yes we can clubs exercise - reading matl

8/7/2019 Yes We Can Clubs Exercise - Reading Matl

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I Article on Practicing Effective Leadership in a Difficult

Economy

• In this struggling economy, effective leadership is more important than

ever• The business environment is more competitive• Employees, business owners, managers and supervisors must perform

at top capacity and produce optimal results

Be Quality Listeners

• It's not enough to give orders• Effective leaders must let their employees do some of the talking, so

they feel valued and respected• Even if that means some healthy venting and pouring out anxieties /

concerns• Especially in organizations where there are layoffs and low morale

Keep an Open – Mind

• Powerful leaders require flexibility and maintaining an openness tochange and to new ideas

• Even if you don’t always agree with someone, it’s alright

Have a Strong / Clear vision

•

Great managers and leaders possess ability to see their organization'slong and short term goals and objectives• Understand where their company plans to be one year from now• Working backwards, understand where they need to be nine months

from now, six months from now, and so on

Clearly Communicate Vision

• It's one thing for a person in a leadership role to have vision for futureand direction they want to take their employees

• But it's even more important that as an effective leader, they canclearly communicate and get their message across

• Powerful leaders are often powerful orators

Be Inspirational and Motivational

• This is not to someone who has their head in the clouds andoverconfident / arrogant

• But rather a leader who has truly discovered specific, individualtechniques for motivating their employees toward peak performance

CORE MIND – Passion to Manage & Lead Changes



Set High Expectations and Produce Bottom-line Results

• The best managers know what motivates each employee• They instill confidence, put reward programs in place, and motivate

team members to exceed expectations

Be Educated on the Day-to-day aspects of each Employee's job

• In my leadership programs, participants tell me that their bestmanager ever was one who could "speak their language

• The leader needs true comprehension of the employee's job, timeconstraints, problems and challenges

• In many cases, the best Leaders / Managers have often done the job themselves

Being Honest & Accountable

• This has never been more apparent than it is today!• According to research, the number one trait people want to see to

willingly WANT to follow their leader is honesty• A leader can be intelligent, have vision, a plan of action, and be a

great orator• But if people don't trust that person, it's difficult to get them on

board• Ultimately, the leader should go beyond their title / designation and

earn influence / respect

Caring Enormous Influence

• The real test of leadership is how much influence you have over yourpeople

• Ability to persuasively communicate is critical

Give Credit where it is due

• They secure enough in themselves to give honest sincererecognition to those who deserve it

Be Transparent

• When I ask my participants what qualities they want to see in theirleaders, overwhelmingly a word often mentioned is"straightforward"

• They say that even if it's bad news, they'd rather like the leader bestraightforward. Which...goes back to honesty

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II Article on Crisis Leadership In Changing Times

• Managing crisis and providing leadership in a crisis are not same• Crisis management relates mainly to operational issues• Crisis leadership principally deals with how leaders handle the human

responses to a crisis, including their own• We all have natural behavioral responses to crisis situations based on our

needs and emotions• We may not be conscious, but our behaviors send messages to others about

our underlying needs and emotions• Nothing tests a leader like a crisis• There is an element of the leader’s deepest character that is revealed during

highly charged, dramatic events• A crisis can quickly expose a leader’s hidden core strengths and weaknesses• Will the leader address the crisis head-on, take those actions needed to fix it,

and take responsibility for the crisis?• Will the leader freeze, or worse, claim to be a victim and pass off the

responsibility to others?• What can a leader do to find out what went wrong and to ensure it doesn’t

recur?

• Three key themes of crisis Leadership are communication, clarity of vision andvalues, and caring relationships

• While they are certainly important to leaders in normal operations, but theirimportance is magnified during a crisis

• By paying attention to these 3 themes, leaders can hope to increase theirunderstanding that handle the human dimension of a crisis

• The result is a leader being more prepared to contain crisis and regain controlof situations

• Ensure minimum amount of damage is done to the organization• Effectively prevent, defuse, and reduce the duration of these extremely

difficult leadership situations• The anxiety, insecurity, and confusion that a crisis generates are huge

challenges for leaders e.g. Peace time training for army• They must be prepared to provide leadership not only to those in their

organization, but also to those in the greater orbit of their influence like :• Clients and customers, the surrounding community, stockholders, suppliers,

vendors, local government, activist groups, and the media• They must deal with their own emotions and needs a crisis triggers and of

course, leaders must also lead themselves

WHAT IS CRISIS?

• Crises have no borders or boundaries• They can happen anytime, anywhere, and to any organization—profit, not-for-

profit, public or private

• The interconnectedness of the global economy and political realities canmagnify ripple effects of any single crisis, making it a common feature of corporate life




• A crisis affecting one organization can, among other things, cause layoffs andclosures among organization’s suppliers, customers, and partners; bringabout a loss of investor confidence that can cause a dip in the stock market

• The financial implosion that bankrupted the U.S.-based energy-tradingcompany Enron in 2001, - also sparked a financial crisis at Arthur Andersen, aconsulting/ auditing services firm

• Because of their unpredictable nature and their accompanying ripple effect,crisis situations are unlikely to leave any organization untouched

• Leaders can realistically count on facing some kind of organizational crisis atsome point during their careers

• Such a crisis will negatively affect people in an organization, which is oftenthe most difficult challenge leaders face in dealing with a crisis

• Soften the negative impact by addressing the human element of a crisisbefore, during, and after it occurs

• A crisis is characterized by a high degree of instability and carries thepotential for extremely negative results that can endanger continuity of organization

• It’s a key moment or critical period that brings both surprise and dramaticchange

• In this way a crisis can be described as a turning point in the affairs of anindividual or an organization

• The word itself originates from the Greek krisis, which means “to sift orseparate.”

• A crisis has potential to divide an organization’s past from its future, toreplace security with insecurity, and to separate effective leaders fromineffective ones

• The situation may be further aggravated by relentless media scrutiny, arestless and information-hungry workforce, and advanced technologies thatare never 100 percent reliable

• Although no two crises are ever the same, they share some common traits• A crisis isn’t usually expected or planned for• It generally comes as a bombshell that frightens and stuns those on whom it

falls• There may have been signs and indications of impending difficulties• But in the flow of daily operations they were ignored, placed on the back

burner, or wished away, or denied

Level 1 crisis

• In this situation the organization will be publicly embarrassed and missionsuccess is threatened

• Common examples of this level of crisis include sexual harassment chargesbrought against a key leader of the organization

•

An insensitive or racially charged statement by a company leader• Or an overt action taken by the organization that damages the environment• Places profit over public welfare, or is viewed as unethical, politically

incorrect, or socially irresponsible• Eg suit filed against discrimination of African American(s) in hiring /

promotions - $ 176M were paid as damages against demand of $220M

Level 2 crisis




• At this level a situation exists in which there is personal injury, someproperty loss, possible loss of life

• Potential for serious damage to the company’s reputation, or a combinationof these and similar items

• An example of a level 2 crisis was at Johnson & Johnson. In 1982 sevenpeople died in the Chicago area from taking cyanide-laced Tylenol (one of

the company’s premiere products)• Public relations experts consider the company’s handling of the crisis as one

of the best examples of crisis leadership and corporate communications inthe history of American business

• Johnson & Johnson placed customer safety over corporate profits byimmediately recalling $10 million worth of Tylenol from store shelves andwarehouses, stopping both production and advertising of the product,cooperating with media to inform public of the problem, and offering a$100,000 reward for information leading to the killer’s capture

• In 1983 the company reintroduced Tylenol with tamper resistant packaging

Level 3 crisis

• This level defines a situation in which there is loss of life, significant propertydamage, a perceived threat to the survival of the company, or a combinationof these and similar items

• An example of a level 3 crisis is the accounting scandal at the EnronCorporation

• The Houston-based organization inflated its profits and disguised its financialdifficulties, and its leaders funneled millions into their own pockets

• The company’s bankruptcy, in December 2001, produced billions of dollars of shareholder losses, thousands of job losses, and a near wipeout of employee401(k) assets

• The firm of Arthur Anderson, whose job it was to ensure investors could relyon Enron’s financial statements, was convicted of obstruction of justice for the

shredding of Enron’s financial documents during a Securities & ExchangeCommission investigation

CRISIS LEADERSIHP- EMOTIONS

• Crisis also has the tendency to bring a high degree of chaos and confusioninto an organization

• Typically, there is a lack of information precisely when virtually everyonein the organization has a huge emotional need for it

• Those involved have a need to know and understand what happened, whyit happened, and how it will impact their futures

• Common emotions arising in crisis situations include fear, anger, anxiety,sorrow, surprise, shock, disgust, love, and the desire for revenge

• These emotions can trigger positive or negative behaviors• People in a crisis can act with compassion, self sacrifice, and courage, or

they can display selfishness, cowardice, and greed• For those emotionally impacted by the crisis, even the simplest tasks can

become difficult to perform• It is in this chaotic, ambiguous, and highly charged emotional

environment— that leaders must lead, and lead well




OPPORTUNITY OR CHAOS

• Effective crisis leadership boils down to responding to human needs,emotions, and behaviors caused by the crisis

• The crisis will affect employee morale, attitudes, productivity, ability to focus,stress levels, relationships, and more

• People are more apt to follow a leader who is reassuring and who can meettheir primary needs

• Effective crisis leadership can rescue an organization from chaos and deliveropportunities

• Organizations that successfully handle crisis situations can come out of themstronger and with greater employee, customer, and community loyalty thanexisted prior to the crisis

• Leaders must look deep into the crisis for such opportunities that not onlybenefit organization but also raise potential for individual achievement amongorganization’s employees

• They should look to human elements—the emotions, the behaviors, andreactions that affect and are affected by the crisis and can influence its

outcome

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III Article on Leading in a Climate of Fear: How to take

the Reins during a Recession

Have you ever gone through a haunted house?Grotesque figures to make your skin crawlGhoulish creatures lurking in the darknessManiacal laughter and blood-curdling screams

The way news outlets sensationalize the present economic turmoilIt’s almost like visiting a haunted houseBroadcasts walk us through the cobwebs of foreclosed homesParade us past the tombstones of Lehmann Brothers and SatyamInvoke the ghosts of the Great DepressionImages of deathly pale stock traders spook us into despairingLikening these economic times to a house of horrors is overly dramaticBut today's market does share a common bond with a haunted house• In the present hour, leaders must step forward to alleviate apprehensions and

forestall panic

QUALITIES NEEDED DURING DOWN TURNS

Visible Presence

• In times of uncertainty and fear, people look to leaders morethan ever• They need assurance that someone is working on their behalf and rallying to their cause• In the aftermath of 9/11, Rudy Giuliani was ubiquitous in NewYork City




• Whether conducting news conferences, attending memorialceremonies, or directing public officials• Giuliani's presence sent a message of resilience and recovery• His demeanor seemed to symbolize the mood of being tough,courageous, and undeterred• Giuliani's presence sent a message of resilience and recovery

• His demeanor seemed to symbolize the mood of being tough,courageous, and undeterred• We also have the eg. Of Ratan Tata in Mumbai 26/11 terrorattack . He said “ We are down, but we not knocked out” • Sixty years before September11th, Americans enduredtragedy at Pearl Harbor• President Franklin Roosevelt took the mantle of leadingAmericans as the United States entered the Second World War• As he had done during the Great Depression, Roosevelt madehis presence felt through his famous fireside chats• At a time when few Americans had television, Rooseveltentered into their homes over the airwaves to calm fears and address thethreats facing the country• Our Father of Nation, Gandhi is a standing e.g.

Clear Communication

• Aside from making his presence felt, President Roosevelt'sfireside chats gave a unifying message to all Americans• While affirming that times were tough and sacrifice wasneeded, Roosevelt clearly communicated that America was up to the challenge• His famous quotation was "We have nothing to fear but fearitself"• In the wake of Satyam fiasco, the way Deepak Parekh & Kiran Karnik are doing is a fantastic job

Credible Hope

• "Leaders," said Napoleon, "are dealers in hope."• During tumultuous times, leaders must cut through the gloomand doom with rays of light• When stocks drop and layoffs soar, people are moved towardfear, and they are tempted to look at worst-case scenarios• In these moments, leaders must point people to a brightertomorrow in order to counteract the destructive emotions of fear• When introducing hope, leaders should be careful to avoidspeaking in abstract terms•

Hope should be mixed with substance• Before people can see the light at the end of the tunnel, theyneed to be confident they are walking through the darkness in the rightdirection• Along with optimism, leaders must offer a concrete actionplan to arrive at a better tomorrow

Difficult Decision-Making




• During a recession, leaders inevitably arrive at unenviable decisions such asscuttling popular projects or reducing payroll

• Time and again, they must make tough calls that affect the livelihoods of theirpeople and partners

- Accept tough calls as a requirement of leadership (influence comes

with the weight of responsibility and that weight is heavier in hardtimes)

- Do your homework (avoid make panicked choices; think them through- Seek counsel- Set a deadline (don't delay what is difficult; confront hard choices)- Understand the emotions of making a tough call (some decisions

involve pain; prepare for the hurt and find safe havens to express it)

Personal Renewal

• For inhabitants of war-torn neighborhoods in Iraq or J & K, fear isa frequent companion• As coalition forces attempt to stem violence in the country,politicians speak of the ongoing effort to win the "hearts and minds" of the Iraqipeople• Heartfelt support and intellectual consent from Iraqis & Kashmiri’s, is surely essential to rebuilding the nation / state• However, before leaders can capture "hearts and minds," theymust master their own thoughts and emotions• A climate of fear also takes a heavy toll on those leading the way• At a time when efforts must be redoubled just to stay afloat,leaders naturally run low on energy• After making a series of agonizing decisions, leaders may betempted to succumb to toxic thoughts of hopelessness and frustration

• When surrounded by turmoil and confusion, leaders, more than

ever, must carve out quality time with loved ones, draw upon their faith, andseek beauty in art and nature• These activities serve as reservoirs of peace and renewal• Unless leaders are regularly re-energized, they will lack thestrength to fend off the grip of fear in their organization

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IV Article on Leadership - Lessons from Current

Recession

• Many parts of the world are in recession or at least facing a downturn inthe economy• At these times, redundancies and cutbacks are announced on almost adaily basis• Like all events, the current economic challenges present the opportunityfor learning for current and aspiring business leaders

Take a long term view




• Businesses exist or are established with a view to growing and existing for along time

• By keeping a focus on the bigger picture and recognizing that economygenerally goes in cycles, avoid taking short term decisions which are not inthe best long term

Don’t put all your eggs in one basket

• It is important to have a portfolio of products and /or services so that you canspread risk and reduce the impact of downturns in the economy

• This is exactly what we do when it comes to investing or saving• We have a range of options to spread the risk

Continually innovate

• Successful businesses don't stand still• They are continuously looking for new products or services they can offer or

new and innovative ways of offering what they currently have•

Having different products and services at different stages of the life cycle isimportant and this requires constant innovation

Focus on the way forward

• Pick up any newspaper, listen to radio or watch TV and chances you will comeacross lots of negativity about how difficult things are

• Time and energy focusing on the way forward is much more productive andbeneficial than focusing on what has happened badly

• Make a commitment to focus on how you wish to move forward and achieveeven greater success

Expect uncertainty

• Uncertainty is part of parcel of being in a leadership role• It is essential to your success that you expect, accept and prepare the best

you can for uncertainty• Regularly look at trends in the area which you operate• Consider what might create uncertainty• Develop your ideas on how you will address the uncertainties if they arise

Bottom line reflection !

• The economy will always go through periods when it is strong and periodswhen it is weak

• As a leader, you need to prepare yourself the best you can to prosper in bothgood and bad times

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V Article on Change Management Competences

1. DEALING WITH AMBIGUITY




Signs of being SKILLED

• Can effectively cope with change• Can shift gears comfortably• Can decide and act without having the total picture

• Isn’t upset when things are up in the air• Doesn’t have to finish things before moving on• Can comfortably handle risk and uncertainty

SOME REMEDIES

• Incrementalism – tolerance of errors• Perfectionist? – try to decrease need for data• Stuck with what you know? – challenge the unknown• Disorganized – get better organized• Problem definition – figure out what causes it• Visualize the problem – depict as pictures•

Develop a philosophical stance toward failure / criticism – learn from mistakes• Stress – go do something else• Change is letting go of one trapeze in the air to catch the next one –

experiment new ideas• Finishing – move from incomplete task to incomplete task

2.BUSINESS ACUMEN


• Knows how businesses and competition works• Knowledgeable in current and possible future policies, practices, trends,

technology

and information affecting business and organization• Is aware of how strategies and tactics work in the marketplace

SOME REMEDIES

• Read right periodicals / business books• Figure out rules of the game• Ask questions about your business• Try some broader tasks / roles• Get close to customers• Learn to think how an expert in your business does

3. COMPOSURE


• Is cool under pressure• Does not become defensive or irritated when times are tough• Is considered mature• Can be counted on to hold things together during tough times• Can handle stress




• Is not knocked off balance by unexpected• Doesn’t show frustration when resisted or blocked• Has a role model influence in a crisis

SOME REMEDIES

• Decreasing triggers – Mentally rehearse• Increasing impulse control – Practice holding back• Control to 10 – Take a break• Delay gratification – Relax & be patient• Defensive? – Deal criticism constructively• Controlling – Except the unexpected• Blame and vengeance – be less reactive, listen more• When you do reply to an attack, keep it to the facts and their impact on you• Get anxious and jump to conclusions? Ask clarifying questions• Too much invested at work? Play & pursue a hobby• May be your fuse is too long - Write down / share to confidantes

4. CREATIVITY


• Comes up with a lot of new and unique ideas• Easily makes connections among previously unrelated notions• Tends to be seen as original and value-added in brainstorming settings

SOME REMEDIES

• Remove restraints- Try new things• Value added approaches- Think out of the box• Unearthing creative ideas- Go for a hunt• Ask more questions - Visualize• Increasing group creativity - Facilitating the process• Experiment and learn• Sleep on it – Let ideas incubate

5. INNOVATION MANAGEMENT


• Is good at bringing creative ideas of others to market• Has good judgment about which creative ideas and suggestions will work• Has a sense about managing creative process of others•

Can facilitate effective brainstorming• Can project how potential ideas play out in marketplace

SOME REMEDIES

• Understand your markets• Managing creative process and people• Getting creativity out of a group & selecting ideas• Develop a philosophical stance toward failure / criticism




• Moving an idea through organization• Become a student of innovation outside your field• Innovate your business model

6. LEARNING ON THE FLY


• Learn quickly when facing new problems• A relentless and versatile learner• Open to change• Analyzes both successes and failures for clues to improvement• Experiments and will try anything to find solutions• Enjoys challenge of unfamiliar tasks• Quickly grasps essence and underlying structure of anything

SOME REMEDIES

• When faced with a new issue, challenge or problem, figure out what causes it• Locate the essence of the problem• Look for patterns• Don’t expect to get it right the first time• Use Experts / Others• People who think in opposite cases when confronted with a problem tend to

do better• Encourage yourself to do quick experiments and trials• Ask inquisitive questions

7. DEALING WITH PARADOX


• Can act in ways that seem contradictory• Is very flexible and adaptable when facing tough calls• Can combine seeming opposites like being compassionately tough, stand up

for self without trampling others, set strong but flexible standards• Can act differently depending upon situation• Is seen as balanced despite conflicting demands of situation

SOME REMEDIES

• Gear shifting and making transitions•

Indulge in contrary behaviors• Go for more variety at work• Be a novice• Use mental rehearsal to think different ways

8. PERSPECTIVE





• Looks toward the broadest possible view of an issue / challenge• Has broad-ranging personal and business interests and pursuits• Can easily pose future scenarios• Can think globally• Can discuss multiple aspects and impacts of issues and project them into the

future

SOME REMEDIES

• Read books on Management Challenges• Study a few well-known inventions of the past, like the automobile etc.• Read Business magazines including Economist, HBR etc.• Pick three unrelated things to study and dabble in that you have not yet paid

much attention to• Pick something you’ve never done, but which would broaden your perspective

off work• At work, pick three tasks you’ve never done and go do them• Joint cross functional task forces

9. STRATEGIC AGILITY


• Sees ahead clearly and is future oriented• Can anticipate future consequences and trends accurately• Has broad knowledge and perspective• Can articulately paint credible pictures and visions of possibilities• Can create competitive and breakthrough strategies and plans

SOME REMEDIES

• Speaking strategically about management concepts• Become curious• Widen perspectives• Give time off to invest in strategic thinking• Read management books• Become a strategic activist

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[VI] Article on Emotional Intelligence and Leadership -

Applied to Managing and Leading Changes

WHAT MAKES A LEADER?

• While the qualities traditionally associated with leadership – such asintelligence, toughness, determination & vision – are required forsuccess, they are insufficient




• Truly effective leaders are also distinguished by a high degree of emotional intelligence

• These qualities may sound “soft” and un-businesslike• But Daniel Goleman found direct ties between emotional intelligence

and measurable business results•

Every businessperson knows a story about a highly intelligent, highlyskilled executive• Who was promoted into a leadership position only to fail at the job• They also know a story about someone with solid but not extraordinary• Intellectual abilities and technical skills who was promoted into a

similar position and then soared• Most effective leaders are alike in one crucial way• They all have a high degree of what has come to known as emotional

intelligence• It is not that IQ and technical skills are irrelevant• They do matter, but are the entry-level requirements for executive

positions• Without EI, a person can have the best training in the world• An incisive, analytical mind, and an endless supply of smart ideas• But he still won’t make a great leader

EMOTIONAL INTELLIGENCE DEFINED

“Emotional intelligence” refers to the capacity for recognizing our ownfeelings and those of others, for motivating ourselves, and for managingemotions well in ourselves and in our relationships”

EMOTIONAL INTELLIGENCE

Daniel Goleman’s adaptation of the model include the following:

• Self Awareness• Self Regulation• Motivation• Empathy• Social Skills

Self Awareness

• Knowing what we are feeling in the moment• Using those preferences to guide our decision making• Having realistic assessment of our own abilities• A well grounded sense of self-confidence• Self – awareness means having a deep understanding of one’s

emotions, strengths, weaknesses, needs & drives• People with strong self-awareness are neither overly critical nor

unrealistically hopeful




• They are honest – with themselves and with others• People who have a high degree of self – awareness recognize how

their feelings affect them, other people and their job performance• A self – aware person who knows that tight deadlines bring out the

worst in him, plans his time carefully and gets his work done well in

advance• Another person with high self-awareness will be able to work with ademanding client

• Understand the client’s impact on his / her moods and the deeperreasons for the frustration

• Someone who is highly self – aware knows where he or she is headedand why?

• People with high self – awareness are able to speak accurately andopenly

• About their emotions and the impact they have on their work• Self – aware people know – and are comfortable talking about their

limitations and strengths• The decisions of self – aware people mesh with their values• Consequently, they often find work to be energizing• They often demonstrate a thirst for constructive criticism• Self – aware people can also be recognized by their self - confidence• They have a firm grasp of their capabilities and are less likely to set

themselves up to fail by, for example, over – stretching onassignments

• The know too, when to ask for help• They’ll play to their strengths

Self Regulation

• Handling our emotions so that they facilitate rather than interfere withthe task at hand

• Recovering well from emotional distress• Having discipline in approach• Biological impulses drive our emotions. We cannot do away with

them, but we can do much to manage them• People engaged in inner conversations, feel bad moods and emotional

impulses just as everyone else does• But they find ways to control them and even to channel them in useful

ways•

He would pick his words carefully acknowledging the team’s poorperformance without rushing to any hasty judgment• He would then step back to consider the reasons for the failure• Are they personal – a lack of effort of me as a Leader??• What was his role in the debacle?• He would then present his analysis of the problem and a well

considered solution• Why does self – regulation matter so much for leaders?




• People who are in control of their feelings and impulses – i.e. peoplewho are reasonable

• Are able to create an environment of trust and fairness• In such an environment, politics and infighting are sharply reduced

and productivity is high•

Everyone knows that business today is rife with ambiguity and change• Companies merge and break apart regularly• Technology transforms work at a dizzying pace• People who have mastered their emotions are able to roll with the

changes without panic• They are able to suspend judgment, seek out information, and listen to

the executives• As the initiative moves forward, these people are able to move with it• The signs of emotional self – regulation therefore, are easy to see• A propensity for reflection & thoughtfulness• And integrity – an ability to say no to impulsive urges

MOTIVATION

• If there is one trait that virtually all effective leaders have, it ismotivation

• They are driven to achieve beyond expectations• Their own and everyone else’s• The key word here is achieve• Plenty of people are motivated by external factors such as a big salary

an impressive title or being part of a prestigious company

• By contrast those with leadership potential are motivated by a deeplyembedded desire to achieve & excel

• The first sign is a passion for the work itself – such people seek outcreative challenges, love to learn, and take great pride in a job welldone

• They also display an unflagging energy to do things better• People with such energy often seem restless with the status quo• They are persistent with their questions about why things are done

one way rather than another• They are eager to explore new approaches to their work• They are forever raising the performance bar• But they won’t settle for objectives that seem too easy to fulfill• People who are driven to do better also want a way of tracking

progress – their own, their team’s• Those with high achievement motivation often keep score by tracking

such hard measures as profitability or market share• People with high motivation remain optimistic even when the score is

against them• When people love their jobs for the work itself, they feel committed to

the organization that make that work possible




Empathy

• Sensing what other people are feeling• Being able to take their perspective• Of all the dimensions of emotional intelligence, empathy is the most

easily recognized• We have all felt the empathy of a sensitive teacher or friend• We have all been struck by its absence in an unfeeling coach or boss• But when it comes to business, we rarely hear people praised, let

alone rewarded, for their empathy• Empathy means thoughtfully considering employees’ feelings – along

with other factors – in the process of making intelligent decisions• People who have it are attuned to subtleties in body language• They can hear the message beneath the words being spoken• Empathy plays a key role in the retention of talent• Outstanding coaches and mentors get inside the heads & hearts of the

people they are helping• They sense how to give effective feedback• They know when to push for better performance and when to hold

back• The way they motivate their protégés, they demonstrate empathy in

action

Social Skills

• Handling emotions in relationships well and accurately reading socialsituations and networks

• Interacting smoothly using these skills to persuade and lead• Negotiate and settle disputes, for cooperation and teamwork• The first three components of emotional intelligence are self –

management skills• The last two, empathy and social skill, concern a person’s ability to

manage relationships with others• It’s not just a matter of friendliness• Social skill, rather, is friendliness with a purpose• Moving people in the direction you desire• Whether that’s agreement on a new marketing strategy or enthusiasm

about a new product• Socially skilled people tend to have a wide circle of acquaintances

• They have a knack or finding common ground with people of all kinds• A knack for building rapport• That doesn’t mean they socialize wastefully• Such people have a network in place when the time for action comes

or need arises• They build bonds widely because they know that in these fluid times,

they may need help someday from people they are just getting toknow today




• After all, the leader’s task is to get work done through other people

CONCLUSION

• It was once thought that the components of emotional intelligence

were “nice to have” in business leaders• But now we know that, for the sake of performance, these are

ingredients that leaders “need to have” • It is fortunate, then, that emotional intelligence can be learned• The process is not easy, but worth the efforts• It takes time and, most of all, commitment• The benefits of EI are both for the individuals and for the organizations

THESE 5 EI COMPETENCES THUS ARE A MUST IN THE LEADERS’ TOOL

KIT DURING CHANGING TIMES!


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