1. Challenges of Contemporary Leadership

2. The Changing Nature of Leadership Challenges are becoming more complex – Technical – Adaptive – Critical Greater reliance on interdependent work Shifting reward / recognition systems New leadership skill sets required – “soft skills”

3. The Changing Nature of Leadership Individual Skill Categories Leading Employees Building & Mending Relationships Change Management Participation Management Resourcefulness Decisiveness Doing Whatever It Takes Straightforwardness & Composure 2002 Rank Future 1 1 5 2 7 3 6 4 2 5 4 6 7 7 3 8

4. Triggers and Responses To The Changing Nature of Leadership Triggering the Leadership Shift – Shifting Competition Bases – Globalization – Increased Expectations – Drive for Innovation – Boundary Spanning Resulting from M &A – Need for Reinvention

5. Triggers and Responses To The Changing Nature of Leadership What this shift means for Leaders: – New Skill Sets Teamwork, Empathy, Communication, Innovation – Greater Collaboration Relationship building, spanning boundaries, matrix mgmt – Change the Environment Encourage more interdependence, long term focus, innovate – Create a More Flexible Style Participative mgmt, challenging assignment in/outside org – Be Open and Adaptable to New Ideas Try new approaches, work with a mentor, interact with diverse people

6. What is Emotional Intelligence? Emotional Intelligence is the ability to monitor one’s own and others feelings and emotions, to discriminate among them, and to use this information to guide one’s thinking and actions. Individuals or groups who attend to emotion in the self in others and in the social situation and who can manage their own emotion appropriately have an advantage in life and at work. The skill set through which employees treat emotions as valuable data in navigating a situation.

7. “I’ve learned that people will forget what you said. People will forget what you did. But people will never forget the way you made them feel.” Maya Angelou

8. FIVE PRINCIPLES OF EMOTIONS 1.Emotions are an important source of information. 2.If we don’t pay attention to our emotions, we will act them out. 3.We can try to hide emotions, but we are not as good as we think. 4.Major decisions tend to incorporate emotions to be effective. 5.Universal emotions exist, but cultures display them differently.

9. Research on Emotions in the Workplace The evidence is overwhelming that experiencing and expressing positive emotions and moods tends to enhance performance at individual, group and organizational levels:  More creative and flexible in complex situations.  Adopt innovative problem-solving strategies.  More Win-win conflict resolutions.

10. Primary cause of derailment in executives involved deficits in emotional competence: ●Difficulty handling change. ●Inability to work in a team. ●Poor interpersonal skills. ●Inability to handle stress ●Unawareness of one’s own emotions ●Inability to control/manager anger ●Lack the ability to understand others

11. “ Anyone can become angry—that is easy. But to be angry with the right person, to the right degree, at the right time, for the right purpose, and in the right way—that is not easy” Aristotle The Nichomachean Ethics

12. Analyzing Hot Buttons Intent/Impact Losses Control/Approval Nature of Relationship © Salisbury Consulting

13. The Emotional Audit What am I thinking? What am I feeling? What do I want now? How am I getting in my way? What do I need to do differently?

14. “The most powerful agent of growth and transformation is something much more basic than any technique; a change of heart.” John Welwood John Welwood