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Resonant Leadership

Annie McKee, Ph.D. Founder, Teleos Leadership Institute

Adjunct Professor,

Graduate School of Education

University of Pennsylvania

[email protected]

mailto:[email protected]

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These days . . .

Work stress at all time high:

Do more with less

Results and accountability

The effects of a persistent recession on our families and schools

Technology impacting the ways we (and kids) communicate and

treat each other

Natural and man-made disasters

Unseen threats:

To ourselves

To our families

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Leaders Like You…

Live with constant demands from all directions

Parents, Students, State and Federal agencies, School Board,

Your Community

Have new demands that require new ways of leading and

getting results

Work in many complex groups, teams, and organizations yet

feel isolated

Can feel like:

Give a lot and receive little in return

Often don’t have time to lead

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Great leaders inspire us to find meaning in our lives today

and hope in the promise of

tomorrow.

©McKee, Boyatzis, Johnston. Becoming a Resonant Leader

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Can leadership be learned?

Yes. But only if you want to, and when you start with your dreams.


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Resonant leadership is common sense,

not common practice.

Why? ©McKee, Boyatzis, Johnston. Becoming a Resonant Leader

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We operate on false assumptions about what it means to be a great leader.


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Myths and the Truth

Being smart is good enough

Your mood doesn’t matter

Great leaders are tough

enough to take constant

pressure.

EI makes the difference

Emotions are contagious

No one can sustain constant

sacrifice. You need renewal,

too!


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Intellectual Capability (IQ) Threshold Competencies

Only one cognitive ability − pattern recognition −

differentiated 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

©Goleman. Primal Leadership.

Social Awareness

Relationship Management

Self-Management

Self-Awareness

Empathy

Organizational Awareness

Inspirational Leadership

Teamwork

Coach and Mentor

Influence

Conflict Management

Positive Outlook

Achievement Orientation

Adaptability

Emotional Self-Control

Emotional Self-Awareness


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Emotional Intelligence IS Important

Research found significant positive relationships between Emotional Intelligence and performance:

―At the individual level

―At the team level

―At the organizational level

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Executive Level Performance and EI

• The most successful male and female leaders demonstrated

similar emotional and social intelligence (ESCI) competencies

• At the executive level, there was no significant difference

between the most successful men and women in their

demonstration of ESCI competencies

• However, men who demonstrated ESCI competencies were

perceived as more successful than their female counterparts

who demonstrated similar ESCI competencies

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EI and Team Performance

• A military study examined the relationship between

leadership ESCI competencies and team performance in 81

teams.

• The study found a significant, positive relationship between

team leader ESCI competencies and the overall EI of the

teams they lead.

• A significant, positive relationship was also found between

team EI and overall team performance, using both subjective

and objective measures.

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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.

• Positive emotional climate also had a significant, positive

relationship with strategic growth and revenue over the same

period.

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Implications of ESCI Research

• Organizations should incorporate a wide range of ESCI

competencies in their recruitment and development practices.

• Development of emotionally-competent managers and

leaders through 360-degree feedback and executive coaching

can increase both individual and team performance.

• Leaders may enhance the performance and revenue of their

organizations by fostering a positive emotional climate and

creating emotionally-intelligent group norms.

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Leadership Matters

20 %- 30 % of variability in performance is a result of leadership and climate

70% of all change initiatives do not succeed due to people issues—inability to lead, ineffective teams, etc.

Organizations with superior leadership capability outperform annual earnings goals by 20%

30% of the time, poor leadership is cited by people as a reason for leaving

©Goleman. Primal Leadership.

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Myth 2: Emotions Don’t Matter

• Emotions affect culture and climate

• Culture and climate account for nearly 30% of

business performance


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Resonance is contagious… and so is dissonance.

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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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“He Makes My Blood Boil”

Studies show that when people are working

with dissonant leaders, blood pressure rises,

other physical and psychological effects are

evident and people ‘shut down’.

Stress = impaired cognitive functioning

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Dissonant Leaders are Dangerous

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The minute you become a victim you cease to be a

leader.


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The Smart Way to Fight Back

Defend yourself.

Find joy in small wins.

Choose kindness.

Look out for others.


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Resonance or Dissonance: Your Choice

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Resonant Leadership Audit

How I Create Resonance: Critical Incident Review and

Planning


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Emotion, and emotional intelligence,

are central to effective leadership.

The Research is Conclusive

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What if YOU Are the Problem?

HOW DID THIS HAPPEN?


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Even the Best of Us…

…slip into dissonance. Despite our good

intentions and talent, we become toxic,

spreading dissent and resentment among

our people. We make excuses, blame

others, point to “Them” or “The Culture”

as the cause…

WHY?

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Myth 3: We are Superheroes


Good Leadership

Physical & Emotional

Toll

Power Stress

Se

lf-c

on

tro

l

Cri

sis

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The Sacrifice Syndrome


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

©Boyatzis, McKee. Resonant Leadership.

Mindfulness

Compassion

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Renewal in Everyday Life


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What Can I Do?

Tap into hope

Manage the cycle of sacrifice and renewal

Develop my emotional intelligence

Become more resonant

Change how I am working with my team

BE THE CHANGE

YOU WANT TO SEE

Gandhi

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References 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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