Tag Archives: Emotional Intelligence
An organisation is made up of people and when people are involved, emotions automatically come into play, and a workplace is no different.
It would be unwise to assume that a workplace is all objective, no-emotion only performance kind of a packed room where hormones have no scope to creep in, however, the fact is that emotions alone are the biggest motivator or de-motivator of an employee.
The emotions alone, govern the performance and efficiency of a worker and had it not been the case, we would have never talked about the importance of work-life balance and for the present context, the need of emotionally intelligent leaders.
The current times are very dynamic not just economically but also socially where the social fabric is rapidly evolving due to globalisation and other influences. The average age of the workforce is reducing and the leaders now look forward to managing people belonging to different cultures and backgrounds. In such a situation, it is important for a leader to be highly sensitised to the emotional aspects of his/her transactions with people.
Emotional Intelligence is basically the ability to recognise and understand one’s own feelings and emotions as well as those of others and use that information to manage emotions and relationships.
The 4 important aspects of EI as proposed by Daniel Goleman are:
- Self Awareness
- Self Management
- Social Awareness
- Relationship Management or Social Skills
A leader tends to have a huge influence on the thoughts and motivation of people. He/she has the capacity to enthuse optimism and confidence in the followers and lead them to constructive endeavours which is called resonance and on the other hand they can negatively influence them to destruct, e.g of such leaders being Hitler and d Osama Bin Laden which is opposite to resonance called desonance. (more…)
The following are the top ten articles about leadership posted by McKinsey.
1. What makes a CEO 'exceptional'? McKinsey assessed the early movers of CWOs with outstanding track records; some valuable lessons for leadership transitions emerged.
2. High-performing teams: A timeless leadership topic. CEOs and senior executives can employ proven techniques to create top-team performance.
3. Why effective leaders must manage up, down, and sideways Strong team leadership isn’t enough. Research shows the importance—for business impact and career success—of also mobilizing your boss and colleagues.
4. Culture for a digital age Risk aversion, weak customer focus, and siloed mind-sets have long bedeviled organizations. In a digital world, solving these cultural problems is no longer optional.
5. What’s missing in leadership development? Only a few actions matter, and they require the CEO’s attention.
6. Memo to the CEO: Are you the source of workplace dysfunction? Rudeness and bullying are rife, says Stanford professor Bob Sutton. Wise leaders figure out how to fix their teams and organizations; and they start by taking a long look in the mirror.
7. How functional leaders become CEOs Limited operational experience is not necessarily a barrier to the top job. Here’s what CFOs and others must do to jump to the next level.
8. Putting lifelong learning on the CEO agenda In an open letter to business leaders, a Harvard Business School professor and a learning engineer at the Chan Zuckerberg Initiative present an emphatic case to make learning a corporate priority.
9. How technology is changing the job of the CEO What we learned when more than 75 chief executives and board chairs gathered to share concerns and offer one another advice.
10. Time for a new gender-equality playbook The old one isn’t working. We need bolder leadership and more exacting execution.
In this era of massive information, the latest technologies are transforming the way people work and live. Emotional fitness coaching, as set down in Warren Redman’s book, is a piece of new technology that enables leaders to do exactly what the title says.
This book is a good, easy to use, interactive guide to emotional fitness coaching. It is very timely in answering the needs of modern professional life. Warren Redman is an award-winning author, counsellor and emotional fitness coach with a wealth of experience in manufacturing and commerce management. He is a leading developer in the science of emotional fitness and founder of the Emotional Fitness Institute.
Redman defines emotional fitness as, first, the ability to bounce back from the latest setback or challenge. It is a series of mind habits you can learn which make you stronger and more resilient. Like any kind of fitness, the more you practice, the better you get.
The book lets you create a workout plan for your emotional health. The exercises outlined in it are about developing so-called “soft skills” for leadership and management.
The book is framed as a narrative, with a newly-appointed manager receiving emotional fitness coaching. Readers follow the manager’s experience with the coach while completing exercises themselves. They are taken through various situations and the process of identifying a problem, developing a reaction to the problem and creating a solution. There is space included for readers to record their own reactions to the problems outlined in the narrative. This interactive way of presenting things is one of Redman’s real strengths as an author and coach.
Success requires that you believe in yourself 110 percent, 25 hours of every day.
For some, this belief comes naturally. For others, it must be learned and can take years of practice. Here’s how these billionaires, icons and world-class performers accelerated the process of developing an unshakeable self-belief.
1.Win in Your Mind First: You might be naturally confident, but enormous obstacles can shake faith in your plan and personal competence. To inoculate against the negative impact of inevitable obstacles, shore up your commitment with a crystal-clear vision of what victory looks like. It might be getting the Navy SEAL Trident, losing 60 pounds, launching a new product or raising funding— anything significant to you. Revisit your vision through daily visualisation and box breathing (inhale, hold, exhale and hold for four seconds each).
This process of “winning in the mind” develops the courage to overcome any challenge. You’ll confidently find victory in daily small wins with grace and humour until the mission is accomplished.
- Mark Divine, retired U.S. Navy SEAL commander, founder of SEALFIT, Unbeatable Mind, and The Courage Foundation; New York Times and Wall Street Journal best-selling author.
2.Uncover the Cause of Temporary Disbelief: Examine your strengths, limitations and the reality of your situation honestly every day. Some days you won’t believe in yourself, and that’s OK.
But if you can unpack and see where that temporary disbelief is rooted, you’ll identify what’s needed to move forward: a change of strategy, a talent you need to hire, some information you need to collect or verify, or something else. Relentlessly moving forward ultimately leads to success, nothing more.
—Danae Ringelmann, founder and chief development officer of Indiegogo.
Companies expend untold energy building culture-defining their values, revamping their office space, organising holiday parties and volunteer outings.
And yet many leaders and managers don’t seem to realise that while company culture can be really hard to build, it’s incredibly easy to destroy. And you may unknowingly ruin it in just two steps.
Step 1: Go on holiday.
Step 2: Continue working like you never left.
It is common practice for American managers and a growing practice amongst UK leaders and managers too.
Latest research at Project: Time Off shows that just 14% of managers unplug when they’re on holiday. At the most senior levels of leadership, a mere 7% do.
The majority check in with work at least once a day.
If you’re in this camp, there is a good chance you are thinking about maintaining your own peace of mind either while you’re away (what if something crucial happens?) or when you get back (if you truly unplugged, how would you ever catch up?).
But before you hit “send,” think. All emails are not created equal, and when you’re on holiday, you’re sending more messages than can be contained in the contents of your note.
From page one of this book, it’s clear that Douglas Williamson is very mad. Like a passionately caring parent who sees the things he worked hard to establish not being leveraged by the next generation, he feels the same about leadership or lack thereof in Canada.
The long and short of his argument is this: Canada will be left behind on the world stage unless our leadership makes a radical shift in how they do business.
The 352-page hardcover tome seems daunting at first glance. However, Williamson has broken down his ideas into short, easily digested chapters, sections and summaries. Using bad and good case scenarios, practical wisdom and information culled from a plethora of thought leaders, Williamson makes a strong, sometimes strident case that Canada’s complacency, “niceness” and risk-averseness will lead to our country being left behind. And he does not mince his words, ergo the title, Straight Talk on Leadership.
Williamson insists that transformational leadership – script-less, making it up as we go, flying by the seat of our pants, but informed by a rich experience repertoire is what is needed to turn things around for Canada and Canadian businesses. After setting the stage for his treatise in Part I of the book, he lays out in Part II, “Meeting the future today,” the different kinds of intelligence a transformational leader must possess in order to lead effectively, and he illustrates how they work throughout the rest of the book. These are contextual intelligence, strategic intelligence, emotional intelligence, innovative intelligence, ambiguity intelligence, talent intelligence and collaborative intelligence.
The transformational leader must discard the map-book style of leadership – basing decisions on how things were done in the past – and instead grab hold of a compass, ignoring short-term thinking mentalities and knee-jerk reactions, to steer “a confident and steady course to the future…” (more…)
This inaugural survey aims to capture the leadership and development challenges that people in organisations face and how those issues can affect the effectiveness of organisations.
It also looks to establish what executives see as the: top leadership challenges facing their organisation most important skills for successful leaders, reasons why leaders fail to reach their potential ¢ most useful training and development programmes, key talent management challenges, including the effectiveness of training and development.
The five toughest challenges facing leaders today are employee engagement, effective strategy execution, talent management, driving work across organisational boundaries and encouraging collaboration across the organisation.
80% of respondents said change in their companies is mandated by senior management.
10% of respondents said change was driven at a lower level and later “blessed” by senior management.