1. Leadership Development Program ____ “Emotional Intelligence in a Legal Service Environment”

2. Chapters 4-5

3. The Power of Emotional Intelligence The Limbic System The Open Loop Resonance vs. Dissonance

4. Data Enters Brain Limbic System “I Feel” Frontal Lobe “I Think”

5. The Open Loop Limbic System is open to the emotional communications of others (open loop) Circulatory system is closed to the cardiovascular communications of others (closed loop) “Leaders” have the greatest influence in the open loop of a work environment 50 to 70% of employees’ perceive their organization’s climate through the actions of their leader

6. Resonance vs. Dissonance Resonance = positive feedback into the open loop The best in people comes out Dissonance = negative feedback into the open loop The worst in people comes out

7. Resonance has a harmonious sound (laughter, supportive statements) Dissonance has a harsh sound (anger, fear, apathy, sullen silence) A resonant organization, then, is one in which the participants’ emotional centers are synched in a positive way

8. Self-Awareness Self-Management Social Awareness Relationship Management Four Fundamentals of Emotional Intelligence

9. Resonant Leadership EI Fundamentals EI Behaviors Resonant Organization

10. 1. Self-Awareness – or having a clear understanding of our: Emotions Strengths Limitations Values Motives Can we ask ourselves these tough questions?

11. Intrapersonal Intelligence Psychologist Howard Gardner identifies nine different intelligences people possess One of those intelligences, intrapersonal, is the ability to be aware of our own inner lives, particularly our emotions Intrapersonal intelligence, or the lack thereof, explains why high IQ people act out in irresponsible ways

12. 2. Self- Management Leaders need to know when they are being directed by their emotions “Emotional equivalent of good hygiene” Negative and Positive Registers – remaining in a positive register allows those that are angry, etc., to refocus…whereas those in negative register will feed into the anger (open loop) The best work is accomplished by persons/groups that remain in the Positive Register

13. 3. Social Awareness  Leaders must be “attuned to how others feel in the moment”  Enables a leader to say and do what is appropriate  Calm fears, ease anger or join in the good spirits  Note: empathy is the key to retaining talent

14. 4. Relationship Management The most visible signs of leadership are found here (persuasion, conflict management and collaboration, for instance) Socially skilled leaders have a wide area of resonance (network can act when the time comes) These leaders assume nothing important gets done alone

15. The 4 EI Fundamentals 1)Self-Awareness 2)Self-Management 3)Social Awareness 4)Relationship Management

16. 6 Distinct Leadership Approaches Effective leaders need to choose which style fits the appropriate situation Resonant Styles Dissonant Styles To Be Used With Caution!

17. Visionary Leadership Visionary leaders articulate where a group is going (but not necessarily how it is going to get there) Set people free to innovate, experiment and take calculated risks Vision helps create an organization’s “brand” EI Fundamental: Social Awareness (empathy)

18. Visionary Leaders…  …openly share information, hence giving knowledge power to others  …often fail when trying to motivate more experienced experts or peers  …are most successful when a new direction is needed  …have a very strong impact on the climate

19. Coaching Leadership Coaches delegate, giving employees stretch goals Encourage long-term developmental goals Works well with motivated but inexperienced employees When coaching is not done well, it takes on the form of micromanagement EI Fundamental: Relationship Management (developing others)

20. The Coaching Leader…  …connects “wants” to organizational goals, holding long conversations that reach beyond the workplace, helping people find strengths and weaknesses and tying these to career aspirations and actions  …delegates challenging assignments, demonstrating faith that demands justification and which leads to high levels of loyalty  …have a highly positive impact on the climate

21. Affiliative Leadership Open sharing of emotions Used to build or strengthen ties in an organization Places emphasis on the value of the people that make up the organization EI Fundamental: Social Awareness (empathy)

22. The Affiliative Leader… …creates people connections and harmony within the organization …uses a collaborative style which focuses on emotional needs over work needs …avoids emotionally distressing situations such as negative feedback, which isn’t always the best way …is most successful when healing rifts and getting through stressful situations …has a positive impact on climate

23. Democratic Leadership Democratic leaders put the issues before the members of the organization to decide Works best when leadership needs ideas and buy-in from the employees Drawbacks can include lack of cohesion and excessive meetings EI Fundamental: Relationship Management (teamwork and collaboration)

24. The Democratic Leader…  …acts to value inputs and commitment via participation, listening to both the bad and the good news  …can appear to doing lots of listening but very little effective action  …has a positive impact on climate

25. Pacesetting Leadership (Dissonant Style) Expect excellence and exemplify it Works best in fields with highly capable and skilled professionals Produces anxiety in organizations that are not prepared to engage in this manner This style is most frequently found in professional organizations in which an exemplary employee is promoted to a leadership role (Peter Principle)

26. The Pace-setting Leader… ◊…builds challenge and exciting goals for people, expecting excellence and often exemplifying it themselves ◊…identify poor performers and demand more of them (if necessary, they will roll up their sleeves and rescue the situation themselves) ◊…tend to be low on guidance, expecting people to know what to do ◊…get short term results but over the long term this style can lead to exhaustion and decline ◊…gets best results from a motivated and competent team ◊…often has a very negative effect on climate (because it is often poorly done)

27. Commanding Leadership (Dissonant Style) Sometimes referred to as the coercive style “Because I said so…” Works best in times of crisis Does not work well if used routinely May be necessary when dealing with problem employees EI Fundamental: Self-Management (initiative, achievement)

28. The Commanding Leader… …soothes fears and gives clear directions by his or her powerful stance, commanding and expecting full compliance (agreement is not needed) …require emotional self-control for success and can seem cold and distant …are most successful in times of crisis when you need unquestioned rapid action and with problem employees who do not respond to other methods

29. How to Learn New Stuff Neocortex – which learns very quickly Limbic System – which learns very slowly Practice and repetition are key to learning here

30. Leadership Training Learning feels important when it becomes a mandate from the top leadership Developing leaders and not the culture will result in conflict between those adapting new leadership skills and the organization as a whole Individual leaders alone cannot change a culture Success is a process, not a program

31. A Final Note At the higher levels of any organization, there is little variance in IQ (roughly between 110 and 120) A great variation exists among EI EI contributes 80 to 90 percent of the competencies that distinguish outstanding leaders from average leaders.

32. Role Playing Exercises  6 Scenes  12 actors  Prizes for best role  Audience participation  3 minute time limit  Apply the proper leadership style