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Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie Mc. Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie Mc. Kee

What are we talking about? • “Of all the elements affecting bottom-line performance, the 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. ”

High EQ Provides Climates Where These Things Flourish: • Information Sharing • Trust • 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.

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

What is EQ? What is EQ?

Emotional Intelligence • Definition: Self-control, zeal, persistence, and • the ability to motivate oneself. 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

Knowing Your Emotions Self-Awareness • Self-Awareness: being aware of both our mood and our Knowing Your Emotions Self-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

Managing Emotions Self-Management • Self-control and balance • Trustworthiness • Conscientiousness • Adaptability • Managing Emotions Self-Management • Self-control and balance • Trustworthiness • Conscientiousness • Adaptability • Achievement Orientation • Initiative

Managing Emotions • Finding a Balance • Venting Emotions • Anger (Don’t Suppress it 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

Motivating Yourself • “Mundanity of Excellence” – Anxiety, Anger & Depression Inhibit Learning • 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

Social Awareness • Requires Enough Calm and Receptivity so Subtle Signs of Others can 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

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

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

HOW? Taking Stock • Who do I want to be? • Who am I 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?

Leadership that gets results Daniel Goleman Leadership that gets results Daniel Goleman

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

They Influence Climate • Flexibility—How free employees feel to innovate • Sense of Responsibility 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

Coercive • Modus Operandi—Demands immediate compliance • Style in a Phrase—’Do what I tell 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

Authoritative • Modus Operandi—Mobilizes people toward a vision • Style in a Phrase—’Come with 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

Affiliative • Modus Operandi—Creates harmony and builds bonds • Style in a Phrase—’People come 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

Democratic • Modus Operandi—Forges consensus through participation • Style in a Phrase—’What do you 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

Pacesetting • Modus Operandi—Sets high standards for performance • Style in a Phrase—’Do as 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

Coaching • Modus Operandi—Develops people for the future • Style in a Phrase—’Try this’ 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

We Need Many Styles • Leaders who have mastered four or more —especially the 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

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