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Primal Leadership

Annie McKee, Ph.D.

Teleos Leadership Institute

and the University of Pennsylvania

[email protected]

mailto:[email protected]

The greatest change in human history?

McKee, Annie. Management: A Focus on Leaders. 2012 ©Pearson/Prentice Hall

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Wendy Kopp

Warren Buffet

Jaime Escalante

Rafe Esquith

Wael Ghonim

Geoffrey Canada

Great leaders move us.


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Who Helped Me?


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Resonant Leadership

Mind

Body Heart

Spirit


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Resonant leadership is common sense,

not common practice.

Why?


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Myths


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Leadership Myths and the Truth


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Myths The Truth

Smart is good enough

Your mood doesn’t matter

Leaders are tough enough to take constant pressure

IQ helps but EI is essential

Emotions are contagious

When faced with constant challenge, you lose sight of your passion for work

Intellectual Capability (IQ)

Threshold competencies

Only one cognitive ability − pattern recognition −

differentiates outstanding leaders

Emotional Intelligence (EI)

The differentiating factor

85-90% of the difference between outstanding and average leaders is linked to Emotional Intelligence

Myth 1: Smart is Good Enough


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We feel before we think.


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Social Awareness

Relationship Management

Self-Management

Self-Awareness


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CEREBELLUM

Essential for coordination

of movement

THALAMUS

The relay station for

most information

going into the brain;

triggers emotional

reaction in the

Amygdala before

engaging logical

function in the

Cerebrum

HYPOTHALAMUS

Regulates sex hormones,

blood pressure and body

temperature

AMYGDALA

Processes the emotions

and regulates the

heartbeat and other

visceral functions

HIPPOCAMPUS

Helps establish long-

term memory in

regions of the

cerebral cortex

PONS and MEDULA OBLONGATA

Control of breathing, circulation,

heartbeat and digestion

SPINAL CORD

CEREBRUM

Controls the higher cognitive

functions: logical and rational

thought processes

Neurophysiology of Emotions


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Leadership Matters • 20-30% of variability in performance is a result of

leadership and climate • 30% of the time, poor leadership is cited by people as a

reason for leaving • In management jobs alone, women earn 28% less and

occupy 40% of the positions. • When it comes to executive management positions, the

story has been improving: 26% of chief executive positions are held by women, BUT they receive just 72% of the pay of their male counterparts.

• In the Fortune 500, women hold only 15.7% of board seats.

• The percentage of board seats held by white men? 72% • The percentage of board seats held by women of any

color? 17%


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EI and Organizational Performance

• A recent study of 229 businesses showed that positive emotional climate was the most significant factor associated with company performance over an 18-month period


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The most complicated leadership jobs in the world


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1,240,000,000 vs

4,460,000,000


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Myth 2 Emotions Don’t Matter


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The Path to Performance Up to 70% of climate is related

to leadership practices

EI competencies

Leadership practices &

Team Alignment

Organizational Climate

Results

85-90% of difference between outstanding and

average is Emotional Intelligence

Up to 30% of discretionary

output is related directly to climate


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Resonance is contagious… and so is dissonance.


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Feelings and emotional states travel from brain to brain

Emotional Attractors

• Hope

• Joy

• Compassion

• Excitement and Challenge

• Calm

• Safety

• Growth and learning

• Love

• Respect

• Fear

• Anger

• Resentment and jealousy

• Stress and anxiety

• Impatience

• Mistrust

• Forced Compliance

• Hate

• Disdain


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Power and Emotion


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Do some people care so much about power?


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Personalized and Socialized Power

Personalized power A need for power that drives people to seek control through assertive or aggressive behavior, often for personal gain.

Versus

Socialized power A need for power that is based on a desire to support the welfare of

others, a group, society, or the common good.


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Ubuntu

“I am because you are.”

“A person is a person through other people.”

Nelson Mandela described Ubuntu this way: “Ubuntu does not mean that people should not enrich themselves. The

question therefore is: Are you going to fulfill your needs in such a way as to enable the community around you to be able to improve? These are the important things in life. And if one can do that, you have done

something very important, which will be appreciated.”


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Ubuntu

Ubuntu is a Sub-Saharan African concept (Xhosa and Zulu tribes, among others). It is a mindset that motivates people to direct power toward the good

of the group.


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Power at Work: Ubuntu

Working well together

Link what “I” need with what “we” need


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Okay you get it…


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What about THEM?


Dissonant Leaders are Dangerous


The minute you become a victim you cease to be a leader


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Resonance or Dissonance: Your Choice


You understand your values.

You are self aware and have high EI.

You know how to use power

and you are a resonant leader.


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What if YOU are the Problem?


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Myth 3 The Superheroes


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Good Leadership

Physical & Emotional

Toll

Power Stress

Self

-co

ntr

ol

Cri

sis

Mindfulness

Hope

Compassion

Renewal

Sustainable,

Effective

Leadership

Resonant

Relationships

Threats

Crises

Ineffective or Non-sustainable

Leadership

Effective

Leadership

Sacrifice Syndrome

Cycle of Sacrifice and Renewal


In the Words of the Dalai Lama

“The true mark of being learned, is humility and mental discipline.”

“Through training the mind, people can become more calm—

especially those who suffer from too many ups and downs…”

Goleman, Daniel. Destructive Emotions: A Scientific Dialogue with the Dalai Lama. Bantam Doubleday, January 2003


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Mindfulness

Compassion

BE THE CHANGE

YOU WANT TO

SEE

Gandhi

Appendix

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Primary Sources

McKee, Annie (2011). Management: A Focus on Leaders. London: Pearson Prentice Hall.

McKee, Annie, Boyatzis, Richard, Johnston, Frances (2008). Becoming a Resonant Leader: Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston: HBR Press.

Boyatzis, Richard and McKee, Annie (2005). Resonant Leadership: Renewing yourself and connecting with others through mindfulness, hope and compassion. Boston: HBR Press.

Goleman, Daniel, Boyatzis, Richard, and McKee, Annie (2002). Primal Leadership: Realizing the power of emotional intelligence. Boston: HBR Press.


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References Forgas, J.P.: “Affective Influences on Attitudes and Judgments”: in the Handbook of

Affective Sciences, eds. Richard Davidson, Klaus R. Sherer, and H. Hill Goldsmith (Oxford: University Press, 2003): 563-573

Gottman, J., Levenson, R., & Woodin, E.: “Facial Expressions During Marital Conflict,” Journal of Family Communication 1, (2001): 37-57

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Hatfield, E., Cacioppo, J. & Rapson, R.L.: Emotional Contagion (New York: Cambridge University Press, 1994),

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References McClelland, D.: Human Motivation (Glenview, III: Scott, Foresman & Co, 1985) McKee, Annie (2011). Management: A Focus on Leaders. London: Pearson Prentice Hall. McKee, Annie, Boyatzis, Richard, Johnston, Frances (2008). Becoming a Resonant Leader:

Develop your emotional intelligence, renew your relationships, sustain your effectiveness. Boston: HBR Press.

Ozcelik, Hakan and Langton, Nancy. “Doing Well and Doing Good: The Relationship between Leadership Practices that Facilitate a Positive Emotional Climate and Organizational Performance.” Journal of Managerial Psychology 23, no. 2 (2008): 186-203.

Pescosolido, A.T.: “The Leader’s Emotional Impact in Work Groups’, (Ph.D. Dissertation, Department of Organizational Behavior, Case Western Reserve University, Cleveland, Ohio, 2000)

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Strazdins, L.; “Emotional work and emotional contagion,” in Emotions in the Workplaces: Research, Theory and Practice, eds. Neal Ashkanasy, Wilfred Zerbe and Charmine Hartel (Westport, CT: Quorum Books): 232-250

Wager, N., Fieldman, G., & Hussey, T.: “The Effect on Ambulatory Blood Pressure of Working Under Favorably and Unfavorable Perceived Supervisors,” in Occupational Environmental Medicine 60 (2004: 468-474)


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