How to get the best from staff and

Three Competency Domains 1. Technical Skills 2. Cognitive Abilities 3. Emotional Intelligence Abilities

Studies* show: üFor all levels of jobs, EI competencies are twice as effective as IQ in determining an individual’s success rate. üThe higher the level of a position in an organization, the more EI seems to matter, Executive Leaders show an 85% correlation between EI competency and * Goleman 1998, Spencer & Spencer 1993 success.

Emotional Intelligence Domains and Competencies PERSONAL COMPETENCIES: These capabilities determine how we manage ourselves. n SOCIAL COMPETENCIES: These capabilities determine how we manage relationships n (from Primal Leadership Goleman, Boyatzis and Mc. Kee 2002)

Personal Social Self Awareness Empathy Accurate Self-Assessment Organisational Awareness Service Self Management Relationship Management Emotional Self-control Regulation Emotional Self-Awareness Self-confidence Recognition Social Awareness Inspirational Leadership Transparency Influence Adaptability Developing Others Achievement Change Catalyst Initiative Conflict Management Optimism Building Bonds Teamwork and Collaboration

Personal Competence Domain n Self Awareness - Knowing one’s internal states, preferences, resources and intuitions n Self-Management - Managing one’s internal states, impulses and resources

Personal Competencies 1 SELF-AWARENESS Knowing one’s internal states, preferences, resources & intuitions n n n Emotional self-awareness: Knowing one's own emotions and inner signals; recognizing their impact; using "gut sense" to guide decisions Accurate self-assessment: Knowing one's strengths and limits Self-confidence: A sound sense of one's self-worth and capabilities

EMOTIONAL SELFAWARENESS Recognizing One's Emotions and Their Effects People with this competence n Know which emotions they are feeling and why n Realize the links between their feelings and what they think, do, and say n Recognize how their feelings affect their performance n Have a guiding awareness of their values and goals

ACCURATE SELF-ASSESSMENT Knowing One's Inner Resources, Abilities, and Limits People with this competence are n Aware of their strengths and weaknesses n Reflective, learning from experience n Open to candid feedback, new perspectives, continuous learning, and self-development n Able to show a sense of humor and perspective about themselves

SELF-CONFIDENCE A Strong Sense of One's Self-Worth and Capabilities People with this competence n Present themselves with self-assurance; have "presence" n Can voice views that are unpopular and go out on a limb for what is right n Are decisive, able to make sound decisions despite uncertainties and pressures

Personal Competencies 2 SELF-MANAGEMENT n n n Managing one’s internal states, impulses and resources Emotional self-control: Keeping disruptive emotions and impulses under control Transparency: Displaying honesty and integrity; trustworthiness Adaptability: Flexibility in adapting to changing situations or overcoming obstacles Achievement: The drive to improve performance to meet inner standards of excellence Initiative: Readiness to act and seize opportunities Optimism: Seeing the upside in events

EMOTIONAL SELF-CONTROL Keeping Disruptive Emotions and Impulses in C People with this competence n Manage their impulsive feelings and distressing emotions well n Stay composed, positive, and unflappable even in trying moments n Think clearly and stay focused under pressure

Transparency Maintaining Integrity and Taking Responsibility for Personal Perfo People with this competence Trustworthiness n Act ethically and are above reproach n Build trust through their reliability and authenticity n Admit their own mistakes and confront unethical actions in others n Take tough, principled stands even if they are unpopular Conscientiousness n Meet commitments and keep promises n Hold themselves accountable for meeting their objectives n Are organized and careful in their work

INNOVATION and ADAPTABILITY Being Open to Novel Ideas and Approaches, and Being F in Responding to Change People with this competence n Seek out fresh ideas from a wide variety of sources n Entertain original solutions to problems n Generate new ideas n Take fresh perspectives and risks in their thinking n Smoothly handle multiple demands, shifting priorities, and rapid change n a Adapt their responses and tactics to fit fluid circumstances n Are flexible in how they see events

ACHIEVEMENT Striving to Improve or Meet a Standard of Excellence n n People with this competence Are results-oriented, with a high drive to meet their objectives and standards Set challenging goals and take calculated risks Pursue information to reduce uncertainty and find ways to do better Learn how to improve their performance

COMMITMENT Aligning with the Goals of a Group or Organizatio People with this competence n Readily make sacrifices to meet a larger organizational goal n Find a sense of purpose in the larger mission n Use the group's core values in making decisions and clarifying choices n Actively seek out opportunities to fulfill the group's mission

INITIATIVE AND OPTIMISM Displaying Pro-activity and Persistence People with this competence Initiative n Are ready to seize opportunities n Pursue goals beyond what's required or expected of them n Cut through red tape and bend the rules when necessary to get the job done n Mobilize others through unusual, enterprising efforts Optimism n Persist in seeking goals despite obstacles and setbacks n Operate from hope of success rather than fear of failure n See setbacks as due to manageable circumstance rather than a personal flaw

Social Competence Domain n n Social Awareness of other’s feelings, needs, concerns and the currents, networks and politics of the organization Relationship Management Awareness of one’s effect on others and ability to work effectively and efficiently with others

Social Competencies 1 SOCIAL AWARENESS n Empathy: Sensing others' emotions, understanding their per spective, and taking active interest in their concerns n Organizational awareness: Reading the currents, decision net works, and politics at the organizational level n Service: Recognizing and meeting follower, client, or customer needs n

Empathy Sensing Others' Feelings and Perspectives and Taking an Interest in Their Concerns People with this competence n Are attentive to emotional cues and listen well n Show sensitivity and understand others' perspectives n Help out based on understanding other people's needs and feelings

Organizational Awareness. Understanding the "power" relationship in one's own group or organization. People with this competence n Accurately reads key power relationships in groups or organizations n identify the real decision makers and who can influence them. n recognize the values and cultures of organizations and how those affect the way people act and behave. n Understands the political forces at work in the organization

SERVICE ORIENTATION Anticipating, Recognizing and Meeting Customers Need n n People with this competence: Understand customers/clients needs and match them to services or products Seek ways to increase customers/clients satisfaction and loyalty Gladly offer appropriate assistance Grasp a customer’s/client’s perspective, acting as a trusted advisor

Social Competencies 2 RELATIONSHIP MANAGEMENT n Inspirational leadership: Guiding and motivating with a compelling vision n Influence: Wielding a range of tactics for persuasion n Developing others: Bolstering others' abilities through feed back and guidance n Change catalyst: Initiating, managing, and leading in a new direction n Conflict management: Resolving disagreements n Building bonds: Cultivating and maintaining a web of relation ships n Teamwork and collaboration: Cooperation and team building

INSPIRATIONAL LEADERSHIP Inspiring and Guiding Individuals and Groups People with this competence n Articulate and arouse enthusiasm for a shared vision and mission n Step forward to lead as needed, regardless of position n Guide the performance of others while holding them accountable n Lead by example

INFLUENCE Wielding Effective Tactics for Persuasion People with this competence n Are skilled at winning people over n Fine-tune presentations to appeal to the listener n Use complex strategies like indirect influence to build consensus and support n Orchestrate dramatic events to effectively make a point

DEVELOPING OTHERS Sensing Others' Development Needs and Bolsteri Abilities People with this competence n Acknowledge and reward people's strengths and accomplishments n Offer useful feedback and identify people's needs for further growth n Mentor, give timely coaching, and offer assignments that challenge and foster a person's skills

CHANGE CATALYST Initiating or Managing Change People with this competence n Recognize the need for change and remove barriers n Challenge the status quo to acknowledge the need for change n Champion the change and enlist others in its pursuit n Model the change expected of others

CONFLICT MANAGEMENT Negotiating and Resolving Disagreements n n People with this competence Handle difficult people and tense situations with diplomacy and tact Spot potential conflict, bring disagreements into the open, and help de-escalate Encourage debate and open discussion Orchestrate win-win solutions

BUILDING BONDS Nurturing Instrumental Relationships People with this competence n Cultivate and maintain extensive informal networks n Seek out relationships that are mutually beneficial n Build rapport and keep others in the loop n Make and maintain personal friendships among work associates

TEAMWORK & COLLABORATION Working with Others & Creating Group Synergy Toward Sha Goals n n n n People with this competence Balance a focus on task with attention to relationships Collaborate, sharing plans, information, and resources Promote a friendly, cooperative climate Spot and nurture opportunities for collaboration. Model team qualities like respect, helpfulness, and cooperation Draw all members into active and enthusiastic participation Build team identity, esprit de corps, and commitment Protect the group and its reputation; share credit

Organisational Climate – 6 Key factors n n n n Flexibilityhow free employees feel to innovate unencumbered by red tape, Their sense of responsibility the organization, to The level of standards people set; that The sense of accuracy about performance feedback aptness of rewards ; the clarity people have about mission and values, the level of commitmenta common purpose. to

Characteristics of Resonant leadership n n n Attuned to other people’s feelings Moves them in a positive emotional direction Speaks authentically about their own values, direction and priorities Resonates with the emotions of surrounding people Enables people to feel a mutual comfort level (create a two way feeling of being at ease) Requires a high degree of emotional intelligence

Characteristics of dissonant leadership Rubs people and groups up the wrong way n Lacks empathy n Produces groups who are emotionally discordant/off key n Creates an atmosphere of anger, fear, apathy and sullen silence n

The resonant and dissonant styles n n Resonant Visionary Coaching Affiliative Democratic n n Dissonant Pacesetting Commanding

Leadership Style 1 - Visionary Inspires people by focusing on long-term goals. n Listens to the values held by the individuals within the group n Can explain his or her overall goals for the organization in a way that wins their support. n

What visionary leader does Articulates where the group is going – values, mission and goals n But not how it will get there n Empowers others to innvovate & experiment n Lets others see how their work fits into the bigger picture n Retains the most valued employees n

Visionary leadership - EI competencies Inspirational leadership n Self Confidence n Self awareness n Empathy n Transparency n

Visionary Leadership - Pros and Cons n Works well n n In most situations When business is adrift In times of change When a fresh vision is called for n Works poorly - When staff are more expert or experienced than leader When it is perceived as pompous or out of step with real issues This could cause cynicism - -

Leadership Style 2 -Coaching n n The art of the one-to -one Empowers people to build long term capabilities Helps people to develop and resource themselves Delegates decision-making authority to the employee within his or her area of responsibility--including the power to make and learn from mistakes

What Coaching leader does n n n n Listens one-on-one to employees, establishes personal rapport and trust Helps others to identify their unique strengths and weaknesses Encourages others to develop long-term development goals Links peoples daily work to these goals Delegates assignments to employees which stretch them Tolerates short-term failure Tailors interventions to the person’s level of development

Coaching leadership - EI competencies Developing others n Emotional self-awareness n Empathy n

Coaching Leadership - Pros and Cons n - Works well With motivated staff who show initiative & want to develop n - - Does not work so well When employee lacks motivation or requires excessive direction & feedback When leader lack the coaching ability 7 takes excessive control

Leadership Style 3 - Affiliative Relationship building n Creating a warm, people-focused working atmosphere. n Listening to discover employees' emotional needs, and striving to honor and accommodate those needs in the workplace. n

What Affiliative leader does n n n Is open with own feelings Values people and their feelings Puts less emphasis on tasks and goals and more on employees emotional needs Strives to keep others happy, to create harmony and to build team resonance Offers others emotional support especially during times of personal difficulty

Affiliative leadership - EI competencies Teamwork and collaboration n Empathy n Conflict Management n

Affiliative Leadership - Pros and Cons n - Works well As a good general resonance builder To heighten team harmony, improve morale, repair broken trust n - - Dangers Could focus on the emotional climate while ignoring the performance work itself Could leave poor performance uncorrected Could lead to perception that mediocrity is tolerated Need to be used in conjunction with other styles

Leadership Style 4 Democratic Obtains input and commitments from everyone in the group. n When faced with uncertainty about how to proceed, a leader elicits fresh ideas and renewed participation by faithfully listening to everyone's opinions and information. n The listening may be challenging, particularly in a diverse group and when sensitive issues are raised. n

What Democratic leader does Consults with relevant parties n Invites and listens to their input and ideas n Provides them with relevant information n Invites relevant feedback n Strives for consensus and buy-in n

Democratic leadership - EI competencies Teamwork and Collaboration n Conflict management n Influence n

Democratic Leadership - Pros and Cons n - - - Works best When there is uncertainty about which way to go To surface new ideas for implementing vision When buy-in from the group is important n - - - Dangers "dithering, " as when meetings drag on for weeks without making progress. May not be appropriate when an urgent decision is called for Where an executive decision is more appropriate

Leadership Style 5 Pacesetting Expects excellence and exemplifies it n Sets ambitious goals and continually monitors progress toward those goals. n (This style is sometimes referred to as "management by objective. ") n Impatient with poor performance n Expects people to know what to do n

What a Pacesetting leader does n n n Strive to learn new approaches to improve own and others performance Is motivated by drive to meet high standards and not by money, titles etc Holds and exemplifies high standards for performance Focuses on doing things better, faster Pinpoints poor performers and asks more from them If they do not respond, he may intervene and try to take over or to otherwise fill the gap

Pacesetting leadership - EI competencies Achievement n Initiative On its own, it can lack n Empathy n Self awareness (Blind to own failings) n Collaboration and communication n Emotional self-management n

Pacesetting Leadership - Pros and Cons Works well - When employees are self-motivated, highly competent and need little direction or coordination n n - - - Dangers the unrelenting pressure it creates over long periods can result in burn-out and loss creativity and productivity. Has a very negative impact on climate Needs other styles to counterbalance it

Leadership Style 6 Commanding Issues instructions without asking for input about what is to be done or how: "do it because I say so. " n While this style could be necessary during a true crisis, over the long haul it erodes motivation and commitment, leading to massive turnover and a downward spiral of morale and productivity. n No listening is required for this style. . n

What a Commanding leader does Demands immediate compliance wit orders n Doesn’t bother explaining the reasons behind them n May resort to threats n Seeks tight control of situation and monitors studiously n Feedback if given tends to focus on what the person did wrong n

Commanding leadership - EI competencies Influence n Achievement n Initiative It tends to lack n Empathy n Self-awareness n Emotional self-control n

Commanding Leadership - Pros and Cons It may be of value - To unfreeze useless habits - To shock people into new ways of doing things - To take control in an emergency n n - - - Dangers Very negative impact on climate Tends to undermine peoples motivation, pride in their work Alienate staff from sharing in the mission of the organisation

Visionary Coaching Leader characteristics Inspires, believes in own vision, empathic, explains how people's efforts contribute to the 'dream' How style builds resonance Move people towards shared dreams Impact on climate +++ Listens, helps people identify their own strengths and weaknesses, encourages, delegates Connects what a person wants with the organization's goals ++

Visionary Coaching When style is appropriate When changes require a new vision, or when a clear direction is needed, radical change EI Competencies Inspirational leadership Self Confidence Self awareness Empathy Transparency To help competent, motivated employees improve performance by building long-term capabilities Developing others Emotional selfawareness Empathy

Affiliative Leader characteristics How style builds resonance Democratic Promotes harmony, Friendly, empathic, boosts morale, solves conflicts Creates harmony by connecting people to each other Superb listener, team worker, collaborator, influencer Impact on climate + Values people's input & gets commitment through participation +

Affiliative When style is appropriate EI Competencies Democratic To heal rifts in a team, motivate during stressful times, or strengthen connections Teamwork and collaboration Empathy Conflict Management To build buy-in or consensus, or to get valuable input from employees Teamwork and Collaboration Conflict management Influence

Pacesetting Leader Strong drive to characteristics achieve, high own standards, initiative, low empathy & collaboration, impatient, micromanaging, numbers-driven How style Meets challenging builds and exciting goals resonance Impact on Often -- when used climate too exclusively or poorly Commanding, "do it because I say so”, tight control, monitoring studiously, Soothes fear by giving clear direction in an emergency Often --

When style is appropriate Pacesetting To get high-quality results from a motivated and competent team. EI Achievement Competencies Initiative Commanding In a crisis, to kick-start an urgent turnaround, or with problem employees. Influence Achievement Initiative

Self Directed Learning