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Leading with Emotional Intelligence. How do you lead?. Daniel Goleman and T he Hay Group. Four competencies that differentiate individuals with e motional i ntelligence. . Self-Awareness. Capacity for understanding one's emotions, one's strengths, and one's weaknesses. Self-Management.

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Daniel Goleman and The Hay Group

Four competencies that differentiate individuals with emotional intelligence.

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Capacity for understanding one's emotions, one's strengths, and one's weaknesses.

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Capacity for effectively managing one's motives and regulating one's behaviour.

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Social Awareness

Capacity for understanding what others are saying and feeling and why they feel and act as they do.

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Relationship Management

Capacity for acting in such a way that one is able to get desired results from others and reach personal goals.

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Resonant Leaders

  • Care about other people/real conversations.

  • Motivate, guide, inspire, listen, persuade.

  • Brain circuitry that interweaves thought and feeling (intellect + emotional intelligence).

  • Smooth operation of prefrontal-limbic circuitry (cognitive capacity tempers emotions).

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The Emotional Competence Inventory

Self-assessment of your strengths.

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  • Emotional self-awareness

  • Accurate self-assessment

  • Self-confidence

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  • Self-control

  • Transparency

  • Adaptability

  • Achievement

  • Initiative

  • Optimism

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Social Awareness

  • Empathy

  • Organizational awareness

  • Service

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Relationship Management

  • Inspiration

  • Influence

  • Developing others

  • Change catalyst

  • Conflict management

  • Teamwork and collaboration

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The Leadership Repertoire

  • Visionary

  • Coaching

  • Affiliative

  • Democratic

  • Pacesetting

  • Commanding

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  • Resonance

    • Moves people toward shared dreams.

  • Climate

    • Most strongly positive.

  • Appropriate

    • When changes require a new vision, or when a clear direction is needed.

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  • Resonance

    • Connects what a person wants with the organisation’s goals.

  • Climate

    • Highly positive.

  • Appropriate

    • To help an employee improve performance by building long-term capabilities.

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  • Resonance

    • Creates harmony by connecting people to each other.

  • Climate

    • Positive.

  • Appropriate

    • To heal rifts in a team, motivate during stressful times or strengthen connections.

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  • Resonance

    • Values people’s input and gets commitment through participation.

  • Climate

    • Positive.

  • Appropriate

    • To build buy-in or consensus, or to get valuable input from employees.

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  • Resonance

    • Meets challenging and exciting goals.

  • Climate

    • Because too frequently poorly executed, often highly negative.

  • Appropriate

    • To get high-quality results from a motivated and competent team.

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  • Resonance

    • Soothes fears by giving clear direction in an emergency.

  • Climate

    • Because too often misused, highly negative.

  • Appropriate

    • In a crisis, to kick-start a turnaround, or with problem employees.

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Impact of Flexible Styles

  • Use the right approach in the right moment.

  • Creates a climate where people feel energized and focused.

  • Fosters the very best climate and performance.

  • Fluid leadership in action.

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Becoming a Resonant Leader

  • Requires 360-degree feedback.

  • The higher up the ladder, the less accurate self-assessment is likely to be.

  • The higher the position, the more critically the leader needs feedback.

  • Most people complain that they get too little feedback.

  • Women get even less feedback on their performance.

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Old Leaders Can Learn New Tricks

  • How a person feels about learning matters immensely.

  • People learn what they want to learn.

  • Leaders are made not born.

  • A plan for development is crucial.

  • Reeducating the emotional brain requires lots of practice and repetition—creating new neural connections.

  • The act of learning is key to stimulating new neural connections.

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Self-directed Learning

  • Uncovering the ideal vision of yourself.

  • Realisation of your strengths and gaps.

  • Construct a plan of action.

  • Practice new leadership skills.

  • Develop supportive and trusting relationships.

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Building Emotionally Intelligent Organizations

  • Discover the emotional reality

    • Respect the group’s values and the organization’s integrity.

    • Slow down in order to speed up—bring people into the conversations about their systems and their culture.

    • Start at the top with a bottom-up strategy—what is working and what isn’t.

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Nurturing Social and Emotional competence

  • in our schools.

  • in our workplaces.

  • in our communities.

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Building Emotionally Intelligent Organizations

  • Visualizing the deal

    • Look inside—see at the level of emotions, they craft a meaningful vision.

    • Don’t align—attune. Vision needs to touch people’s hearts.

    • People first, then strategy—focus on what people want and need, people need to build the dream together.

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Building Emotionally Intelligent Organizations

  • Sustain Emotional Intelligence

    • Turn vision into action. Lead through coaching, vision, democracy, and respect for people.

    • Create systems that sustain emotionally intelligent practices. Rules, regulations, human resource practices have to be in sync with outcomes.

    • Manage the myths of leadership. Create new myths even with small gestures and actions.

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  • Food is important to you.

  • Some of your favorite places in the world are restaurants.

  • If you don’t eat/drink every 2 hours you get woozy.

  • Your favorite TV shows have something to do with food/eating…Fear Factor?????!!!

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  • Party Animal “wannabees.”

  • Would rather be doing anything FUN right now except for sitting in a classroom.

  • The definition of fun to you is lots of people, laughs and good food.

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  • Closet ROCK n’ ROLLER!

  • Would love to die your hair green and have more than 6 body piercings.

  • Staunch environmentalist, get shivers every time you see a beer bottle in the ditch.