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Primal Leadership

Primal Leadership. The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie McKee. What are we talking about?.

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Primal Leadership

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  1. Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie McKee

  2. What are we talking about? • “Of all the elements affecting bottom-line performance, the importance of the leader’s mood and its attendant behaviors are most surprising. That powerful pair set off a chain reaction: The leader’s mood and behaviors drive the moods and behaviors of everyone else.”

  3. High EQ Provides Climates Where These Things Flourish: • Information Sharing • Trust • Healthy Risk Taking • Learning The leaders mood is contagious, spreading quickly and inexorably throughout the business.

  4. Primal Task—Emotional Leadership • Optimistic • Authentic • High-energy • Sincere • Resonant

  5. What is EQ?

  6. Emotional Intelligence • Definition: Self-control, zeal, persistence, and the ability to motivate oneself. • The 5 Domains of Emotional Intelligence: • Knowing your own emotions • Managing your emotions • Motivating yourself • Empathy • Handling Relationships

  7. Knowing Your EmotionsSelf-Awareness • Self-Awareness: being aware of both our mood and our thoughts about that mood—the building block to the next step. . . Shaking off a bad mood • Ways of Attending to Emotions: • Self-aware • Engulfed • Accepting (laissez-faire) • Accurate Self-assessment • Self-confidence

  8. Managing EmotionsSelf-Management • Self-control and balance • Trustworthiness • Conscientiousness • Adaptability • Achievement Orientation • Initiative

  9. Managing Emotions • Finding a Balance • Venting Emotions • Anger (Don’t Suppress it but Don’t Act) • Reframe Anger (Paradigm Shifts) • 1. Challenge the Triggering Thoughts • 2. Understanding • Worry

  10. Motivating Yourself • “Mundanity of Excellence” • Anxiety, Anger & Depression Inhibit Learning • Impulse Control & Delayed Gratification • (the Marshmallow Experiment) • Memory is state-specific • Self-Efficacy can be learned, like optimism and hope • Flow • Self-Forgetfulness • Zone between Boredom & Anxiety

  11. Social Awareness • Requires Enough Calm and Receptivity so Subtle Signs of Others can be Received • Empathy • Organizational Awareness • Service Orientation • Benefits of Reading Non-verbal Cues: • Better Adjusted • More Popular • More Outgoing • More Sensitive

  12. Social Skill • Visionary Leadership • Influence • Developing Others • Communication • Change Catalyst • Conflict Management • Building Bonds • Teamwork and Collaboration

  13. Handling Relationships • Key Social Competence: Expressing Own Feelings • Display Rules: • Minimizing • Exaggerating • Substituting • Emotional Judo

  14. HOW? Taking Stock • Who do I want to be? • Who am I now? • How do I get there from here? • How do I make change stick? • Who can help me?

  15. Leadership that gets results Daniel Goleman

  16. Six Key Styles—like clubs in a golf pro’s bag • Coercive • Authoritative • Affiliative • Democratic • Pacesetting • Coaching

  17. They Influence Climate • Flexibility—How free employees feel to innovate • Sense of Responsibility • Standards People Set • Sense of Accuracy about Rewards & Feedback • Clarity about Mission & Values • Commitment to a Common Purpose

  18. Coercive • Modus Operandi—Demands immediate compliance • Style in a Phrase—’Do what I tell you’ • EQ Competencies—Drive to achieve, initiative, self-control • When it works best—In a crisis, to kick-start a turnaround, or with problem ee’s • Impact on Climate—Negative

  19. Authoritative • Modus Operandi—Mobilizes people toward a vision • Style in a Phrase—’Come with me’ • EQ Competencies—Self-confidence, empathy, change catalyst • When it works best—When change requires a new vision, or when a clear direction is needed • Impact on Climate—Most strongly positive

  20. Affiliative • Modus Operandi—Creates harmony and builds bonds • Style in a Phrase—’People come first’ • EQ Competencies—Empathy, building relationships, communication • When it works best—To heal rifts in a team or to motivate people during stressful circumstances • Impact on Climate—Positive

  21. Democratic • Modus Operandi—Forges consensus through participation • Style in a Phrase—’What do you think?’ • EQ Competencies—collaboration, team leadership, communication • When it works best—To build buy-in or consensus, or to get input from valuable ee’s • Impact on Climate—Positive

  22. Pacesetting • Modus Operandi—Sets high standards for performance • Style in a Phrase—’Do as I do, now’ • EQ Competencies—Conscientiousness, drive to achieve, initiative • When it works best—To get quick results from a highly motivated and competent team • Impact on Climate—Negative

  23. Coaching • Modus Operandi—Develops people for the future • Style in a Phrase—’Try this’ • EQ Competencies—Developing others, empathy, self-awareness • When it works best—To help an ee improve performance or develop long-term strengths • Impact on Climate—Positive

  24. We Need Many Styles • Leaders who have mastered four or more—especially the authoritative, democratic, affiliative, and coaching styles—have the very best climate and business performance

  25. How to Expand your Repertoire? • Build a team with members who complement you • Expand your own

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