· If you want to grow, take all effort andcreativity and drive and invest in your areas where you have natural strength.There you will see giant leaps of learning
The collective talent of a team. Hampton president _________ realizedthat his employees couldn’t do anything with out them their. They lackedrelationships between reach other. 6 month discussions helped to improve there relationship and makedecisions and talk things out first before bringing the problems to him.
first idea or thought goes through the brain stem and then the______, Which is the place emotions are experienced. The brain processes emotion beforebeing able to reach the rational part of your brain.
· WHO BELIEVES THIS? : if you want 2 hire the best person for a job, don’tlook at GPA, IQ, or personality test, begin looking at your own organization,the one that was the star performer and compare them to them. Compare to thestars performers. Called competence modeling.
i. Clarify who you are and what you want
1. Ex. by creating a personal vision
a. Can be helpful in a turbulent environment
b. Companies have 3-7 core values, average 5
2. BIG HAIRY AUDACIOUS GOALS change you to achieve them
i. Build an organization that is consistent with who you are and what you want
1. Needs CORE IDEOLOGY
a. Core values
2. PASSION FOR CHANGE
d. Taking risks
Process Improvement Primer – The Five Principles
§ Trust the leader’s beliefs
§ Have similar beliefs to those of the leader
§ Accept the leader unquestioningly
§ Have affect for the leader
§ Willingly obey the leader
§ Identify with and attempt to emulate leader
§ Have emotional involvement in the mission
§ Have heightened goals
§ Feel that they will be able to accomplish or to contribute to the accomplishment of the mission
Leadership is all about seeing the ____________
· Feeling of power/prestige
· Chance to help others grow and develop
· High income
· Respect and status
· Good opportunities for advancement
· A feeling of being in on things
· An opportunity to control resources
· Too much uncompensated overtime
· Too many headaches
· Facing a perform or perish mentality
· Not enough authority to carry out responsibility
· Too many problems involving people
· Too much organizational politics
· The pursuit of conflicting goals
· Being perceived as unethical, esp if you are a corporate exec
show enough encouragement to invest some of their own time and money to make a difference
The daily challenge of dealing effectively with _____________ is critical to the human condition because our brains are hard-wired to give them the upper hand.
o Does not identify which characteristics are absolutely needed
o Does not specify how much a of a trait or characteristic is needed
o Can breed an elitist conception of leadership
Signals enter your brain at the base near the ________, but they must travel to your ____________, then they pass through your _____________ where your emotions are produced.
every 1-point increase in EQ adds $_______ to annual salary.
your ability to use your awareness of your own emotions and those of others to manage interactions successfully. It ensures clear communication and effective handling conflict. The weaker the connection you have with someone, the harder it is to get your point across.
o Visionaryàleaders offer exciting image of where the organization is headed and how to get there
o Masterful communication skillsàuses colorful language and exciting metaphors to inspire people
o Ability to inspire trust
o Able to make group members feel capable
o Self-promoting personalityàtoot their own horn
o Energy and action orientation
o Emotional expressiveness and warmth
o Romanticize risk
o Unconventionial strategies
o They challenge, prod and poke
o Being dramatic and unique in significant, positive ways is a major contributor to charisma
o Creates vision for others
o Be enthusiastic, optimistic, and energetic
o Be sensibly persistence
o Remember people’s names
o Develop synchrony with others
o Develop a personal brand, including making an impressive appearance
o Be candid
o Display an in-your-face attitude
o emotional intelligence
o encourage personal development of their staff
o supportive leadership
o innovative thinking
o lead by example
o moral reasoning
· Charismatic leadership (idealized influence)
· Inspirational motivation
· Intellectual motivation
· Individualized consideration
· Strategic vision and articulation
· Sensitivity to the environment
· Sensitivity to member needs
· Personal risk
· Unconventional behavior
is about changing the order of things, about seeing the possibilities in things.
Understanding _________ and motivating people _______________ is fundamental to leading change.
Aspects of leadership have nothing to do with gender.
When culture becomes ____________, something has to change.
Ability to accurately recognize your emotions as they happen and understand your general tendencies for responding to different people and situations
Using awareness of your emotions to choose what you say and do, in order to positively direct your behavior
Recognizing and understanding the emotions and perspectives of others (not necessarily being told to directly)
Using awareness of your emotions and the emotions of others to manage interactions successfully
by finding your strengths and the strengths of others, everyone wins
The core of our being stays _________
If you don’t understand people, you can’t change what they do and you can’t change product or profits
Privilege of working in business was working with ________
is about finding common ground to achieve common goals
People are more comfortable with people like themselves
Fact, fiction, and fantasy are not equal in the media
There is no substitute for personal ethics and judgment
Must talk about real issues to change anything
Tough choices made easier with strong __________
Courage as well, they can count on you to get them there faster. Help others be reducing their fear of failure with ability to boost people's belief in a pos outcome. Others need your energy to move from fear to action. Cheer them with sharing your enthusiasm, and help them gain momentum.
Other with Strong Activator
Responsiblity for initating and organzing a project
Energize-tell them they can make stuff happen and will depend on them at key moments
Assign person to team that is bogged down and talks more than it performs
-Listen to their complains-do quicklu cuz unchecked she can stir up negativity when she gets off track
-Examine other dominant themes
-PARTNER w/ Strategic or Analytical, help her to look ahead, be careful cuz probs doesn't want to dicuss and analyse but wants to act!
Prefer to "go with the flow." Tend to be "now" people who take things as they come and discover the future one day at a time.
Trust: sometimes all can do is help ppl learn to trust themselves and find their own ability to cope. You are a co-traveler, ask where they want to go questions to get them on your side
Compassion: some appreciate your "in the moment", focus on their needs and feelings when together.
Your flow creates certain freedom from anxiety and frustrations to become more fleeting--> help out things in perspective. Great a responing to the task at hand, your attentiveness to others can't help but make others feel cared for.
Stability-Flexible so help them "hang in there" when obstacles threaten plans. Patience is a virtue, encourage them to let nature take its course.
Hope: Stop controlling and start living. Acceptance is very likely something u have to offer
Others with Adaptability:
-Lives to react, position him so that his success depends on his ability to adjust to unforeseen
-Let this person know the plans your making, but don't expect him to plan with you if Focus isn't one of his themes.
-Excuse him from future meetings he is "here and now" person
Search for reasons and causes. Ability to think about all the factors that might affect a sitution.
Trust: Help them to know you want what is best for them, and they will trust you more. Count on you as "Truth finder" don't wait for them to ask for you help: extend yourself=respect and trust your proactive analysis
Compassion: scrutinizers will love your truth-seeking approach, stimulate debates, challenge one another, Reppond to ppl in crisis is obvi way to extend compassion and caring
Stability: Cuz you provide the sense of security cuz you examine all possibilities, do hw carefully and know others look to follow your lead. Your belief in their opinions and reasoning can give them the certainty and strengh they need to proceed.
Hope: Cheer for what you think someone is doing right, the probably are trying to guess what you are thinking. If ask for advice in decision making break down your process, show them how you sort out info. Guidence is mutual-action oriented people can help u turn your analysis into action
-overexplain decisions, praise person's reasoning abilities. Never pass shoddy data as evidence, give opp for her to explain data patterns. Won't always agree but take points of view seriously, thought very carefully
Organize, but they also have flex that complements this ability. Like to figure out how all of the pieces and resources can be arranged for max. productivity
Trust: you're dependent on honest feedback so let them know they won't be penalized for telling the truth. Being open about your thought process will help ppl understand and follow your reasoning.
Compassion: You see the potential so tell them and give them "permission to do what they do best" this minimizes frustrations and maximizes the joys
Compassion: Come to rescue sometimes, show how all the pieces can arranged to fit together, which reduces chaos.
Stability- Ability to deal with fluid complexibity is a comfort to people who need a def agenda, you sort through unneed info so they feel more certain. Addressing problems before they spiral, ppl need that leadership to feel secure
Hope: Find what is right for them and encourage them to stop what isn't, inspire them to rearrange responsibilities to make life more satisfying and productive. Help them to see their sititution clearly, have them account for every hour so can see what to combine, elimate or add to enhance life.
Others: Thrive on new challenge, give him as much as you can for them to do based on skill level
Talent to be supervisor, person's modus operandi for team building is through trust reject dishonesty
Certain core values that are unchanging. Out of these values emerges a defined purpose for their life.
Trust: To ensure fairness and unity communicate the behaviors you will not tolerate. Demonstrate your belief telents in actions that speak far louder than your words can ever
Compassion: listening creates connections, listen what means most to them, we are all from diff places. Common values will bring you close to some ppl rapidly.
Don't make an in or out crowd based on belief system, you shoud consider the messages you send with the judgments you make.
Stability: Whether or not ppl believe as you do, they know where you stand and can be confident in the stability of those beliefs. PPL trust that you will fight for what's right, take confidence in the strenght of your convicitions.
Hope: The purpose of your work will often provide direction for others, support them in finding them
Others not so sure of their values; the actual use of our time, talent, and treasure speaks volumes about what we really value.
Figure out how to aline their bedrock values with those of the organization. Realize some people want to do service more than make money. Find ways to enhance natural service orientation, then see them at their best.
Have presence. They can take control of a situation and make decisions
Trust: your directness builds trust, which builds relationships
Compassion-feel things intensely, must expression of genuine caring, affection=powerful step towards deepening bond. invite others to join you based on strong feelings and passionate beliefs. tough exterior hard for ppl to get past, be open, share your struggles=demonstrates trust.
To know yourself as you are including staying on top of your typical rxns to specific events, challenges, and people
-foundational skill (when you have it makes learning other EQ skills easier)
Your ability to use your awareness of your emotions to stay flexible and direct your behvior positively
-what happens when you act/dont act
-dependant of self awareness
-2nd major part of personal competence
· 2 leadership dimensions accounted for 85% of the descriptions of leadership behavior:
o degree to which the leader creates an environment of emotional support, warmth, friendliness, and trust; looks out for welfare of the group
o the degree to which one is task-oriented; a more procedural management style; means organizing and defining relationships in the group by engaging in such activities as assigning specific tasks, specifying procedures to be followed, scheduling work, and clarifying expectation for team members
· formal evaluation of superiors based on input from people who work for and with them, sometimes including customers and suppliers
o most often used for leadership and management developmentaka multisource feedback or multirater feedback
§ confer final authority on the group; they function as collectors of group opinion and take a vote before making a decision
· leaders who retain most of the authority; make decisions confidently and assume group members will comply
o Strong achievement drive and sensible risk taking
o High degree of enthusiasm and creativity
o Tendency to act quickly when opportunity arises
o Constant hurry combined with impatience
· Fred Fielder developed a widely researched and quoted model that says the best style of leadership is determined by the situation in which the leader is working
o Fielder’s theory classifies a manager’s leadership style as relationship motivated or task motivated. Leadership style is a relatively permanent aspect of behavior and thus difficult to modify.
o Major contribution of his work—has prompted others to conduct studies about the contingency nature of leadership
o Fielders theoryàone of the most widely researched
o One con: too complicated to have impact on leaders, amount of control varies from time to time
o Manager should choose a leadership style that takes into account the characteristics of group members and the demands of the task
· Developed by Kenneth H Blanchard, explains how to match leadership style to the capabilities of group members on a given task
· Designed to increase the frequency and quality of conversations about performance and professional development between managers to that competence is developed, commitment takes place, and turnover among talented workers is reduced
o The normative model identifies 5 decision making styles each reflecting a different degree of participation of group members: