1. Leadership Communication for Authentic Colleague Engagement __________________________ March 7, 2008 CCI/CCM Symposium on Colleague Engagement Judi Glova Judi Glova Adjunct Trainer for CCL andPresident Copyright 2008

2. “You can’t fake authenticity!”

3. Changing Nature of Leadership CCL Study  2002 and 2006 data  Executives to first level management  US, Europe, Asia  Employers with 100 to more than 10,000 employees  Males: 60%, Females: 28% (some unspecified)

4. Leadership Functions  Set Direction  Create Alignment  Gain Commitment Adapted from CCL – Changing Nature of Leadership Study, 2006

5. The State of Organizational Leadership The Outcomes of Leadership…….. % Agree How well are organizations accomplishing the outcomes of leadership at the present time?  Leadership sets direction effectively……….50%  Leadership gains commitment effectively…46%  Leadership creates alignment effectively….40% Adapted from CCL – Changing Nature of Leadership Study, 2006

6. “Derailers”  Insensitive  Manipulative  Overly critical  Competitive with others  Overly demanding  Easily angered  Arrogant  Aloof Adapted from Center for Creative Leadership

7. Emotional Intelligent behaviors account for more than 50% of the success and effectiveness of leaders in the workplace. It’s not just what you do but how you do it that really counts. (Palmer, 2004)

8. What is Emotional Intelligence?  Interpersonal Behavior Skills  Appropriate and Effective  Relationships  Trust  Leadership IT’S NOT…  IQ  Technical Skills or Experience  Personality  “Management”

9. Kotter Model Controlling & Problem Solving Planning & Budget ??? Organizing & Staffing Management Leadership Concerns Predictability, Order, Results Motivate & Inspire Establish Direction Align People Produce Change Create Agenda Develop Network to Work Agenda Execution Outcomes

10. The Business Case for E.I. Research suggests that EI can be developed over time, and this development leads to:  Better leadership  Better team work  Greater organizational commitment  Greater job satisfaction  Overall effectiveness How could improvements in these areas positively impact your bottom line?

11. Utilizing E.I. to Maximize Leadership SET DIRECTION  Effective Communication Authentic Authentic Empathetic Empathetic Transparency Transparency Good and bad newsGood and bad news

12. Effective Communication Sender / Receiver and Barriers Receives Barriers Words Words Non-Verbal Behavior Non-Verbal Behavior Voice Tone, Pacing, Volume Voice Tone, Pacing, Volume Preconceived Notions Preconceived Notions Self-Concept Self-Concept Emotions Emotions Individual Differences Individual DifferencesTransmits Transmits Receives

13. Utilizing E.I. to Maximize Leadership CREATE ALIGNMENT  Understanding Others Ask them Ask them Listen to understand your audience Listen to understand your audience  Decision-making Focused on combination of bottom line and people Focused on combination of bottom line and people

14. Enhancing Decision-Making Define the Problem Stakeholders My Feelings Their Feelings Perceived & Real Solution or Decision Communicate Decision

15. Utilizing E.I. to Maximize Leadership GAIN COMMITMENT  Congruence Consistently setting direction and creating alignment Consistently setting direction and creating alignment Act according… “Walking the talk!” Act according… “Walking the talk!”  Motivation and Inspiration Mood management Mood management Be the change you want to be Be the change you want to be  Trust

16. Business Case Study  Department of 15 employees Mid-size company (more than 2,000 employees) Mid-size company (more than 2,000 employees)  Development program Coaching and Training Coaching and Training  Employee Satisfaction Survey Accountability and Cross-functionality Accountability and Cross-functionality Communication Communication Integrity, Attitude and Motivation Integrity, Attitude and Motivation Strategic Thinking Strategic Thinking Retention Retention Alignment Alignment Morale Morale  Results Direction, Alignment, Commitment Direction, Alignment, Commitment Department vs. Company Department vs. Company Internal communications didn’t exist Internal communications didn’t exist New leadership New leadership

17. Why is E.I. important? Research is clear… Teams act in the most emotionally intelligent manner when there is mutual trust among members, a sense of group identity, and a sense of group efficacy. Teams act in the most emotionally intelligent manner when there is mutual trust among members, a sense of group identity, and a sense of group efficacy. (Druskat,V.U.,& Wolff, S.B. Building the Emotional Intelligence of Groups. Harvard Business Review. Pp.81-90)  Cohesion, identity, engagement  Mutual Trust  Effectiveness  Confidence

18. Why is E.I. important? Research is clear… An Organizations’ collective level of Emotional Intelligence determines the degree to which its intellectual capital is utilized, and therefore, it’s bottom-line productivity. (Goleman, 1998) An Organizations’ collective level of Emotional Intelligence determines the degree to which its intellectual capital is utilized, and therefore, it’s bottom-line productivity. (Goleman, 1998)  Productivity  Creativity

19. Summary  Communicators are the coaches for the leadership of a company  Drive the outcomes of reputation, corporate culture and engagement  Authenticity, consistency and congruence

20. Summary IF… Internal Communication is the TOOL successful leaders utilize to: Set Direction Create Alignment Gain Commitment THEN…Incorporating Emotional Intelligence and Internal Communications is the POWER TOOL for employee engagement

21. Thank you!

23. Effective Dialogue Sender / Receiver Sender: Transmits Receiver: Interprets

24. Active Listening Willingness and ability to hear and understand

25. EI development methodology is about….  Assisting people… Workplace Issue Behavioral Outcome Reasoning/ Decision-making Feelings/ Emotional Impact evaluate decide practice

26. Why is E.I. important? Research is clear… There is a high correlation between the competencies of Emotional Intelligence and team effectiveness [and engagement]. There is a high correlation between the competencies of Emotional Intelligence and team effectiveness [and engagement]. (Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) Emotional Skills as Team Competencies: the Case of Recognizing Others Emotions.) (Elfenbein,H.A, Polzer,J.T.,,&Ambady, N.(2004) Emotional Skills as Team Competencies: the Case of Recognizing Others Emotions.)  Self-awareness  Empathy  Confidence  Productivity