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Presentation on theme: "LEADERSHIP CATTARAUGUS"— Presentation transcript:

“The Southern Tier Leadership Summit- Discovering, Growing, Inspiring”


3 So You Want To Be A Leader?
What style of leadership do you most predominately display? Directive Leadership Consultative Leadership Participative Leadership Negotiative Leadership Delegative Leadership Transactional Leadership Transformational Leadership Charismatic Leadership Which style of leadership is best?

4 Where Does Leadership Come From?
The “Age Old” question Are Leaders born or made? If it was easy, everyone would be good at it Understanding the complexities of Leadership

5 Three Faculties of the Brain
Cognitive-Neocortex-Intelligence-IQ The “Thinking Brain” Technical and Analytical Skills Fast learning part of the brain-read and go

6 Three Faculties of the Brain
Cognitive-Neocortex-Intelligence-IQ The “Thinking Brain” Technical and Analytical Skills Fast learning part of the brain-read and go Affective-Limbic-Emotional-EQ The “Feeling Brain” Behaviors and habits learned early in life Slow learning part of the brain-practice and repetition

7 Three Faculties of the Brain
Cognitive-Neocortex-Intelligence-IQ The “Thinking Brain” Technical and Analytical Skills Fast learning part of the brain-read and go Affective-Limbic-Emotional-EQ The “Feeling Brain” Behaviors and habits learned early in life Slow learning part of the brain-practice and repetition Conative-Not Widely Known or Used The “Action Brain” Motivation, willpower and personal drive

8 10 Steps in Becoming a Better Leader
Self-Awareness Building Relationships Managing Your Emotions Seek Feedback Take The Initiative Engage A Coach Set Goals And Make A Plan Practice, Practice, Practice Measure Progress Be Honest With Yourself & Humble With Others

9 STEP #1:Self- Awareness
A good assessment tool is designed to increase personal awareness Assessments are invaluable tools to enhance the human capital within your organization A good assessment tool does not create a “Right” or “Wrong” answer

10 STEP #2:Building Relationships
Adaptive communication skills will help you become an effective leader Paying attention to the mode in which the other person is currently operating in will give you immediate insight into how they wish to be coached, trained, counseled and/or motivated

11 Leadership Assessment
THE PLATINUM RULE Leadership Assessment

12 Assessments Leader-Manager Profile (LC) Dale Carnegie Course
EQI-Emotional Quotient Inventory The Learning Tactics Inventory LPI-Leadership Practices Inventory DISC Classic Assessment Myers-Briggs Assessment LIFO Training & Assessment

13 Moving Forward Looking for a Model with a better answer
Something simple Something practical Something easy to use Something easy to remember

14 Professional Development
The Platinum Rule Dr. Tony Alessandra

15 Dr. Tony Alessandra Is founder and President of Assessments Business Center and a founding partner in The Cyrano Group and Platinum Rule Group Is author of 21 books and over 100 audio/visual programs and films Specializing in cutting-edge technology and proven psychology in maintaining positive relationships Recognized as “One of America’s most electrifying speakers”

16 The Golden Rule What is your understanding of The Golden Rule
Great rule we have all grown up with Values, ethics, honesty, consideration The Platinum Rule A business rule to follow

17 The Platinum Rule The Golden Rule The Platinum Rule
Do unto others as you would have them do unto you Or Treat others the way you would like to be treated The Platinum Rule Do unto others as they would have you do unto them Or Treat others the way “they” would like to be treated

18 The Platinum Rule The assessment is divided into three parts
First-Presents your assessment results. Second-Focuses on understanding your style characteristics and offers strategies for increasing your personal effectiveness. There is no ‘best’ style. Each style has its unique strengths and opportunities for continued improvement and growth. All of the behavioral descriptions mentioned are tendencies only and may or may not apply to you personally. Third-Focuses on how to use the Platinum Rule concept with others and is the most important.

19 The Ultimate Goal Productive relationships So
You do not have to change your personality, ideas, beliefs, or values. You do not have to roll over and submit to others. You simply have to understand what drives people and recognize your options in dealing with them. So Understand your own style. Understand and be able to quickly and accurately identify the style of others. Adapt so that you treat others the way they want to be treated.


21 Characteristic Behaviors
Openness Openness shows in the degree of self-disclosure: The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationships Directness Directness is the way one deals with information and situations. The amount of control and forcefulness a person attempts to exercise over situations or other’s thoughts and emotions

22 Open Behaviors Self-disclosing Shows and shares feelings freely
Makes most decisions based on feelings (subjective) Conversation includes digressions; strays from subject More relaxed and warm Goes with the flow Opinion- and feeling-oriented Easy to get to know in business or unfamiliar social situations Flexible about how their time is used by others

23 Open Behaviors Initiates/accepts physical contact
Shares, or enjoys listening to, personal feelings, especially if positive Animated facial expressions during speaking and listening Shows more enthusiasm than the average person Friendly handshake More likely to give nonverbal feedback Responsive to dreams/visions/conc epts Prefers to work with others

24 Guarded Behaviors Keeps feelings private; shares only on a “need-to-know” basis Makes most decisions based on evidence (objective) Focuses conversation on issues and tasks; stays on subject More formal and proper Goes with the agenda Fact- and task- oriented Takes time to get to know in business or unfamiliar social situations Disciplined about how their time is used by others

25 Guarded Behaviors Prefers to work independently
Avoids/minimizes physical contact Tells, or enjoys listening to, goal- related stories and anecdotes Limited range of facial expressions during speaking and listening Shows less enthusiasm than the average person Formal handshake Less likely to give non- verbal feedback, if given at all Responsive to realistic/actual experiences/facts

26 Indirect Behavior Approaches risk, decision, or change slowly/cautiously Infrequent contributor to group conversations Infrequent use of gestures and voice intonation to emphasize points Often makes qualified statements: “According to my sources.” or “I think so.” Emphasizes points through explanations of the content of the message Gentle handshake

27 Indirect Behavior Questions tend to be for clarification, support, or information Reserves expression of opinions More patient and cooperative Diplomatic When not in agreement (if it’s no big deal), most likely to go along Understated; reserved Initial eye contact is intermittent At social gathering, more likely to wait for others to introduce themselves

28 Direct Behavior Approaches risk, decisions, or change quickly/cautiously Frequent contributor to group conversations Frequently uses gestures and voice intonation to emphasize points Often makes emphatic statements: “This is so!” or “I’m positive!” Emphasizes points through confident vocal intonation and assertive body language Expresses opinions readily

29 Direct Behavior Questions tend to be rhetorical, to emphasize points, or to challenge information Less patient Confronting More likely to maintain his/her position when not in agreement Intense; assertive Initial eye contact is sustained More likely to introduce self to others at social gathering Firm handshake Tends to bend/break established rules/policies

30 The Platinum Rule Open-People Oriented Indirect-Slower Paced
Direct-Faster Paced Guarded-Task Oriented

31 The Four Behavioral Styles

32 The Director CHARACTERISTICS 10% of the population
Fast-paced and task oriented Dominant, driving personality often thought of as “Natural Leaders” Challenge oriented and decisive propelled by an inner need to be in charge Achievement, overcoming obstacles and accomplishing things are inherent with this style Most often behave in a direct and guarded manner

33 The Socializer CHARACTERISTICS 10% of the population
Fast-paced and people oriented Chatty, expressive, fun-loving optimist personality often thought of as “The Life of the Party” Long on ideas, short on follow-through and leads by dealing with others in an upbeat manner Fast-paced, energetic and outgoing are inherent with this style Most often behave in a direct and open manner

34 The Relater CHARACTERISTICS 50% of the population
Slow-paced and people oriented Friendly, personable and well-liked personality often thought of as “The negotiator” Low-keyed, calm and discreet, unlikely to make sudden moves or say anything that will anger others Steady-paced and seldom show emotional peaks or valleys are inherent with this style Most often behave in an indirect and open manner

35 The Thinker CHARACTERISTICS 30% of the population
Slow-paced and task oriented Cautious and thorough personality often thought of as “Detail oriented” Serious, analytical with long-term goals Logic, efficiency and accuracy are inherent with this style Most often behave in an indirect and guarded manner

36 The Platinum Rule Behaviors to be on the “Look-Out” for:
Open-Shares personal information willingly People Oriented Guarded-More reserved in displaying feelings Task Oriented Direct-Displays control and forcefulness on others Fast Paced Indirect-Displays more patience Slow Paced

37 The Platinum Rule What behavior style you are?
You have probably found yourself relating to one of the styles..... What style is your boss, co-worker, subordinates, spouse, children, neighbor, etc. As a reminder- There is no best style Each has its strong/weak points

38 The Platinum Rule Philosophy
Step #1 Recognize and understand your Behavior Style Step #2 Understand and be able to quickly and accurately identify the style of others Are we here? Step #3 Adapt so that you treat others the way they want to be treated.

39 The Platinum Rule As mentioned earlier, the key to success in this applied philosophy, we must focus on patterns of external, observable behaviors using scales of directness and openness that each style exhibits. Because we can see and hear these external behaviors, it becomes much easier to ‘understand’ people.

40 The Platinum Rule These are powerful life-skills that will serve you well in all your relationships: work, friends, school, spouse, and children.

41 Behavior Adaptability
Definition: The willingness to exercise behaviors not necessarily characteristic of your own style, for the benefit of the relationship.

42 The Platinum Rule ADAPTABILITY STRATEGIES Relaters Need To:
Say “No” occasionally Attend to completion of task without oversensitivity to others feelings Take risks by stretching beyond their comfort zone Delegate to others Accept necessary changes in procedure or routine Verbalize their feelings and thoughts to the appropriate people

43 The Platinum Rule ADAPTABILITY STRATEGIES Socializers Need To:
Control time and emotions Develop a more objective mindset Spend more time checking, verifying, specifying, and organizing Follow through on agreements Concentrate on the task at hand Take a more logical approach Try to complete more of what they start

44 The Platinum Rule ADAPTABILITY STRATEGIES Thinkers Need To:
Openly show concern and appreciation of others Occasionally try short cuts and timesavers Adjust more readily to change and disorganization Work on timely decision-making Initiate new projects Compromise with the opposition State unpopular decisions Use policies as guidelines, rather than laws

45 The Platinum Rule ADAPTABILITY STRATEGIES Directors Need To:
Practice “active” listening Project a more relaxed image by pacing themselves Develop patience, humility, sensitivity, and empathy Use more caution Verbalize the reasons for conclusions Identify with a group Be aware of existing sanctions Verbalize compliments to others

46 The Platinum Rule-Relaters
GENERAL STRATEGIES In relationships with Relaters, be warm & sincere Support their feelings by showing personal interest Assume that they’ll take everything personally When you disagree, discuss personal feelings Allow them time to trust you Move along in an informal, slow manner Show that you are “actively” listening Provide guarantees and personal assurances that any action will involve minimal risk

47 The Platinum Rule-Thinkers
GENERAL STRATEGIES In relationships with Thinkers, be well prepared Support their organized, thoughtful approach Demonstrate through actions rather than words Be systemic, exact, organized and prepared List advantages and disadvantages of any plan Provide solid, tangible, factual evidence Provide guarantees that actions can’t backfire

48 The Platinum Rule-Directors
GENERAL STRATEGIES In relationships with Directors, be competent Support their goals and objectives Keep your relationship businesslike If you disagree, argue facts-not personal feelings Recognize their ideas-not them personally To influence decisions, provide alternative actions with brief supporting analysis Be precise, efficient, and well organized

49 The Platinum Rule-Socializers
GENERAL STRATEGIES In relationships with Socializers, interest in them Support their opinions, ideas and dreams Don’t hurry the discussion Try not to argue-you usually won’t win Agree on the specifics of any agreement Summarize in writing who, what, when, where Be entertaining and fast moving Use testimonials and incentives to positively affect decisions

50 Summary of Styles Relater Style
Slow at taking action and making decisions Likes close, personal relationships Dislikes interpersonal conflict Supports and “actively” listens to others Weak at goal-setting and self-direction Has excellent ability to gain support from others Works slowly and cohesively with others Seeks security and the need to belong Good counseling skills

51 Summary of Styles Thinker Style Cautious actions and decisions
Likes organization and structure Dislikes involvement Asks many questions about specific details Prefers objective , task-oriented, intellectual work environment Wants to be right, so can be overly reliant on data collection Works slowly and precisely alone Good problem-solving skills

52 Summary of Styles Director Style Decisive actions and decisions
Likes control Dislikes inaction Prefers maximum freedom when managing Cool, independent, and competitive Low tolerance for feelings, attitudes, and advice Works quickly and impressively alone Good administrative skills

53 Summary of Styles Socializer Style Spontaneous actions and decisions
Likes involvement Dislikes being alone Exaggerates and generalizes Tends to get caught up in their dreams Jumps from one activity to another Works quickly and excitedly with others Good persuasive skills

54 Managing By Style-Relater
Motivating Show how something will benefit their relationships and strengthen their position with others. Compliment Their teamwork, the way they are regarded by other people, their relationship skills, and their ability to “get along” with others. Delegating Make a personal appeal to their loyalty. Give them the task, state the deadlines that need to be met, and explain why it’s important to do it that specific way.

55 Managing By Style-Relater
Counseling Allow plenty of time to explore their feelings and understand the emotional side of the situation. They express their feelings, but indirectly. Draw them out through questioning and listening techniques. Create a non-threatening environment. Correcting Reassure them that what you are seeking to correct is the behavior only. Don’t blame or judge the person ; keep things focused on the behavior and its appropriateness.

56 Managing By Style-Thinker
Motivating Appeal to their need to be accurate and to their logical approach to things. Compliment Their efficiency, thought process, organization, persistence and accuracy. Delegating Take time to answer all of their questions about structure and guidance. The more they understand the details, the more likely they will be complete the task properly. Be sure to establish deadlines.

57 Managing By Style-Thinker
Counseling Describe the process that you plan to follow. Outline how that process will produce the results they seek. Ask questions to help them give you the right information. Let them show you how much they know. Correcting Specify the exact behavior that is indicated, and outline how you would like to see it changed. Establish checkpoints and times.

58 Managing By Style-Director
Motivating Provide them with options and clearly describe the probabilities of success in achieving goals. Compliment Their achievements, upward mobility, and leadership potential. Delegating Give them the bottom line and then get out of their way. So that they can be more efficient, give them parameters, guidelines, and deadlines.

59 Managing By Style-Director
Counseling Stick to the facts. Draw them out by talking about the desired results. Then discuss their concerns. Focus on tasks more than feelings . Ask them how they would solve the problem. Correcting Describe what results are desired. Show them the gap between actual and desired. Suggest clearly the improvement that is needed, and establish a time when they will get back to you.

60 Managing By Style-Socializer
Motivating Offer them incentives and testimonials. Show them how they can look good in the eyes of others. Compliment Their appearance, creative ideas, persuasiveness, and charisma. Delegating Make sure you get clear agreement. Establish checkpoints so that there is not a long period of time between progress reports.

61 Managing By Style-Socializer
Counseling Allow them plenty of opportunity to talk about things that are bothering them. Listen for facts and feelings. Many times they merely need to “get something off their chest” and talking may solve the problem. Correcting Specify exactly what the problem happens to be and what behavior is required to eliminate the problem. Be sure you confirm in writing the agreed-upon behavior changes.

62 Questions & Answers

63 Presentation brought to you by:
Antonioli Management Consulting


65 Action Plans-Relater They are: So you: Concerned about stability
Think logically Want documentation and facts Like personal involvement Need to know in a step-by-step sequence So you: Show how your idea minimizes risk Shows reasoning Provide data and proof Demonstrate your interest in them Provide an outline or instructions as you personally “walk” thru them

66 Action Plans-Relater They are: So you:
Want others to notice their patient perseverance Avoids risk/changes Dislikes conflict Accommodate others So you: Compliment them for their steady follow- through Give them personal assurances Act non-aggressively focus on common interest or needed support Allow to provide support for others

67 Action Plans-Relater They are: So you: Look for calmness and peace
Enjoy teamwork Want sincere feedback that they’re appreciated So you: Provide a relaxing, friendly atmosphere Provide them with a cooperative group Acknowledge their easygoing manner and helpful efforts, when appropriate

68 Action Plans-Thinker They are: So you:
Concerned with aggressive approaches Think logically Seek date Need to know the process Like to contemplate So you: Approach them in an indirect, non- threatening way Show your reasoning Give it to them in writing Provide explanations and rationale Tell them “why” and “how”

69 Action Plans-Thinker They are: So you: Utilize caution
Prefer to do things themselves Want others to notice their accuracy So you: Allow them to think, inquire, and check before they make a decision When delegating, let them check on others’ progress and performance Compliment them on their correctness

70 Action Plans-Thinker They are: So you:
Gravitate toward quality control Avoid conflict Need to be right So you: Let them assess and be involved in the process when possible Tactfully ask for clarification and assistance that you may need Allow them time to find the best answer within available limits

71 Action Plans-Director
They are: Concerned with being #1 Think logically Want facts and highlights Strive for results So you: Show them how to win, and new opportunities Display reasoning Provide concise date Agree on goal and boundaries, then support them or get out of their way

72 Action Plans-Director
They are: Like personal choices Like changes Prefer to delegate So you: Allow them to “do their thing” within limits Vary routine Look for opportunities to modify their work load focus

73 Action Plans-Director
They are: Want others to notice their accomplishments Need to be in charge Tendency towards conflict So you: Compliment them on what they’ve done Let them take the lead, when appropriate, but give them parameters If necessary, argue with conviction on points of disagreement

74 Action Plan-Socializer
They are: Concerned with approval and appearances Seek enthusiastic people and situations Think emotionally Want to know the general expectations So you: Show them that you admire and like them Behave optimistically and provide an upbeat setting Support their feelings when possible Avoid involved details, focus on the “big picture”

75 Action Plan-Socializer
They are: Need involvement and people contact Like changes and innovations Want others to notice them Often need help getting organized So you: Interact and participate with them Vary the routine; avoid requiring long- term repetition by them Compliment them personally and often Do it together

76 Action Plan-Socializer
They are: Dislike conflict Look for action and situation Surround themselves with optimism Want feedback that they “look good” So you: Act non-aggressively and avoid arguing directly on a personal basis Keep up a fast lively pace Support their ideas and don’t poke holes in their dreams Mention their accomplishments

77 High Performance Leadership
Position Power-Granted and Given A certain amount of power comes from being placed/elected into a position of authority. Employees/Volunteers become “compliant” to leaders who have position power. Personal Power-Earned and Developed Displaying your skill in dealing with people. Employees/Volunteers become “cooperative” to leaders who display personal power. Practice “The Platinum Rule”

78 The “Best” Leadership Style
The best leader is not someone with a particular behavior style The best leader realizes what a job or task requires-then does it That requires a person who works well with all of the personality styles in all sorts of situations

79 If You’re A Director Ratchet down a notch or two….
Keep in mind that others have feelings and that your hard-charging, know-it-all style can make your subordinates feel inadequate and often resentful Encourage growth in others by praising them and give them some authority Try not to be quite so bossy Ask others’ opinions and even plan some collaborative actions

80 If You’re A Socializer If you fail to follow-up, procrastinate on tough decisions, or make pledges you don’t keep, your employees will loose faith. Come to grips with the fact that conflicts are going to occur. Try to deal with them up front, not sweep them under the rug. Organize your time better and keep your socializing in balance with your tasks

81 If You’re A Relater Learn to stretch a little, take on more, or different, duties and try to accomplish them more quickly. You may want to be more assertive as well as more open about your thoughts and feelings. Being sensitive is your strength, but you must seek a middle ground between that and being knocked off balance by the first negative comment or action that comes your way.

82 If You’re A Thinker Your employees are inspired by your quest for excellence, but often the feel frustrated because they can never quite seem to please you. Lessen and soften your criticism, spoken or unspoken. Ease up on your need to control Walk around and spend more time with your employees.

83 Making Teams Work Analyze the objective before you recruit a group and then create a team that best matches the desired results Assign projects to those able to do them well Sustain a cooperative climate in which each person can gain genuine respect Customize work groups to get the best results in the most efficient, satisfying manner

84 Making Teams Work How the Four Styles act in groups They each bring a different perspective to a group. And different ways of doing things too. Each communicates, influences, involves others and make decisions in different manners.

85 Making Teams Work Communicating
Director-Tend to communicate with short, task- oriented comments. Concerned with having a clear agenda and setting the tone, keeping the discussion on track and on time. Socializer-Communicate more frequently and more evenly throughout a meeting. Their comments may include jokes and cover a range of topics so wide that it may appear they are hopping all over the place .

86 Making Teams Work Communicating
Relater-Seem generally interested in discussions throughout the whole meeting and may ask many questions. Naturally act as synthesizers, go- betweens, or translators. Thinker-Usually just quietly observe until they grasp an issue fully and figure out in some detail what they want to say and if they’ll feel comfortable saying it.

87 Making Teams Work Using Influence
Directors- Like to influence others by structuring agendas, tasks, and assignments and, if relevant, using their formal position as leverage. Socializers-Use flattery or compliments to win over the group. Often use humor to defuse tension or conflict. Try to avoid a hard line that will lose them acceptance or recognition by the group.

88 Making Teams Work Using Influence
Relaters-Often take on the role of keeping the process moving along. They’ll elaborate on what others say and encourage everyone to speak. Exert influence by keeping things mellow and moving. Thinkers-Use the tools of logic and information. They like to furnish information that, directly or indirectly, suggests their expertise and experience. They’re the most likely to focus on the “rightness” or logic of a solution, rather than spending a lot of time debating who’s personally helped or hindered by it.

89 Making Teams Work Involving Others
Directors- Groups assembled by Directors are smaller and have shorter meetings. They want groups to make some key decisions on key issues, and then delegate the rest of the work to individuals or sub-committees. Socializers-Are more inclined to favor a group for the group’s sake. They like others to be involved in the give-and-take. Not everyone who is put on a committee by a Socializer will have a logical role but, in the mind of the Socializer, the person adds value.

90 Making Teams Work Involving Others
Relaters-Are innately attracted to groups. However, instead of using meetings for presentation of reports, they prefer to work toward consensus as they collect information from many sources. Thinkers-Involve others in groups to get information from a wide variety of sources. However, The Thinkers are just less comfortable operating in groups. They prefer to have much of the work done behind the scenes by individuals. They also like to be the only one who knows how all the parts of the group’s task puzzle fit together.

91 Making Teams Work Decision Making
Directors- Meetings run by Directors, decisions are more likely to be made unilaterally by the Director or they will call for a vote. Voting is preferred by Directors since it is clean, quick, and decisive. It keeps debate to a minimum. Closure is clearly attained. Next topic. Socializers-Being more people oriented try to work out compromises that reduce resentment and maybe even fudge over differences. They like to downplay group decisions. Not big on voting since it creates winners and losers.

92 Making Teams Work Decision Making
Relaters-Also prefer decision by consensus and prefer to see a majority of the group “on the bus” so actions tend to be worked and reworked until almost all are in agreement. Thinkers-Crave “rational” decisions. Optimally, the decision won’t be made as much as it will be dictated by the facts and logic of the situation. They like to list the pros and cons of issues-sometimes even weighing the options numerically-to reach the “correct” decision. The process, they believe, will make obvious the best course of action.

93 The Secret Of Sales Contrary to what passes for age-old wisdom, customers don’t buy because they’re made to understand the product or service. They buy when they feel they are understood. They buy when they get what they expect-and more. But more what?

94 The Secret Of Sales The savvy salesperson knows the Director customer wants more control, the Socializer customer cries out for more recognition and excitement, the Relater customer wants more support, and the Thinker customer wants more logic. The most successful salespeople customize their approach and follow-through for each type

95 The Secret Of Sales A Cooperative Triumph A Matching Process
The modern, collaborative salesperson helps the customer solve a problem, fill a need, or reach a goal. A Matching Process Match the right product or service to the customer’s needs and the selling style must also match the customer’s buying style

96 The Secret Of Sales Adjusting Pace and Priority
Recognize and properly adjust your selling style that of the buyer Listen more than you speak Working Toward a Win-Win Treating customers the way they want to be treated, selling to them in the way they want to buy, is a strategy that can change your life.

97 Providing Service with Style
Exceeding expectations Dealing with Directors A fast-pace Evidence they have control of the situation A belief that time is being saved Show tangible signs of progress Dealing with Socializers Personal attention Affirmation of their position Lots of verbal give-and-take Assurance that effort is being saved

98 Providing Service with Style
Exceeding expectations Dealing with Relaters Make them feel they’re personally “okay” Promise that the crisis will soon ebb Guarantee the process will be relaxed and pleasant Show your commitment to working with them Dealing with Thinkers Suggest that they’re right Explain the process and details Show appreciation for their accuracy Help them “save face”

99 Questions & Answers

100 Step #3:Managing Your Emotions
Emotional Intelligence may be defined as the awareness of feelings; ability to define them; recognition of their causes; and the controlling of these emotions to elicit optimal effectiveness Emotional Intelligence is much more powerful than IQ in determining who emerges as a leader Emotional Intelligence can be learned and improved

101 Emotional Intelligence Assessment
EIQ-2 Learning System Emotional Intelligence Assessment

102 Emotional Intelligence
The results of your Emotional Intelligence assessment are personal, sensitive, private and confidential. Your personal results will not be shared in this development session although we will discuss the testes areas of the assessment and any questions you may have.

103 Emotional Intelligence
The Emotional Competence Framework Personal competencies determine how we manage ourselves Self-awareness-Knowing one’s internal states, preferences, resources, and intuitions Emotional awareness Recognizing one’s emotions and their effects Accurate self-assessment Knowing one’s strengths and limits Self-confidence A strong sense of one’s self-worth and capabilities

104 Emotional Intelligence
Self-regulation-Managing one’s internal states, impulses, and resources Self-control Keeping disruptive emotions and impulses in check\ Trustworthiness Maintaining standards of honesty and integrity Conscientiousness Taking responsibility for personal performance Adaptability Flexibility in handling change Innovation Being comfortable with novel ideas, approaches, and new information

105 Emotional Intelligence
Motivation-Emotional tendencies that guide or facilitate reaching goals Achievement drive Striving to improve or meet a standard of excellence Commitment Aligning with the goals of the group or organization Initiative Readiness to act on opportunities Optimism Persistence in pursuing goals despite obstacles and setbacks

106 Emotional Intelligence
Social Competencies determine how we handle relationships Empathy-Awareness of others’ feelings, needs, and concerns Understanding others Sensing others’ feelings and perspectives, and taking an active interest in their concerns Developing others Sensing others’ development needs and bolstering their abilities Service orientation Anticipating, recognizing, and meeting customers’ needs

107 Emotional Intelligence
Leveraging diversity Cultivating opportunities through different kinds of people Political awareness Reading a group’s emotional currents and power relationships

108 Emotional Intelligence
Social Skills Adeptness at introducing desirable responses in others Influence Wielding effective tactics for persuasion Communication Listening openly and sending convincing messages Conflict management Negotiating and resolving disagreements Leadership Inspiring and guiding individuals and groups Change catalyst Initiating or managing change

109 Emotional Intelligence
Building bonds Nurturing instrumental relationships Collaboration and cooperation Working with others toward shared goals Team capabilities Creating group synergy in pursuing collective goals

110 Emotional Intelligence
Assertiveness Be specific, clear, honest, and respectful Change Management Change becomes easier to accept when you are open to the idea of learning something new Commitment Understand what the organization stands for allows for people to connect with the organization Consideration Care for others more than you care for yourself

111 Emotional Intelligence
Conflict Management Manage stress, emotions and behavior; resolve any conflict in your life Decision Making Manage your emotions and have a clear mind when making decisions Discipline Determine your level of commitment to change a habit or behavior and take it slow

112 Emotional Intelligence
Focus Commit to the topic by gaining knowledge and a sense of enthusiasm Leadership The Platinum Rule-Practice, Practice, Practice! Teamwork Understand the differences in people and accept the fact that we are all different; we all bring something different to the table; adapt accordingly

113 Step #4: Seek Feedback Allow the assessments to create a new direction for personal growth opportunities

114 Step #5:Take The Initiative
Personal Connection Ownership in an organization A powerful emotion of belonging that inspires people to contribute People support what they create or have a hand in creating

115 Creating Ownership Have those responsible for implementing develop the plan for themselves People need to: Interact with it Develop it Be committed to it This is the power to creating more freedom in self-organization and that leads to more order Developed guidelines or boundaries Defined end result

116 Step #6:Engage A Coach

117 Step #7:Set Goals And Make A Plan

118 Step #8: Practice, Practice, Practice

119 Step #9:Measure Progress

120 Step #10:Be Honest With Yourself & Humble With Others

121 Leadership Styles Directive Leadership Consultative Leadership
Participative Leadership Negotiative Leadership Delegative Leadership Transactional Leadership Transformational Leadership Charismatic Leadership

122 Directive Leadership Tells the subordinates what to do and how to do it; is very task oriented Initiates the action about the things to do and tells subordinates exactly what is expected of them, specifically standards and deadlines Exercise firm rules and ensure subordinates follow Employees find it difficult to work under this type of leadership due to its restriction of potential in regards to creativity and initiative

123 Consultative Leadership
Very task oriented and focuses on the end result Very similar to Directive style; still has the last say in regards to the decision, but is willing to ask subordinates for their opinion Recognizes the benefit of considering all views before coming to a final decision As a result, the quality of decisions made will often be far better than if made without considering all points of view

124 Participative Leadership
Takes into consideration the opinions and thoughts of the subordinates and all team members before making a decision Especially useful when diverse talents of team members can offer insight not known or shared by all members The responsibility of the decision will be bore by the whole team since usually the decision is unanimously agreed upon by all team members

125 Negotiative Leadership
Comes to the table with their own agenda and seeks out personal interest ahead of and before that of the organizations Leverage their position as leaders and entice followers to perform tasks for incentives and other benefits This style is destructive because when everyone looks out for themselves, no one looks out for the benefit of the organization A house divided can not stand

126 Delegative Leadership
An advanced form of leadership and should not be experimented with Requires a large amount of trust and faith on the side of the leader to actually fully delegate task to the followers Can only be successful once the followers are prepared to be totally independent Empowering your followers means giving them the competencies to complete any task successfully from start to finish

127 Transactional Leadership
Generally found in middle management Generally more directive style by telling their subordinates what exactly is to be done and task-oriented Practice ‘management-by-exception’ where they set work objectives and standards, but wait for problems before reacting to them Reward followers according to performance Not typically the leadership style found in volunteer organizations

128 Transformational Leadership
Also known as a ‘Visionary’ leaders and found at the top of successful organizations Known to make positive changes to the environment Seek to meet the needs of others before their own An attitude that there is always room for improvement Shares a vision from the heart with others Impeccable character standards in terms of integrity and responsibility

129 Charismatic Leadership
Induce more belief on team and stakeholders than otherwise A trusting individual whom people feel comfortable around when uncertainty exists Move the hearts of men by spoken or written words They have attractive and likeable personality and have big, exciting visions Tend to speak and visualize of how great the future could be to their team


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