that sense of security, and then explosions of creativity will occur.

The failure for many leaders is that they are creating negative states in other people because they’re in a negative state. They cannot hold on to the positive energy, the positive focus, and change is painful. We’re not denying that, but with the flashlight””the mind’s eye””you have to seek beyond the pain, beyond the frustration, to what the opportunity is. And you know the great stories of people in life who had catastrophes””personally, professionally””who have been able to overcome it by seeing opportunity. They can live with what they have and be able to get beyond setbacks, so that in the end they come back to the joy of life.

Goleman: It seems what you’re saying that if a leader is held hostage by his or her emotions, it really limits that leader’s potential. How can you tell if you are being held hostage, and what can you do about it?

Kohlrieser: Well, you can tell when you’re playing life defensively as opposed to playing offensively. Playing to win is a special attitude. This does not mean competition. It means that you take the right risks at the right time. You focus the mind’s eye on possibilities and opportunities””not on regrets and fears. Anytime you’re speaking about yourself””or people, or life””with a sense of regret, a sense of complaining, a sense of you are not able to do what you want, then the possibility is very strong that you are held hostage. So you can be hostage to a person, to a place, to an event, to an experience, to a memory.

And a highly performing leader who isn’t held hostage is always thinking of talent development. For instance, how can I learn something new? How can I expand what I already know? And using Ericsson’s research, we know that you need 10,000 hours of practice. But to be able to do that, you can’t be held hostage by frustration, by failure, by all the things that stop you. You need to be able to practice correctly”””deliberate practice,” he calls it””and do that over and over again, without complaining. Enjoying learning a musical instrument, learning a language, or learning something new regarding how you deal with people. And emotional intelligence provides the greatest learning there is: discovery of people. People are really wonderful! But they’re also complex.

Then lastly, having somebody to help teach you””a mentor or coach””who is emotionally intelligent and can help develop your talent. Then you can stop feeling like a victim. I think when people haven’t gotten over something, when they feel like victims, there’s something wrong in the way they’re looking at life. It’s in the mindset, and the most powerful thing that we have is our mindset: having that be clear and focused, and being adaptable and being flexible, and always being willing to learn.

About The Executive Edge

The Executive Edge: An Insider’s Guide to Outstanding Leadership examines the best practices of top-performing executives. It offers practical guidance for developing the distinguishing competencies that make a leader outstanding.

Every leader needs threshold abilities to get by at work. But in today’s complex business landscape, getting by isn’t enough. It’s the distinguishing competencies that are crucial for success. You need elements that will give you “the executive edge.”

As a collection of Daniel Goleman”˜s in-depth interviews with respected leaders in executive management, organizational research, workplace psychology, negotiation, and senior hiring; The Executive Edge contains the necessary research findings, case studies, and shared industry expertise every motivated leader needs.

Available in print and on Kindle, iTunes and nook.

You might also be interested in:

Thriving on Change: The Evolving Leader’s Toolkit

Leadership: A Master Class Training Guide

The Coaching Program

The C-Suite Toolkit

Posted on

Happy Employees, Happy Customers

Happy employees tend to go the extra mile with their customer service when they feel encouraged and supported. The relationship between workers, their environment, and customer service has actually been proved by a logarithm; customer service climate and revenue are directly proportional. In fact, a positive atmosphere doubles revenue.Throughout his studies at the University of Maryland and his observations in a multitude of industries, Professor Benjamin Schneider has found that when employees responded more positively to their work environment, customer satisfaction and business results increased. Inversely, a negative work environment led to unhappy workers, poor customer service, and declining revenues.

The service industry is among the most stressful of all occupations. Workers have to deal with everything from insufferable customers, disagreeable managers, challenging working conditions, long hours and, more often than not, low pay. Not much to smile about.

Emotional Contagion

Bad moods spread faster than wildfire. Rudeness can transfer from the employee to the customer, in turn making them angry or dissatisfied, regardless of how well the actual service was executed. Furthermore, disgruntled workers who aren’t thorough can create a wake of trauma in their path. Cardiac care units, for example, where nurses’ described their outlook as “depressed” had a patient death rate four times higher than comparable units.

Great service, in contrast, can make a world of difference for both the consumer and the employee. If consumers enjoyed their experience, they are likely to return, and share good reviews to their friends and colleagues, or online. If the employees feel upbeat and cared for, they are also more likely to work harder to appease the customer. Jennifer George and Kenneth Bettenhausen concluded in their study, Understanding Prosocial Behavior, that stores with positive salespeople had the best sales results.

A Good Leader Can Make a Difference

The manager is often the person who sets the mood. If a leader is confident, optimistic, and shows genuine compassion toward their workers, both the overall atmosphere and the sales will be lifted in the right direction. There are three factors that make or break a job: working conditions, salary, and leadership. Resonant leaders are perhaps the most important of the three.

How leaders carry themselves and their relationships with their employees directly impact their emotions and performances. Between 20-30% of an organization’s profit can be traced back to how employees feel about their place of employment, and 50-70% of this view traces back to one factor: their leader. A leader’s ability to understand their emotional intelligence and act rationally – not impulsively – becomes a major factor in the overall performance of the business.

Resources to develop a positive work environment

The HR and EI Collection

Leading with Emotional Intelligence [online course]

Resonant Leadership: Inspiring Others Through Emotional Intelligence

What Makes a Leader: Why Emotional Intelligence Matters

High Performance Leadership

 

SaveSave

Posted on

The New and Improved HR and EI Collection

HR and EI Collection
The HR and EI Collection is designed to fill the gaps in your learning and development library. Address common performance issues including:

  • Conflict resolution
  • Distraction
  • Motivation
  • Stress

The Competency Builder

HR and EI Collection

Learn techniques for relaxation, how to work mindfully, decrease stress, and improve effectiveness.

Includes:

Working with Mindfulness: Research and Practice of Mindful Techniques in Organizations (print)

Working with Mindfulness (guided audio exercises)

Cultivating Focus: Techniques for Excellence (guided audio exercises)

Relax: 6 Techniques to Lower Your Stress (guided audio exercises)

$49.95 – a $70 value

Order your collection here.

The EI Overview

HR and EI Collection

 

This collection provides easy-to-understand techniques on how readers can maximize group flow to foster innovation and drive.

Includes:

The Brain and Emotional Intelligence: New Insights (print)

Leadership: The Power of Emotional Intelligence – Selected Writings (print)

Relax: 6 Techniques to Lower Your Stress (guided audio exercises)

Resonant Leadership: Inspiring Others Through Emotional Intelligence (3-disc set)

$59.95 – an $80 value

Order your collection here.

The C-Suite Toolkit

HR and EI Collection

Extensive reference collection for highest level executives and senior management.

Includes:

Leadership: A Master Class (8-DVD set)

What Makes a Leader: Why Emotional Intelligence Matters (print)

Resonant Leadership: Inspiring Others Through Emotional Intelligence (3-disc set)

$189.95 – a $200 value

Order your collection here.

The Coaching Program

HR and EI Collection

This online learning series highlights methods for enhancing leaders’ effectiveness, creativity, and ability to connect with their teams.

Includes:

High Performance Leadership with Daniel Goleman and George Kohlrieser (streaming video)

Authentic Leadership with Daniel Goleman and Bill George (streaming video)

Create to Innovate with Daniel Goleman and Teresa Amabile (streaming video)

Today’s Leadership Imperative with Daniel Goleman and Howard Gardner (streaming video)

Resonant Leadership: Inspiring Others Through Emotional Intelligence (audio download)

$169.95 – a $200 value

Order your collection here.

Leadership: A Master Class Training Guide

HR and EI Collection

In response to your request for supplemental training materials, we created a comprehensive, customizable guide to cultivate superior management skills.

Each module offers:

  • individual and group exercises
  • self-assessments
  • discussion guides
  • review of major points
  • actionable takeaway plans

Order your set here.

Posted on

What is Mindfulness?

by Ari Pliskin

With the growing popularity of mindfulness, it seems worthwhile to pause and ask this simple question. 

 

Art and Mindfulness at Kirby Museum
Admiring works of art may help develop mindfulness. Credit: kirbymuseum.org

“Mindfulness has reached such a level of hipness that it is now suggested as a cure for essentially every ailment. AnxiousBroke? Sneezing? Definitely try meditating. This vogue is in part due to the real benefits of mindfulness, a form of attention and awareness often (but not always) achieved through meditation or yoga. It’s a trend for a reason. But its increasing application to every situation under the sun has some people concerned.” The Mindfulness Backlash, the New York Times, June 30, 2014

References to Mindfulness in Books, 1930-2008

 

Roots and Meaning

Those who popularized the term mindfulness were influenced by Buddhist traditions. “Right mindfulness” translates from the Pāli words samma sati. This is not “right mindfulness” as opposed to “wrong mindfulness.” Think of “right” as complete, wholesome, thorough, or ideal.  

Samma sati (right mindfulness) is part of the Eightfold Path, which is the last of the Four Noble Truths foundational to Buddhism. According to the Four Noble Truths, we suffer because we personally identify with our experiences of craving and attachment, when they are really just universal struggles. We could let go of that identification–as well as the suffering that results from it–through the Eightfold Path, which involves cultivating wholesome intentions, actions, and mindfulness, among other virtues and the wisdom and compassion that arises through this cultivation. 

The What is Mindfulness? Podcast

To avoid advancing a particular partisan agenda and instead help you understand a few different perspectives on the meaning of mindfulness, More Than Sound has interviewed contemporary mindfulness instructors and scholars from a variety of traditions. You can listen to their descriptions of mindfulness for free as part of our What is Mindfulness? podcast project. We hope these leaders and their decades of experience help provide clarity and add to the conversation surrounding the subject, allowing you to formulate your own opinion about mindfulness.

Our contributors include:

Podcast contributor Mirabai Bush with famed spiritual figure and author of Be Here Now, Ram Dass.
Mirabai Bush with famed spiritual figure and author of Be Here Now, Ram Dass. Credit: ramdass.org

Present Moment Awareness

Most of the teachers in the podcasts first describe mindfulness as being aware of the present moment. Mindfulness in this regard is a type of awareness, attention, observation, or focus.

Different teachers highlight slightly distinct aspects of attention. While Joseph Goldstein emphasizes “bare attention,” Wendy Hasenkamp describes adding a “meta-awareness” of what you’re doing while you’re doing it, in addition to your regular everyday attention. Surya Das describes mindfulness as having an open, friendly, and incandescent quality to it.  From these teachings and others in the project, we can summarize some basic themes:

While Practicing Mindfulness, You…

ARE

ARE NOT

focused on emotions, sensations and thoughts in the present. ruminating about the past OR unproductively worrying about the future.
accepting of what is. fighting with your mind because it doesn’t conform to your idea of what you want it to be.
friendly to yourself and others. judging, blaming.
fluid. attached, getting stuck on solid, fixed ideas of reality.
aware of yourself as interdependent with other people and things. self-centered.
consciously proactive or responsive. reacting out of habit.

 

Bestselling author and psychologist Daniel Goleman on The Colbert Report. Credit: colbertreport.cc.com

Ethics & Wisdom

A characteristic of being mindful in the Buddhist tradition is remembering our ethics and wisdom. While Buddhist scripture does include the Buddha’s teachings about awareness and focus, it also includes more literal uses of sati. In the text Samyutta-nikaya, the Buddha says:

“And what, monks, is the faculty of sati [mindfulness]? Here, monks, the noble disciple has sati, he is endowed with perfect sati and intellect, he is one who remembers, who recollects what was done and said long before.”

Our podcast contributors also speak to mindfulness’s connection to memory and intellect.

Joseph Goldstein explains that mindfulness can be understood as remembering both what is wholesome (generosity, love, and wisdom) and unwholesome (greed, hatred, and delusion).

Juliet Adams asserts that mindfulness helps us choose the “wise response.”

Surya Das describes mindfulness having an intelligent, peacemaking quality, that includes insight into interdependence, impermanence, and the nature of causation.

What Mindfulness is Not

Those interviewed for the What is Mindfulness? podcasts also pointed out what is decidedly not mindfulness. Here are a few of their helpful observations:

Mindfulness is Not Passivity

It is worth noting that “accepting what is” and “avoiding judgement” should not be interpreted as tolerating hardships as they are, without expressing preferences or working to improve circumstances.  By contrast, in developing the ability to clearly observe situations and accept them as starting points, mindfulness can makes us more capable of effectively engaging in our relationships and working in ways that will have truly beneficial impacts.

Mindfulness is Not Mindlessness

The interviewees contrast mindfulness to a few other states in which you are likely to habitually find yourself. Mindfulness, they explain, is the opposite of mindlessness or inattention. Even though the black lab chasing its nose or the cat chasing a mouse might be very focused on the present moment, they do not have the heightened awareness that is a defining characteristic of mindfulness.

Mindfulness is Not Attachment

Mindful attention is free from our clinging attachments to desire and our powerful habits of aversion that are considered to be the central causes of suffering in the Buddhist tradition.

Mindfulness is Not Religion

And while this article highlights the Buddhist origins of the concept of mindfulness, it is also important to note that the psychological benefits of mindfulness practice are enjoyed by secular people as well as practitioners of other traditions.  You don’t need to be Buddhist to reap the benefits of mindfulness.  Furthermore, as Surya Das explains, there are parallel and compatible concepts in a variety of other traditions.

 

 

To access these podcasts, scroll to the top of morethansound.net/mindfulness, and use the filter buttons. You can either “Search by Topic” or “Search by podcast guest.”

You can also listen to brief mindfulness practices at the right of the page. We will continue to publish more podcasts, blog posts, and audio practices as we expand this project. Thank you for your interest in mindfulness.

 

Posted on

All Atwitter About Emotional Intelligence

Daniel Goleman TedTalk

Daniel Goleman discussed emotional intelligence in the workplace at yesterday’s The Art of Leadership conference in Toronto. We followed attendee’s enthusiastic commentary about Dr. Goleman’s presentation on Twitter. Below are some highlights from #TheArtOf feed, with excerpts from a few of Daniel’s articles for supplemental reading.

From @LoKyriacou

Quote from @DanielGolemanEI: “When we leave an interaction with someone we have the opportunity to leave them in a better place” #TheArtOf

Key takeaway from Be Mindful of the Emotions You Leave Behind:

“While a boss’s artfully couched displeasure can be an effective goad, fuming is self-defeating as a leadership tactic. When leaders habitually use displays of bad moods to motivate, more work may seem to get done – but it will not necessarily be better work. And relentlessly foul moods corrode the emotional climate, sabotaging the brain’s ability to work at its best.”

Read the full article

From @KarenJurjevich

@DanielGolemanEI #artofleadership IQ15% & EI 85% = star leadership performance

 Key takeaway from What Predicts Your Success? It’s Not Your IQ:

“To further understand what attributes actually predict success, a more satisfying answer lies in another kind of data altogether: competence models. These are studies done by companies themselves to identify the abilities of their star performers. Competence models pinpoint a constellation of abilities that include grit and cognitive control, but go beyond. The abilities that set stars apart from average at work cover the emotional intelligence spectrum: self-awareness, self-management, empathy, and social effectiveness.”

Read the full article

From @TrevorCarrier

#TheArtOf every time you turn to the digital screen, you let someone else take over your inner agenda ~ @DanielGolemanEI yes!!

Key takeaway from Focus on How You Connect:

“Spreading ourselves too thin across an ever-growing number of platforms of interaction can weaken our personal bonds. We shouldn’t confuse all of our social media connections with the rich personal world of real-time relationships.

But getting lost in a world of too many digital connections can be very unfulfilling and isolating. That’s why when it comes to close personal connections, try to prioritize your communication methods. When possible, make the interaction face to face – especially if you need to discuss something important.”

Read the full article

From @caweenet

The higher you go in the organization, the more emotional intelligence you need.@DanielGolemanEI.@TheArtOf #leadership #communications

Key takeaway from IQ or EQ? You Need Both:

“Claudio Fernandez-Aroaz, former head of research at Egon Zehnder International, spent decades hiring C-level executives for global companies. When he studied why some of those executives ended up being fired, he found that while they had been hired for their intelligence and business expertise – they were fired for a lack of emotional intelligence. Though they were smart, they were bullies or otherwise inept at people management.”

Read the full article

From @CaseP

IQ is a threshold ability ”” it’ll help you GET the job. Emotional intelligence will help you SUCCEED at it. — @DanielGolemanEI #TheArtOf

Key takeaway from Let’s Not Underrate Emotional Intelligence:

“A century of IQ research shows intelligence predicts what job you can get. But once you’re in that position, everyone else you work with will have passed the same IQ requirement. Other abilities actually determine outstanding performance – especially emotional intelligence.”

Read the full article

From @TrevorCarrier

#TheArtOf best boss: made me feel like I could do anything. Worst boss: made me feel like I couldn’t do anything @TheArtOf

Key takeaway from How to Overcome a Survival Mode Culture:

“Having a secure base at work is crucial for high performance. Feeling secure allows a person to focus better on her work, achieve goals, and perceive impending obstacles as challenges, not threats.

When you offer a secure base, you begin to manifest trust and safety. When a person feels safe in her environment, she can transition from basic survival mode thinking to a more complex outlook, looking for opportunities and chances to thrive.”

Read the full article

Leading with Emotional Intelligence

Learn to become a more emotionally intelligent leader. Register for American Management Association’s course Leading With Emotional Intelligence. Dr. Goleman shared his decades of practical research to develop this seminar with AMA that explores the EI competencies. Attendees will be shown how to use them to go from being a good to a great emotionally intelligent leader. You’ll get tools and techniques to help you deepen your ability to lead and become more effective in helping your organization deliver the results it needs.

The courses are available onsite or online.

Image: TED

Posted on

A Smart Recipe: Systems Thinking and SEL

triple focus

The more we understand the process of developing systems intelligence, the more we see the close connections between understanding self, understanding other, and understanding the larger systems to which we all belong. This suggests great potential for partnership between Social and Emotional Learning, or SEL, and systems thinking.

Decision Making

For instance, these concepts have a unique synergy when it comes to enhancing personal decision making. The self-awareness and self-management tools SEL offers enhance cognitive efficiencies of all kinds: if a child can calm her disturbing emotions, she can think about systems more clearly. And the empathy and social tools of SEL opens students to the perspectives and feelings of others, so they can better take the other person into account. Combine that with the systems insights that allow a more comprehensive understanding of human dynamics, and you’ve got the constructs and tools for better interpersonal decision making – whether it’s how to handle a bully, or what to do about not getting invited to the prom.

Our capacity to care and our systemic awareness are inter-connected. In some very fundamental sense, all ethics are based on awareness of the consequences of actions. If I can see no effect of my actions on another, I see no ethical choices. We are seeing that the more kids are steeped in systems thinking, the more they express their innate predisposition to care at a larger and larger scale, whether it is in measuring how water is used in their school in a water-scarce region, or sharing the food from their school garden with their family.

Cognitive Development

A second potential area of synergy could be a rethinking of children’s cognitive development and potential. The findings of the past ten years or so, especially the work with young children, raise some big questions for the established views of the “cognitive ladder,” which place skills like synthesis at the top, with the presumption that this is what students will learn in college or graduate school.

We suspect the cognitive ladder as most educators know it today is shaped more than we can see by the reductionist bias of the western theory of knowledge. This is a theory that fragments, breaking complex subjects into smaller and smaller pieces. It is why, literally, an ”˜expert’ in modern society is someone who knows a lot about a little. With reductionism comes a natural bias toward analysis over synthesis, studying the pieces in isolation or analyzing subjects within arbitrary academic boundaries, like the separation of math from social studies or economics from psychology. This bias toward fragmentation and analysis is evident in the typical progression embedded in standard curricula toward more and more narrowly defined subjects, which progression continues right through college.

But if we start with a view that everything in the universe is interdependent, and that all humans have this innate systems intelligence, then we would have a different cognitive ladder. It would be more of a spiral. You would start with the idea that real thinking involves both reflecting on inter-dependence as well as about elements individually: synthesis and analysis. You would integrate movement along these two dimensions over time with a developmental progression.

Transform Pedagogy

A third important synergy between SEL and systems thinking has to do with transforming pedagogy and the culture of school. For example, a key to making such a spiral view of cognitive-emotional development practical in real educational settings is profound respect. You don’t try to teach kids something that has no meaning to them, something that does not connect in any way with their lives. But unfortunately, that’s still the modus operandi for 80-90% of school curricula. In contrast, students at every level find SEL compelling because it helps them deal directly with the issues that matter most to them: bullying, friendships, getting along, and the like.

We believe a wonderful joint project would be for leaders in SEL and systems education innovation to work on a common set of pedagogical principles, like:

  • Respect the learner’s reality and processes of understanding.
  • Focus on issues that are real to the learner.
  • Allow students to build their own models, construct and test their own ways of making sense of problems.
  • Work and learn together.
  • Build students’ ability to be responsible for their own learning.
  • Encourage peer dynamics where students help one another learn.
  • Perceive teachers as designers, facilitators, and decision makers (more than “curriculum deliverers”). This requires that teachers have strong content knowledge, continually being advanced through robust peer-learning networks.
 This is an excerpt from Peter Senge’s portion of The Triple Focus: A New Approach to Education.
triple focus

SaveSave

Posted on

Why a Fluid Leadership Style Gets Results

Leaders who have mastered four or more leadership styles – especially the authoritative, democratic, affiliative, and coaching – have the very best climate and business performance. And the most effective leaders switch flexibly among the leadership styles as needed.Such leaders don’t mechanically match their style to fit a checklist of situations – they are far more fluid. They are exquisitely sensitive to the impact they are having on others and seamlessly adjust their style to get the best results.

Fluid Leadership In Action

Consider Joan, the general manager of a major division at a global food and beverage company. Joan was appointed to her job while the division was in a deep crisis. It had not made its profit targets for six years; in the most recent year, it had missed by $50 million. Morale among the top management team was miserable; mistrust and resentments were rampant.

Joan’s directive from above was clear: turn the division around. Joan did so with a nimbleness in switching among leadership styles that is rare. From the start, she realized she had a short window to demonstrate effective leadership and to establish rapport and trust. She also knew that she urgently needed to be informed about what was not working, so her first task was to listen to key people.

During her first week on the job she had lunch and dinner meetings with each member of the management team. Joan sought to get each person’s understanding of the current situation. But her focus was not so much on learning how each person diagnosed the problem as on getting to know each manager as a person. Here Joan employed the affiliative style: she explored their lives, dreams, and aspirations.

She also stepped into the coaching role, looking for ways she could help the team members achieve what they wanted in their careers. She followed the one-on-one conversations with a three-day off-site meeting. Her goal here was team building, so that everyone would own whatever solution for the business problems emerged. Her initial stance at the offsite meeting was that of a democratic leader. She encouraged everyone to express freely their frustrations and complaints.

The next day, Joan had the group focus on solutions: each person made three specific proposals about what needed to be done. As Joan clustered the suggestions, a natural consensus emerged about priorities for the business, such as cutting costs. As the group came up with specific action plans, Joan got the commitment and buy-in she sought.

With that vision in place, Joan shifted into the authoritative style, assigning accountability for each follow-up step to specific executives and holding them responsible for their accomplishment.

Over the following months, Joan’s main stance was authoritative. She continually articulated the group’s new vision in a way that reminded each member of how his or her role was crucial to achieving these goals. And, especially during the first few weeks of the plan’s implementation, Joan felt that the urgency of the business crisis justified an occasional shift into the coercive style should someone fail to meet his or her responsibility. As she put it, “I had to be brutal about this follow-up and make sure this stuff happened. It was going to take discipline and focus.”

The results? Every aspect of climate improved. People were innovating. They were talking about the division’s vision and crowing about their commitment to new, clear goals. The ultimate proof of Joan’s fluid leadership style is written in black ink: after only seven months, her division exceeded its yearly profit target by $5 million.

Expand Your Repertory

Few leaders, of course, have all six styles in their repertory, and even fewer know when and how to use them. In fact, as these findings have been shown to leaders in many organizations, the most common responses have been, “But I have only two of those!” and, “I can’t use all those styles. It wouldn’t be natural.”

Such feelings are understandable, and in some cases, the antidote is relatively simple. The leader can build a team with members who employ styles she lacks.

Take the case of a VP for manufacturing. She successfully ran a global factory system largely by using the affiliative style. She was on the road constantly, meeting with plant managers, attending to their pressing concerns, and letting them know how much she cared about them personally.”¨ She left the division’s strategy – extreme efficiency – to a trusted lieutenant with a keen understanding of technology, and she delegated its performance standards to a colleague who was adept at the authoritative approach. She also had a pacesetter on her team who always visited the plants with her.

An alternative approach is for leaders to expand their own style repertories. To do so, leaders must first understand which emotional intelligence competencies underlie the leadership styles they are lacking. They can then work assiduously to increase their quotient of them.

For instance, an affiliative leader has strengths in three emotional intelligence competencies: in empathy, in building relationships, and in communication. Empathy – sensing how people are feeling in the moment – allows the affiliative leader to respond to employees in a way that is highly congruent with that person’s emotions, thus building rapport. The affiliative leader also displays a natural ease in forming new relationships, getting to know someone as a person, and cultivating a bond.

Finally, the outstanding affiliative leader has mastered the art of interpersonal communication, particularly in saying just the right thing or making the apt symbolic gesture at just the right moment. So if you are primarily a pacesetting leader who wants to be able to use the affiliative style more often, you would need to improve your level of empathy and, perhaps, your skills at building relationships or communicating effectively.

As another example, an authoritative leader who wants to add the democratic style to his repertory might need to work on the capabilities of collaboration and communication.

Hour to hour, day to day, week to week, executives must play their leadership styles like golf clubs, the right one at just the right time and in the right measure. The payoff is in the results.

Excerpt from Daniel Goleman’s book, What Makes a Leader: Why Emotional Intelligence Matters.

 

SaveSave

SaveSave