3 Great leaders move us to find meaning in change.
9 Who Helped Me?
10 Our Challenge Today Our Challenge Today Unleash the best in ourselves and others… Counter unproductive emotions and create a culture that is ripe with inspiration, creativity, and challenge, Foster hope.
11 How can you move people to embrace the future with energy, creativity and optimism?
12 Great Leaders Are emotionally intelligent Are complete human beings: Mind, Body, Heart, and Spirit Great leaders create resonance
13 The wisdom of resonant leadership lies within you.
14 Resonant leadership is common sense, not common practice. Why?
15 We operate on false assumptions about what it means to be a great leader.
16 Leadership Myths and the Truth Intellect is enough Your mood does not matter Great leaders are tough enough to take constant pressure Emotional intelligence makes the difference. Emotions are contagious. No one can sustain constant sacrifice. You need renewal too!
17 Intellectual Capability (IQ) Threshold Competencies Only one cognitive ability − pattern recognition − differentiated outstanding leaders Emotional Intelligence (EI) The Differentiating Factor 85-90% of the difference between outstanding and average leaders is linked to Emotional Intelligence Myth 1: Intellect is Enough
18 The Essence of Emotional Intelligence Personal Competencies Social Competencies I. Understanding Self II. Managing Self III. Understanding Others IV. Managing Relationships
20 Conclusive Research: EI Matters An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: influence, team leadership, organizational awareness, self-confidence, achievement drive and leadership. The primary causes of derailment in executives involve deficits in three primary emotional competencies: difficulty in handling change, not being able to work well in a team and poor interpersonal relations. Optimism leads to increased productivity. New sales managers who scored high on a test of “learned optimism” sold 37 percent more in their first two years than pessimists. Spencer, L. M., Jr., & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons. Center for Creative Leadership study: Leadership Quarterly, 10(2): 145-179. Consortium Benchmarking Study (2000). “Developing Leaders at All. Levels.” Seligman, M. E. P. (1990). Learned optimism. New York: Knopf.
21 Today The need for emotionally competent leadership increases as organizations become more… Networked Lean and Flat Flexible/Responsive Global Diverse
22 At My Best
23 Positive emotions are aroused – creating an exciting, engaging, fulfilling place to be! People are encouraged to lead and contribute at all levels Leaders develop the best in themselves and others EI, Resonant Leadership and Organizational Culture
24 How do the best companies to work for maintain an edge in today’s environment? Leadership and Culture!
25 We feel before we think and emotions are contagious! Myth 2: Emotions Don’t Matter
26 Resonance is contagious… and so is dissonance.
27 Emotion and Effectiveness Positive Emotional Attractor Hope Joy Compassion Excitement and Challenge Calm Safety Growth and learning Love Respect Negative Emotional Attractor Fear Anger Resentment and jealousy Stress and anxiety Impatience Mistrust Forced Compliance Hate Disdain
28 Dissonant Leaders are Dangerous Dissonant Leaders are Dangerous
29 What do Toxic Bosses do to YOU?
30 The minute you become a victim you cease to be a leader. Stop Being a Victim!
31 Resonance or Dissonance: Your Choice
32 But Even the Best of Us… But Even the Best of Us… …slip into dissonance. Despite our good intentions, we become toxic, spreading dissent and resentment among our people. We make excuses, blame others, point to “Them” as the cause… WHY?
33 Over time and unchecked, the physical and emotional toll of leadership limits our ability to sustain high performance and resonance. Myth 3: We’re Not Unstoppable Myth 3: We’re Not Unstoppable
35 Losing touch with core values Burnout Depression Stomach ulcers, high blood pressure, higher risk of stroke or heart attack Decreased immune system functioning Less effective at work Family problems Power Stress
36 Fundamental Question Fundamental Question How can great leaders sustain their effectiveness over time despite the effects of chronic power stress?
37 Mindfulness Hope Compassion Renewal Sustainable, Effective Leadership Resonant Relationships Sacrifice Syndrome Threats Crises Ineffective or Non-Sustainable Leadership Effective Leadership Cycle of Sacrifice and Renewal
38 Mindfulness Awake, aware, attending and attuned – to ourselves, to other people and to the world around us. People who cultivate mindfulness have more cognitive flexibility, creativity, access to personal wisdom and experience, and problem solving skills. What do you do daily to practice mindfulness? Awake, aware, attending and attuned – to ourselves, to other people and to the world around us. People who cultivate mindfulness have more cognitive flexibility, creativity, access to personal wisdom and experience, and problem solving skills. What do you do daily to practice mindfulness?
39 Hope Optimism An image of a better and feasible future The belief that we can make it happen
41 Give people hope and show that you care… They will follow you with enthusiasm and passion and will share the best of themselves with you, the team and the organization. Lead Consciously
42 Find your dream. Bring it to life at work and at home. Practice Intentional Change.