1. Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie McKee

2. What are we talking about? “Of all the elements affecting bottom-line performance, the importance of the leader’s mood and its attendant behaviors are most surprising. That powerful pair set off a chain reaction: The leader’s mood and behaviors drive the moods and behaviors of everyone else.” “Of all the elements affecting bottom-line performance, the importance of the leader’s mood and its attendant behaviors are most surprising. That powerful pair set off a chain reaction: The leader’s mood and behaviors drive the moods and behaviors of everyone else.”

3. High EQ Provides Climates Where These Things Flourish: Information Sharing Information Sharing Trust Trust Healthy Risk Taking Healthy Risk Taking Learning Learning The leaders mood is contagious, spreading quickly and inexorably throughout the business.

4. Primal Task—Emotional Leadership Optimistic Optimistic Authentic Authentic High-energy High-energy Sincere Sincere Resonant Resonant

5. What is EQ?

6. Emotional Intelligence Definition: Self-control, zeal, persistence, and the ability to motivate oneself. Definition: Self-control, zeal, persistence, and the ability to motivate oneself. The 5 Domains of Emotional Intelligence: The 5 Domains of Emotional Intelligence: –Knowing your own emotions –Managing your emotions –Motivating yourself –Empathy –Handling Relationships

7. Knowing Your Emotions Self-Awareness Self-Awareness: being aware of both our mood and our thoughts about that mood—the building block to the next step... Shaking off a bad mood Self-Awareness: being aware of both our mood and our thoughts about that mood—the building block to the next step... Shaking off a bad mood Ways of Attending to Emotions: Ways of Attending to Emotions: –Self-aware –Engulfed –Accepting (laissez-faire) Accurate Self-assessment Accurate Self-assessment Self-confidence Self-confidence

8. Managing Emotions Self-Management Self-control and balance Self-control and balance Trustworthiness Trustworthiness Conscientiousness Conscientiousness Adaptability Adaptability Achievement Orientation Achievement Orientation Initiative Initiative

9. Managing Emotions Finding a Balance Finding a Balance Venting Emotions Venting Emotions Anger (Don’t Suppress it but Don’t Act) Anger (Don’t Suppress it but Don’t Act) –Reframe Anger (Paradigm Shifts) –1. Challenge the Triggering Thoughts –2. Understanding Worry Worry

10. Motivating Yourself “Mundanity of Excellence” “Mundanity of Excellence” –Anxiety, Anger & Depression Inhibit Learning Impulse Control & Delayed Gratification Impulse Control & Delayed Gratification –(the Marshmallow Experiment) Memory is state-specific Memory is state-specific Self-Efficacy can be learned, like optimism and hope Self-Efficacy can be learned, like optimism and hope Flow Flow –Self-Forgetfulness –Zone between Boredom & Anxiety

11. Social Awareness Requires Enough Calm and Receptivity so Subtle Signs of Others can be Received Requires Enough Calm and Receptivity so Subtle Signs of Others can be Received Empathy Empathy Organizational Awareness Organizational Awareness Service Orientation Service Orientation Benefits of Reading Non-verbal Cues: Benefits of Reading Non-verbal Cues: –Better Adjusted –More Popular –More Outgoing –More Sensitive

12. Social Skill Visionary Leadership Visionary Leadership Influence Influence Developing Others Developing Others Communication Communication Change Catalyst Change Catalyst Conflict Management Conflict Management Building Bonds Building Bonds Teamwork and Collaboration Teamwork and Collaboration

13. Handling Relationships Key Social Competence: Expressing Own Feelings Key Social Competence: Expressing Own Feelings Display Rules: Display Rules: –Minimizing –Exaggerating –Substituting Emotional Judo Emotional Judo

14. HOW? Taking Stock Who do I want to be? Who do I want to be? Who am I now? Who am I now? How do I get there from here? How do I get there from here? How do I make change stick? How do I make change stick? Who can help me? Who can help me?

15. Leadership that gets results Daniel Goleman

16. Six Key Styles—like clubs in a golf pro’s bag Coercive Coercive Authoritative Authoritative Affiliative Affiliative Democratic Democratic Pacesetting Pacesetting Coaching Coaching

17. They Influence Climate Flexibility—How free employees feel to innovate Flexibility—How free employees feel to innovate Sense of Responsibility Sense of Responsibility Standards People Set Standards People Set Sense of Accuracy about Rewards & Feedback Sense of Accuracy about Rewards & Feedback Clarity about Mission & Values Clarity about Mission & Values Commitment to a Common Purpose Commitment to a Common Purpose

18. Coercive Modus Operandi—Demands immediate compliance Modus Operandi—Demands immediate compliance Style in a Phrase—’Do what I tell you’ Style in a Phrase—’Do what I tell you’ EQ Competencies—Drive to achieve, initiative, self-control EQ Competencies—Drive to achieve, initiative, self-control When it works best—In a crisis, to kick-start a turnaround, or with problem ee’s When it works best—In a crisis, to kick-start a turnaround, or with problem ee’s Impact on Climate—Negative Impact on Climate—Negative

19. Authoritative Modus Operandi—Mobilizes people toward a vision Modus Operandi—Mobilizes people toward a vision Style in a Phrase—’Come with me’ Style in a Phrase—’Come with me’ EQ Competencies—Self-confidence, empathy, change catalyst EQ Competencies—Self-confidence, empathy, change catalyst When it works best—When change requires a new vision, or when a clear direction is needed When it works best—When change requires a new vision, or when a clear direction is needed Impact on Climate—Most strongly positive Impact on Climate—Most strongly positive

20. Affiliative Modus Operandi—Creates harmony and builds bonds Modus Operandi—Creates harmony and builds bonds Style in a Phrase—’People come first’ Style in a Phrase—’People come first’ EQ Competencies—Empathy, building relationships, communication EQ Competencies—Empathy, building relationships, communication When it works best—To heal rifts in a team or to motivate people during stressful circumstances When it works best—To heal rifts in a team or to motivate people during stressful circumstances Impact on Climate—Positive Impact on Climate—Positive

21. Democratic Modus Operandi—Forges consensus through participation Modus Operandi—Forges consensus through participation Style in a Phrase—’What do you think?’ Style in a Phrase—’What do you think?’ EQ Competencies—collaboration, team leadership, communication EQ Competencies—collaboration, team leadership, communication When it works best—To build buy-in or consensus, or to get input from valuable ee’s When it works best—To build buy-in or consensus, or to get input from valuable ee’s Impact on Climate—Positive Impact on Climate—Positive

22. Pacesetting Modus Operandi—Sets high standards for performance Modus Operandi—Sets high standards for performance Style in a Phrase—’Do as I do, now’ Style in a Phrase—’Do as I do, now’ EQ Competencies—Conscientiousness, drive to achieve, initiative EQ Competencies—Conscientiousness, drive to achieve, initiative When it works best—To get quick results from a highly motivated and competent team When it works best—To get quick results from a highly motivated and competent team Impact on Climate—Negative Impact on Climate—Negative

23. Coaching Modus Operandi—Develops people for the future Modus Operandi—Develops people for the future Style in a Phrase—’Try this’ Style in a Phrase—’Try this’ EQ Competencies—Developing others, empathy, self-awareness EQ Competencies—Developing others, empathy, self-awareness When it works best—To help an ee improve performance or develop long-term strengths When it works best—To help an ee improve performance or develop long-term strengths Impact on Climate—Positive Impact on Climate—Positive

24. We Need Many Styles Leaders who have mastered four or more—especially the authoritative, democratic, affiliative, and coaching styles—have the very best climate and business performance Leaders who have mastered four or more—especially the authoritative, democratic, affiliative, and coaching styles—have the very best climate and business performance

25. How to Expand your Repertoire? Build a team with members who complement you Build a team with members who complement you Expand your own Expand your own