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Leadership Developing Competencies. Some misconceptions zEQ does not merely mean being nice zEQ does not mean giving free rein to feelings zWomen are.

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Presentation on theme: "Leadership Developing Competencies. Some misconceptions zEQ does not merely mean being nice zEQ does not mean giving free rein to feelings zWomen are."— Presentation transcript:

1 Leadership Developing Competencies

2 Some misconceptions zEQ does not merely mean being nice zEQ does not mean giving free rein to feelings zWomen are not smarter than men zEQ is not fixed genetically, it is largely learned and our competence keeps growing as we mature

3 EQ zPersonal Competence ySelf-Awareness ySelf-Regulation yMotivation zSocial Competence yEmpathy ySocial Skills

4 Personal competence zSelf-Regulation ySelf-control yTrustworthiness yConscientiousness yAdaptability yInnovation

5 Personal competence zSelf-Awareness yEmotional awareness yAccurate self-assessment ySelf-confidence

6 Personal competence zMotivation yAchievement drive yCommitment yInitiative yOptimism

7 Social competence zEmpathy yUnderstanding others yDeveloping others yService orientation yLeveraging diversity yPolitical awareness

8 Social competence zSocial skills yInfluence yCommunication yConflict management yLeadership yChange catalyst yBuilding bonds yCollaboration and cooperation yTeam capabilities

9 Guidelines for EQ training zAssess the job zAssess the individual zDeliver assessment with care zGauge readiness zMotivate

10 Guidelines for EQ training zMake changes self-directed zFocus on clear, manageable goals zPrevent relapse zGive performance feedback zEncourage practice zArrange support zProvide models zEncourage zReinforce change zEvaluate

11 What is ‘leadership’? zThe ability to get people to work towards common goal; zThe ability to get the maximum out of ordinary people; zThe ability to get things done;

12 Can leadership be learnt? zEverything can be learnt, if we set our minds to it.

13 Where concepts and practice meet Event, experience, feedback Reflection on event, self, feedback Observing others Theory, concepts, framework Research, study Consulting report Changing the mindset, planning to try new behaviour

14 Experiential learning zDoing ‘the thing’ does not lead to learning automatically zLearning from practice requires effort and special techniques zLearning a new behavior means moving from one comfort zone to another

15 How can you learn to lead? Company Meeting, presentation, working etc. Self-reflection Watching others Discussion with mentor, friend, consultant, doing self-tests Deciding on new behaviour, planning, rehearsing new behavior, Lewin, Lippit, Hersey &Blanchard, Togdill, Drucker, Peters &Waterman, Quinn Sensing, experiencing observingobserving Thinking Doing

16 Competency Development zDevelopment in 5 Moduls: x1 Competency Workshop – 2 days x2 FROM(Coaching / consulting) – 5 weeks x3 Learning Plan Workshop – 1 day x4 Personal Coaching – 9 months x5 TO (Measuring/Assesing Outcome) – 3 weeks

17 Emotional Intelligence z Self-awareness z Self-control z Motivation z Empathy z Networking, social skills

18 Self-regulation is the basis for developing other competencies zThe competencies directly affected yEfficiency Orientation yAttention to Detail yFlexibility yEmpathy yNegotiating, conflict management yDeveloping others yWritten communication

19 Self-confidence: a basis to develop other competencies zSelf-confidence affects following competencies yInitiative yNetworking yUnderstanding Others (Empathy) yDeveloping others ySocial objectivity yPersuasiveness yOral communication

20 Blind spots Johari Window I knowI don’t know You know You don’t know OPEN HIDDEN BLIND UNKNOWN

21 Self control Self:4 superior:2,5 direct r.: 2.1 family:3 Defence/Denial yThey do not know me yThe difference is insignificant yMaybe it is not 4, but life is hard, one has to be tough yMaybe it is not 4, but the low scores show that people are too sensitive yEither 4, or 2, this is what I am and people have to accept me like this

22 Blind spots Johari Window I knowI don’t know You know You don’t know OPEN HIDDEN BLIND UNKNOWN

23 Self-control pays off zCost/benefit of yielding to rage z‘Stress makes you stupid‘ z‘Stress makes you ill’ zToxic inner and verbal monologues

24 Response to stress:‘Fight or flight!’ zToo much aggressiveness, too much fight:‘People are stupid and evil’ Lack of self-control! z Too much submission:’People are crazy and evil’ Lack of self-confidence!

25 Self-control: techniques zRegain your cool zListen: Mirror partner’s words zAcknowledge partner’s feelings zExpress your ‘anger’ as a fact zDevote time to clarifying problems zDetoxicate your inner monologues

26 Developing self-control zRead description of competency zCollection of past experiences zIdentify role-model, analyse his/her behaviour zSelect next opportunity to practice zSet goal zRehearse (role-play)

27 Employers say ‘Too many young people can’t take criticism - they get defensive or hostile when people give them feedback on how they are doing. They react to performance feedback as though it were a personal attack.’

28 Top executives who have derailed zRigidity: unable to adapt their style to changes in the organizational culture, or they were unable to take in or respond to feedback about traits to change and improve. zPoor relationships was the single most frequently mentioned factor: being too harshly critical, insensitive, or demanding, so that they alienated those they worked with.

29 Doomed to emotional failure z‘I need the love and appreciation of every person I love’. z‘There is one perfect solution for every problem. I need to find that. ‘ z‘I cannot stand people or things falling short of my expectations.’ z‘Life is eternal danger and threat.’ z‘I need someone strong to rely on.’ z‘I am happiest when I have no commitment.’

30 Absence of zSelf control: they handle pressure poorly and are prone to moodiness and angry outbursts. zConscientiousness: they deny or cover up failure and pass on blame. zTrustworthiness: too ambitious to get ahead at the expense of other people. zSocial skills: they are abrasive, arrogant or given to intimidation of subordinates. zBuilding bonds and leveraging diversity: they are insensitive and manipulative

31 Emotional Intelligence zThe capacity for recognising our own feelings and those of others, for motivating ourselves, and for managing emotions well in ourselves and in our relationships. zEQ is distinct from but complementary to IQ.

32 Emotional Intelligence zSelf-awareness zSelf-control zSelf-motivation zEmpathy zSocial skills

33 Anatomical links zBetween brain and body: the emotional centers play a critical role zEvolutionary development: the limbic system and the necortex zWhen threatened, the necortex leaves the decision to the amygdala zAmygdala is a guard to order fight or flight zThe emotional system can work independently of the neocortex (LeDoux)

34 Neurology of Motivation zEmotional learning (stimulus and reinforcement) centered in the amygdala zGetting better and better versus getting worse and worse zPositive expectations foresee the flow zPast experience teaches us that initial difficulties can be overcome zThe result: continual motivation to master new challenges

35 The Marshmallow Kids Grow Up and Go To Work zStanford University: Marshmallow Test zImpulsivity decreases the learning ability zImpulsivity and distractedness hampers the ability to learn and adapt zMarshmallow Kids 20 years later: more attentive, more dependable and responsible, showed better self-control in the face of frustration

36 Self-development z emotional resilience z problem solving skills z basic facts z personal productivity z social skills z professional knowledge z creativity z mental agility

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