3 So You Want To Be A Leader? What style of leadership do you most predominately display?Directive LeadershipConsultative LeadershipParticipative LeadershipNegotiative LeadershipDelegative LeadershipTransactional LeadershipTransformational LeadershipCharismatic LeadershipWhich style of leadership is best?
4 Where Does Leadership Come From? The “Age Old” questionAre Leaders born or made?If it was easy, everyone would be good at itUnderstanding the complexities of Leadership
5 Three Faculties of the Brain Cognitive-Neocortex-Intelligence-IQThe “Thinking Brain”Technical and Analytical SkillsFast learning part of the brain-read and go
6 Three Faculties of the Brain Cognitive-Neocortex-Intelligence-IQThe “Thinking Brain”Technical and Analytical SkillsFast learning part of the brain-read and goAffective-Limbic-Emotional-EQThe “Feeling Brain”Behaviors and habits learned early in lifeSlow learning part of the brain-practice and repetition
7 Three Faculties of the Brain Cognitive-Neocortex-Intelligence-IQThe “Thinking Brain”Technical and Analytical SkillsFast learning part of the brain-read and goAffective-Limbic-Emotional-EQThe “Feeling Brain”Behaviors and habits learned early in lifeSlow learning part of the brain-practice and repetitionConative-Not Widely Known or UsedThe “Action Brain”Motivation, willpower and personal drive
8 10 Steps in Becoming a Better Leader Self-AwarenessBuilding RelationshipsManaging Your EmotionsSeek FeedbackTake The InitiativeEngage A CoachSet Goals And Make A PlanPractice, Practice, PracticeMeasure ProgressBe Honest With Yourself & Humble With Others
9 STEP #1:Self- Awareness A good assessment tool is designed to increase personal awarenessAssessments are invaluable tools to enhance the human capital within your organizationA 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 leaderPaying 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 RULELeadership Assessment
13 Moving Forward Looking for a Model with a better answer Something simpleSomething practicalSomething easy to useSomething easy to remember
14 Professional Development The Platinum Rule Dr. Tony Alessandra
15 Dr. Tony AlessandraIs founder and President of Assessments Business Center and a founding partner in The Cyrano Group and Platinum Rule GroupIs author of 21 books and over 100 audio/visual programs and filmsSpecializing in cutting-edge technology and proven psychology in maintaining positive relationshipsRecognized 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 withValues, ethics, honesty, considerationThe Platinum RuleA business rule to follow
17 The Platinum Rule The Golden Rule The Platinum Rule Do unto others as you would have them do unto youOrTreat others the way you would like to be treatedThe Platinum RuleDo unto others as they would have you do unto themOrTreat 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.SoUnderstand 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.
20 The Platinum RuleRELATER SOCIALIZER THINKER DIRECTOR
21 Characteristic Behaviors OpennessOpenness shows in the degree of self-disclosure: The readiness and willingness with which a person outwardly shows emotions or feelings and develops interpersonal relationshipsDirectnessDirectness 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 subjectMore relaxed and warmGoes with the flowOpinion- and feeling-orientedEasy to get to know in business or unfamiliar social situationsFlexible about how their time is used by others
23 Open Behaviors Initiates/accepts physical contact Shares, or enjoys listening to, personal feelings, especially if positiveAnimated facial expressions during speaking and listeningShows more enthusiasm than the average personFriendly handshakeMore likely to give nonverbal feedbackResponsive to dreams/visions/conc eptsPrefers to work with others
24 Guarded BehaviorsKeeps feelings private; shares only on a “need-to-know” basisMakes most decisions based on evidence (objective)Focuses conversation on issues and tasks; stays on subjectMore formal and properGoes with the agendaFact- and task- orientedTakes time to get to know in business or unfamiliar social situationsDisciplined about how their time is used by others
25 Guarded Behaviors Prefers to work independently Avoids/minimizes physical contactTells, or enjoys listening to, goal- related stories and anecdotesLimited range of facial expressions during speaking and listeningShows less enthusiasm than the average personFormal handshakeLess likely to give non- verbal feedback, if given at allResponsive to realistic/actual experiences/facts
26 Indirect BehaviorApproaches risk, decision, or change slowly/cautiouslyInfrequent contributor to group conversationsInfrequent use of gestures and voice intonation to emphasize pointsOften makes qualified statements: “According to my sources.” or “I think so.”Emphasizes points through explanations of the content of the messageGentle handshake
27 Indirect BehaviorQuestions tend to be for clarification, support, or informationReserves expression of opinionsMore patient and cooperativeDiplomaticWhen not in agreement (if it’s no big deal), most likely to go alongUnderstated; reservedInitial eye contact is intermittentAt social gathering, more likely to wait for others to introduce themselves
28 Direct BehaviorApproaches risk, decisions, or change quickly/cautiouslyFrequent contributor to group conversationsFrequently uses gestures and voice intonation to emphasize pointsOften makes emphatic statements: “This is so!” or “I’m positive!”Emphasizes points through confident vocal intonation and assertive body languageExpresses opinions readily
29 Direct BehaviorQuestions tend to be rhetorical, to emphasize points, or to challenge informationLess patientConfrontingMore likely to maintain his/her position when not in agreementIntense; assertiveInitial eye contact is sustainedMore likely to introduce self to others at social gatheringFirm handshakeTends to bend/break established rules/policies
31 The Four Behavioral Styles OpenRELATER SOCIALIZERIndirect DirectTHINKER DIRECTORGuarded
32 The Director CHARACTERISTICS 10% of the population Fast-paced and task orientedDominant, driving personality often thought of as “Natural Leaders”Challenge oriented and decisive propelled by an inner need to be in chargeAchievement, overcoming obstacles and accomplishing things are inherent with this styleMost often behave in a direct and guarded manner
33 The Socializer CHARACTERISTICS 10% of the population Fast-paced and people orientedChatty, 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 mannerFast-paced, energetic and outgoing are inherent with this styleMost often behave in a direct and open manner
34 The Relater CHARACTERISTICS 50% of the population Slow-paced and people orientedFriendly, 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 othersSteady-paced and seldom show emotional peaks or valleys are inherent with this styleMost often behave in an indirect and open manner
35 The Thinker CHARACTERISTICS 30% of the population Slow-paced and task orientedCautious and thorough personality often thought of as “Detail oriented”Serious, analytical with long-term goalsLogic, efficiency and accuracy are inherent with this styleMost often behave in an indirect and guarded manner
36 The Platinum Rule Behaviors to be on the “Look-Out” for: Open-Shares personal information willinglyPeople OrientedGuarded-More reserved in displaying feelingsTask OrientedDirect-Displays control and forcefulness on othersFast PacedIndirect-Displays more patienceSlow 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 styleEach has its strong/weak points
38 The Platinum Rule Philosophy Step #1Recognize and understand your Behavior StyleStep #2Understand and be able to quickly and accurately identify the style of othersAre we here?Step #3Adapt so that you treat others the way they want to be treated.
39 The Platinum RuleAs 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 RuleThese 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” occasionallyAttend to completion of task without oversensitivity to others feelingsTake risks by stretching beyond their comfort zoneDelegate to othersAccept necessary changes in procedure or routineVerbalize their feelings and thoughts to the appropriate people
43 The Platinum Rule ADAPTABILITY STRATEGIES Socializers Need To: Control time and emotionsDevelop a more objective mindsetSpend more time checking, verifying, specifying, and organizingFollow through on agreementsConcentrate on the task at handTake a more logical approachTry to complete more of what they start
44 The Platinum Rule ADAPTABILITY STRATEGIES Thinkers Need To: Openly show concern and appreciation of othersOccasionally try short cuts and timesaversAdjust more readily to change and disorganizationWork on timely decision-makingInitiate new projectsCompromise with the oppositionState unpopular decisionsUse policies as guidelines, rather than laws
45 The Platinum Rule ADAPTABILITY STRATEGIES Directors Need To: Practice “active” listeningProject a more relaxed image by pacing themselvesDevelop patience, humility, sensitivity, and empathyUse more cautionVerbalize the reasons for conclusionsIdentify with a groupBe aware of existing sanctionsVerbalize compliments to others
46 The Platinum Rule-Relaters GENERAL STRATEGIESIn relationships with Relaters, be warm & sincereSupport their feelings by showing personal interestAssume that they’ll take everything personallyWhen you disagree, discuss personal feelingsAllow them time to trust youMove along in an informal, slow mannerShow that you are “actively” listeningProvide guarantees and personal assurances that any action will involve minimal risk
47 The Platinum Rule-Thinkers GENERAL STRATEGIESIn relationships with Thinkers, be well preparedSupport their organized, thoughtful approachDemonstrate through actions rather than wordsBe systemic, exact, organized and preparedList advantages and disadvantages of any planProvide solid, tangible, factual evidenceProvide guarantees that actions can’t backfire
48 The Platinum Rule-Directors GENERAL STRATEGIESIn relationships with Directors, be competentSupport their goals and objectivesKeep your relationship businesslikeIf you disagree, argue facts-not personal feelingsRecognize their ideas-not them personallyTo influence decisions, provide alternative actions with brief supporting analysisBe precise, efficient, and well organized
49 The Platinum Rule-Socializers GENERAL STRATEGIESIn relationships with Socializers, interest in themSupport their opinions, ideas and dreamsDon’t hurry the discussionTry not to argue-you usually won’t winAgree on the specifics of any agreementSummarize in writing who, what, when, whereBe entertaining and fast movingUse testimonials and incentives to positively affect decisions
50 Summary of Styles Relater Style Slow at taking action and making decisionsLikes close, personal relationshipsDislikes interpersonal conflictSupports and “actively” listens to othersWeak at goal-setting and self-directionHas excellent ability to gain support from othersWorks slowly and cohesively with othersSeeks security and the need to belongGood counseling skills
51 Summary of Styles Thinker Style Cautious actions and decisions Likes organization and structureDislikes involvementAsks many questions about specific detailsPrefers objective , task-oriented, intellectual work environmentWants to be right, so can be overly reliant on data collectionWorks slowly and precisely aloneGood problem-solving skills
52 Summary of Styles Director Style Decisive actions and decisions Likes controlDislikes inactionPrefers maximum freedom when managingCool, independent, and competitiveLow tolerance for feelings, attitudes, and adviceWorks quickly and impressively aloneGood administrative skills
53 Summary of Styles Socializer Style Spontaneous actions and decisions Likes involvementDislikes being aloneExaggerates and generalizesTends to get caught up in their dreamsJumps from one activity to anotherWorks quickly and excitedly with othersGood persuasive skills
54 Managing By Style-Relater MotivatingShow how something will benefit their relationships and strengthen their position with others.ComplimentTheir teamwork, the way they are regarded by other people, their relationship skills, and their ability to “get along” with others.DelegatingMake 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 CounselingAllow 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.CorrectingReassure 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 MotivatingAppeal to their need to be accurate and to their logical approach to things.ComplimentTheir efficiency, thought process, organization, persistence and accuracy.DelegatingTake 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 CounselingDescribe 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.CorrectingSpecify 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 MotivatingProvide them with options and clearly describe the probabilities of success in achieving goals.ComplimentTheir achievements, upward mobility, and leadership potential.DelegatingGive 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 CounselingStick 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.CorrectingDescribe 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 MotivatingOffer them incentives and testimonials. Show them how they can look good in the eyes of others.ComplimentTheir appearance, creative ideas, persuasiveness, and charisma.DelegatingMake 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 CounselingAllow 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.CorrectingSpecify 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.
65 Action Plans-Relater They are: So you: Concerned about stability Think logicallyWant documentation and factsLike personal involvementNeed to know in a step-by-step sequenceSo you:Show how your idea minimizes riskShows reasoningProvide data andproofDemonstrate your interest in themProvide an outline or instructions as you personally “walk” thru them
66 Action Plans-Relater They are: So you: Want others to notice their patient perseveranceAvoids risk/changesDislikes conflictAccommodate othersSo you:Compliment them for their steady follow- throughGive them personal assurancesAct non-aggressively focus on common interest or needed supportAllow to provide support for others
67 Action Plans-Relater They are: So you: Look for calmness and peace Enjoy teamworkWant sincere feedback that they’re appreciatedSo you:Provide a relaxing, friendly atmosphereProvide them with a cooperative groupAcknowledge their easygoing manner and helpful efforts, when appropriate
68 Action Plans-Thinker They are: So you: Concerned with aggressive approachesThink logicallySeek dateNeed to know the processLike to contemplateSo you:Approach them in an indirect, non- threatening wayShow your reasoningGive it to them in writingProvide explanations and rationaleTell them “why” and “how”
69 Action Plans-Thinker They are: So you: Utilize caution Prefer to do things themselvesWant others to notice their accuracySo you:Allow them to think, inquire, and check before they make a decisionWhen delegating, let them check on others’ progress and performanceCompliment them on their correctness
70 Action Plans-Thinker They are: So you: Gravitate toward quality controlAvoid conflictNeed to be rightSo you:Let them assess and be involved in the process when possibleTactfully ask for clarification and assistance that you may needAllow them time to find the best answer within available limits
71 Action Plans-Director They are:Concerned with being #1Think logicallyWant facts and highlightsStrive for resultsSo you:Show them how to win, and new opportunitiesDisplay reasoningProvide concise dateAgree on goal and boundaries, then support them or get out of their way
72 Action Plans-Director They are:Like personal choicesLike changesPrefer to delegateSo you:Allow them to “do their thing” within limitsVary routineLook for opportunities to modify their work load focus
73 Action Plans-Director They are:Want others to notice their accomplishmentsNeed to be in chargeTendency towards conflictSo you:Compliment them on what they’ve doneLet them take the lead, when appropriate, but give them parametersIf necessary, argue with conviction on points of disagreement
74 Action Plan-Socializer They are:Concerned with approval and appearancesSeek enthusiastic people and situationsThink emotionallyWant to know the general expectationsSo you:Show them that you admire and like themBehave optimistically and provide an upbeat settingSupport their feelings when possibleAvoid involved details, focus on the “big picture”
75 Action Plan-Socializer They are:Need involvement and people contactLike changes and innovationsWant others to notice themOften need help getting organizedSo you:Interact and participate with themVary the routine; avoid requiring long- term repetition by themCompliment them personally and oftenDo it together
76 Action Plan-Socializer They are:Dislike conflictLook for action and situationSurround themselves with optimismWant feedback that they “look good”So you:Act non-aggressively and avoid arguing directly on a personal basisKeep up a fast lively paceSupport their ideas and don’t poke holes in their dreamsMention their accomplishments
77 High Performance Leadership Position Power-Granted and GivenA 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 DevelopedDisplaying 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 styleThe best leader realizes what a job or task requires-then does itThat 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 resentfulEncourage growth in others by praising them and give them some authorityTry not to be quite so bossyAsk others’ opinions and even plan some collaborative actions
80 If You’re A SocializerIf 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 RelaterLearn 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 ThinkerYour 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 controlWalk around and spend more time with your employees.
83 Making Teams WorkAnalyze the objective before you recruit a group and then create a team that best matches the desired resultsAssign projects to those able to do them wellSustain a cooperative climate in which each person can gain genuine respectCustomize work groups to get the best results in the most efficient, satisfying manner
84 Making Teams WorkHow the Four Styles act in groupsThey 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 SalesContrary 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 SalesThe 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 ProcessMatch 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 buyerListen more than you speakWorking Toward a Win-WinTreating 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 expectationsDealing with DirectorsA fast-paceEvidence they have control of the situationA belief that time is being savedShow tangible signs of progressDealing with SocializersPersonal attentionAffirmation of their positionLots of verbal give-and-takeAssurance that effort is being saved
98 Providing Service with Style Exceeding expectationsDealing with RelatersMake them feel they’re personally “okay”Promise that the crisis will soon ebbGuarantee the process will be relaxed and pleasantShow your commitment to working with themDealing with ThinkersSuggest that they’re rightExplain the process and detailsShow appreciation for their accuracyHelp them “save face”
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 effectivenessEmotional Intelligence is much more powerful than IQ in determining who emerges as a leaderEmotional Intelligence can be learned and improved
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 FrameworkPersonal competencies determine how we manage ourselvesSelf-awareness-Knowing one’s internal states, preferences, resources, and intuitionsEmotional awarenessRecognizing one’s emotions and their effectsAccurate self-assessmentKnowing one’s strengths and limitsSelf-confidenceA strong sense of one’s self-worth and capabilities
104 Emotional Intelligence Self-regulation-Managing one’s internal states, impulses, and resourcesSelf-controlKeeping disruptive emotions and impulses in check\TrustworthinessMaintaining standards of honesty and integrityConscientiousnessTaking responsibility for personal performanceAdaptabilityFlexibility in handling changeInnovationBeing comfortable with novel ideas, approaches, and new information
105 Emotional Intelligence Motivation-Emotional tendencies that guide or facilitate reaching goalsAchievement driveStriving to improve or meet a standard of excellenceCommitmentAligning with the goals of the group or organizationInitiativeReadiness to act on opportunitiesOptimismPersistence in pursuing goals despite obstacles and setbacks
106 Emotional Intelligence Social Competencies determine how we handle relationshipsEmpathy-Awareness of others’ feelings, needs, and concernsUnderstanding othersSensing others’ feelings and perspectives, and taking an active interest in their concernsDeveloping othersSensing others’ development needs and bolstering their abilitiesService orientationAnticipating, recognizing, and meeting customers’ needs
107 Emotional Intelligence Leveraging diversityCultivating opportunities through different kinds of peoplePolitical awarenessReading a group’s emotional currents and power relationships
108 Emotional Intelligence Social SkillsAdeptness at introducing desirable responses in othersInfluenceWielding effective tactics for persuasionCommunicationListening openly and sending convincing messagesConflict managementNegotiating and resolving disagreementsLeadershipInspiring and guiding individuals and groupsChange catalystInitiating or managing change
109 Emotional Intelligence Building bondsNurturing instrumental relationshipsCollaboration and cooperationWorking with others toward shared goalsTeam capabilitiesCreating group synergy in pursuing collective goals
110 Emotional Intelligence AssertivenessBe specific, clear, honest, and respectfulChange ManagementChange becomes easier to accept when you are open to the idea of learning something newCommitmentUnderstand what the organization stands for allows for people to connect with the organizationConsiderationCare for others more than you care for yourself
111 Emotional Intelligence Conflict ManagementManage stress, emotions and behavior; resolve any conflict in your lifeDecision MakingManage your emotions and have a clear mind when making decisionsDisciplineDetermine your level of commitment to change a habit or behavior and take it slow
112 Emotional Intelligence FocusCommit to the topic by gaining knowledge and a sense of enthusiasmLeadershipThe Platinum Rule-Practice, Practice, Practice!TeamworkUnderstand 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 FeedbackAllow the assessments to create a new direction for personal growth opportunities
114 Step #5:Take The Initiative Personal ConnectionOwnership in an organizationA powerful emotion of belonging that inspires people to contributePeople support what they create or have a hand in creating
115 Creating OwnershipHave those responsible for implementing develop the plan for themselvesPeople need to:Interact with itDevelop itBe committed to itThis is the power to creating more freedom in self-organization and that leads to more orderDeveloped guidelines or boundariesDefined end result
122 Directive LeadershipTells the subordinates what to do and how to do it; is very task orientedInitiates the action about the things to do and tells subordinates exactly what is expected of them, specifically standards and deadlinesExercise firm rules and ensure subordinates followEmployees 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 resultVery similar to Directive style; still has the last say in regards to the decision, but is willing to ask subordinates for their opinionRecognizes the benefit of considering all views before coming to a final decisionAs 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 decisionEspecially useful when diverse talents of team members can offer insight not known or shared by all membersThe 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 organizationsLeverage their position as leaders and entice followers to perform tasks for incentives and other benefitsThis style is destructive because when everyone looks out for themselves, no one looks out for the benefit of the organizationA house divided can not stand
126 Delegative Leadership An advanced form of leadership and should not be experimented withRequires a large amount of trust and faith on the side of the leader to actually fully delegate task to the followersCan only be successful once the followers are prepared to be totally independentEmpowering your followers means giving them the competencies to complete any task successfully from start to finish
127 Transactional Leadership Generally found in middle managementGenerally more directive style by telling their subordinates what exactly is to be done and task-orientedPractice ‘management-by-exception’ where they set work objectives and standards, but wait for problems before reacting to themReward followers according to performanceNot typically the leadership style found in volunteer organizations
128 Transformational Leadership Also known as a ‘Visionary’ leaders and found at the top of successful organizationsKnown to make positive changes to the environmentSeek to meet the needs of others before their ownAn attitude that there is always room for improvementShares a vision from the heart with othersImpeccable character standards in terms of integrity and responsibility
129 Charismatic Leadership Induce more belief on team and stakeholders than otherwiseA trusting individual whom people feel comfortable around when uncertainty existsMove the hearts of men by spoken or written wordsThey have attractive and likeable personality and have big, exciting visionsTend to speak and visualize of how great the future could be to their team
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