LEADERSHIP RESEARCH INSTITUTE

The Leadership Athlete:

Leveraging Emotional Intelligence to Win in Business
Sponsored by
...
Emotion is Data…

2
Key Objectives
-Emphasize the business case for
Executive Emotional Intelligence (EEI)
-Provide an overview of a business
...
PxE=B

Person(ality)
x
Environment
=
Behavior

© 2008 Leadership Research Institute, Confidential & Proprietary
Athletic Attitude
•Every loss is a step to a win
-Business Development
•You’re not what you think you are
•Focus Forward, ...
Polling Question

Think of the most
influential boss you have
ever had?
Bosses Characteristics
-IQ
-Relationship skills
-Industry knowledge
-Reading people
-Empathy
-Reading self
-Self-mgmt.
-St...
Emotional Intelligence

& Performance
From “Working With Emotional Intelligence,” Goleman, 1998

33%
66%

Technical
Compet...
Business Case
• Out of 20,000+ employees over a 3 year period:
– 26% of those who fail because they can't learn from feedb...
Individual EI
Emotional Competencies
8
7
6
5
4
3
2
1
0

Chief Executive Officer

Chief Financial Officer

Research Conduct...
What if you lack
Emotional Intelligence?
 emotional labor
-burnout
-turnover
-wasted energy

 chance of
derailing your
c...
Executive Emotional

Intelligence (EEI)
Emotional intelligence is not just about “feelings”…
LRI defines Executive Emotion...
Intention & Impact
Assumption:
Intention

Impact

Actual:
Intention----------Behavior-------------Impact
Best Approach:
In...
Goal is
Strategic vs. Reactive Responses
Reacting

Responding Strategically

(Victim)
Reactive
Fast
Surprised
Emotional
Im...
EEI Pillar

Reading

EEI Area

Description

Reading
Yourself

be self-aware before, during,
and after situations

•Emotion...
EEI Pillar
EEI Area

Leading
Description
(Ability to…)

Skills

Leading
Yourself

motivate and manage
yourself in order to...
Oversimplifying Gender &
Emotional Intelligence
It matters to all of us.
-Men and Women are close on most
dimensions.
-Wom...
It’s about calibration.
Over Use? Under Use? Effective Use?

Do More

Maintain

Do Less
Feelings Forecast
Skill Building
Example development action step (Reading Yourself):

– Identify when you reacted emotionally to a
situation...
“

A leader's intelligence has to have a
strong emotional component. She has to
have high levels of self-awareness, maturi...
Driving Results

Through EI
Individual Benefits

Business Benefits

Stress Management

Higher retention rates/ Less
burnou...
Polling Question
Which situation below is most likely to be an
emotional trigger?
1.
2.
3.
4.
5.

Receiving a nasty email
...
EEI At Work
In high pressure situations executives can either
magnify or mitigate emotion…
Layoffs are a time to “lead you...
Relationships:
Empathy Matters
Compassionate

Emotional
Cognitive

Ready to act to
help

Feel what they feel

See their vi...
Maintaining Optimism When
Faced with Challenges
Leading
Straighten Your “ARO”
Yourself
A Adversity —the event or situation...
Leading Yourself: ARO
A

• Adversity
• Example: Not getting a promotion

R

• Reaction
• I don’t have the skill set to com...
Leading Yourself: ARO
A

R

O

• Adversity
• Example: Not getting a promotion
• Response
• This may be an opportunity to m...
Leading People:
Conversations Count

• Minimal encouragers
• What’s important?
• Relationships vs.
Results

Listen

Levera...
Leading Situations:
Story Telling
•
•
•
•
•
•

Communicate more
Be transparent and be visible
Level with people
Help prepa...
Development
Strategies
-Reminders (Habit)
-Emotion journals
-Create an awareness log:
Situation
Thoughts
Feelings
Actions
...
Key Messages
-EEI is essential to achieve results through others
-The foundation of EEI is Reading (Awareness)
and Leading...
Measuring
Emotional Intelligence
Tools:
–The Self Advisor
•The Advisor 360

–BarOn Eqi
•EI Refined

Focus on behavior
Able...
Thank You

Rob Fazio, PhD
Principal, LRI
Rob.Fazio@LRI.com
The Leadership Athlete: Leveraging Emotional Intelligence to Win in Business
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The Leadership Athlete: Leveraging Emotional Intelligence to Win in Business

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Emphasize the business case for Executive Emotional Intelligence (EEI)
Provide an overview of a business focused framework of EEI
Demonstrate the difference between a Reaction and a Strategic Response
Offer 3 Simple Strategies

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  • Select the top 3 that you associate with that person….
  • The Leadership Athlete: Leveraging Emotional Intelligence to Win in Business

    1. 1. LEADERSHIP RESEARCH INSTITUTE The Leadership Athlete: Leveraging Emotional Intelligence to Win in Business Sponsored by Rob Fazio, PhD Rob.Fazio@LRI,com www.LRI.com © 2013 Rob Fazio, PhD Confidential & Proprietary LRI For Reference only, please do not reproduce
    2. 2. Emotion is Data… 2
    3. 3. Key Objectives -Emphasize the business case for Executive Emotional Intelligence (EEI) -Provide an overview of a business focused framework of EEI -Demonstrate the difference between a Reaction and a Strategic Response - Offer 3 Simple Strategies © 2008 Leadership Research Institute, Confidential & Proprietary
    4. 4. PxE=B Person(ality) x Environment = Behavior © 2008 Leadership Research Institute, Confidential & Proprietary
    5. 5. Athletic Attitude •Every loss is a step to a win -Business Development •You’re not what you think you are •Focus Forward, Fall Forward •Recognize, Regulate, and Rely on Emotion
    6. 6. Polling Question Think of the most influential boss you have ever had?
    7. 7. Bosses Characteristics -IQ -Relationship skills -Industry knowledge -Reading people -Empathy -Reading self -Self-mgmt. -Stress-mgmt. -Perseverance -Influence skills -Motivator -Confidence -Finance skills -Visionary skills -Budgeting -Business acumen
    8. 8. Emotional Intelligence & Performance From “Working With Emotional Intelligence,” Goleman, 1998 33% 66% Technical Competence Emotional Intelligence
    9. 9. Business Case • Out of 20,000+ employees over a 3 year period: – 26% of those who fail because they can't learn from feedback – 23% fail because they cannot understand and manage emotions – 11% fail because they lack key technical skills • Harvard Business Review, 2002). • EI is a significant driver of leadership effectiveness, which in turn drives organizational performance, which itself makes companies 2.2 times more likely to achieve top quartile EBITDA • (McKinsey Study of Global Fortune 1000 companies, 2007).
    10. 10. Individual EI Emotional Competencies 8 7 6 5 4 3 2 1 0 Chief Executive Officer Chief Financial Officer Research Conducted by Korn Ferry International
    11. 11. What if you lack Emotional Intelligence?  emotional labor -burnout -turnover -wasted energy  chance of derailing your career trajectory  technical skills or intellect  ability select & use optimal leadership style  credibility & influence
    12. 12. Executive Emotional Intelligence (EEI) Emotional intelligence is not just about “feelings”… LRI defines Executive Emotional Intelligence as… -the integration of feelings and thoughts -so you can strategically read and lead yourself, your people and your situations to drive results
    13. 13. Intention & Impact Assumption: Intention Impact Actual: Intention----------Behavior-------------Impact Best Approach: Intention------EEI-------Action---------Impact------EEI
    14. 14. Goal is Strategic vs. Reactive Responses Reacting Responding Strategically (Victim) Reactive Fast Surprised Emotional Immediate Uncontrolled By chance or habit Blind spot (Decision Maker) Proactive At your pace Anticipated Logic + emotion Measures Self Influenced Intentional Self Aware
    15. 15. EEI Pillar Reading EEI Area Description Reading Yourself be self-aware before, during, and after situations •Emotional Self-awareness •Reaction Awareness •Comfort Zoning •Self-assessment Reading People accurately interpret verbal and nonverbal communication and awareness of your impact on others •Understanding People •Anticipating Needs/Concerns •Diversity Awareness •Talent Identification Reading Situations understand the circumstances and dynamics of past, current, and future business conditions •Political Awareness •Strategic Thinking •Implementation Thinking •Business Thinking •Organizational Awareness (Ability to…) Skills
    16. 16. EEI Pillar EEI Area Leading Description (Ability to…) Skills Leading Yourself motivate and manage yourself in order to be selfstrategic •Self-coaching •Results-orientation •Attitude Adjustment •Self-confidence •Adaptability •Optimism Leading People encourage and inspire others based on your insights and intentions •Relationship Building •Engagement enhancement •Credibility Building •Talent Development •Trust •Assertiveness be a change catalyst and have a positive impact on internal and external systems •Visioning •Business Case Building •Political skill •Political savvy Leading Situations
    17. 17. Oversimplifying Gender & Emotional Intelligence It matters to all of us. -Men and Women are close on most dimensions. -Women tend to do a bit better interpersonally. -Men tend to do a bit better intrapersonally.
    18. 18. It’s about calibration. Over Use? Under Use? Effective Use? Do More Maintain Do Less
    19. 19. Feelings Forecast
    20. 20. Skill Building Example development action step (Reading Yourself): – Identify when you reacted emotionally to a situation (i.e. made a poor decision in the moment, escalated a conflict) – What was your experience? – List instances when you tend to react (emotionally) rather than respond (strategically) – Be aware of how your reactions impact your ability to be strategic
    21. 21. “ A leader's intelligence has to have a strong emotional component. She has to have high levels of self-awareness, maturity and self-control. No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can't ignore it. Jack Welch ” CHAIRMAN OF GENERAL ELECTRIC SPEAKING TO THE WALL STREET JOURNAL
    22. 22. Driving Results Through EI Individual Benefits Business Benefits Stress Management Higher retention rates/ Less burnout and turnover Deeper understanding of values, interests, and skills Increased person/role fit Professional Development Increased job satisfaction and employee engagement/motivation Increased Self-confidence Strategic use of leadership styles and innovation Increased Competence Accelerated career development
    23. 23. Polling Question Which situation below is most likely to be an emotional trigger? 1. 2. 3. 4. 5. Receiving a nasty email Making a tough decision Firing someone Providing corrective feedback to your boss Giving a webinar on EI © 2008 Leadership Research Institute, Confidential & Proprietary
    24. 24. EEI At Work In high pressure situations executives can either magnify or mitigate emotion… Layoffs are a time to “lead yourself” and to “lead people” 3 Simple Strategies 1. Straighten you’re A-R-O (Leading Yourself) 2. Listen – Leverage – Lead (Leading People) 3. Writing the Story (Leading Situations) © 2008 Leadership Research Institute, Confidential & Proprietary
    25. 25. Relationships: Empathy Matters Compassionate Emotional Cognitive Ready to act to help Feel what they feel See their view Source: Daniel Goleman’s 3 types of empathy, detailed in Social Intelligence.
    26. 26. Maintaining Optimism When Faced with Challenges Leading Straighten Your “ARO” Yourself A Adversity —the event or situation R Reaction —your initial or habitual thoughts, beliefs, or feelings in relation to the adversity O Outcome —the result or consequence © 2013 Rob Fazio, PhD LRI, Confidential & Proprietary
    27. 27. Leading Yourself: ARO A • Adversity • Example: Not getting a promotion R • Reaction • I don’t have the skill set to compete • I new this would happen O • Outcome • Begins the snowball effect of negativity • Feel defeated. Keep close-minded. 28
    28. 28. Leading Yourself: ARO A R O • Adversity • Example: Not getting a promotion • Response • This may be an opportunity to make a career change • Outcome • Begins the snowball effect of positive thinking • Feel sensible hope. Keep open minded. 29
    29. 29. Leading People: Conversations Count • Minimal encouragers • What’s important? • Relationships vs. Results Listen Leverage • Multiply rather than divide • Speak their language • Create comfort © Rob Fazio, LRI • Know when to hold or to go • Transitions • Intentional messages • Plan Lead
    30. 30. Leading Situations: Story Telling • • • • • • Communicate more Be transparent and be visible Level with people Help prepare them Time doesn’t heal.. Empower and equip your managers © Rob Fazio, LRI
    31. 31. Development Strategies -Reminders (Habit) -Emotion journals -Create an awareness log: Situation Thoughts Feelings Actions Outcome -Using movies, music and/or “people watching” to practice reading people ©R ob Fazio, PhD LRI, Confidential & Proprietary
    32. 32. Key Messages -EEI is essential to achieve results through others -The foundation of EEI is Reading (Awareness) and Leading (Action) -EEI skills can be learned -There is often a gap between your intention (ideal) and your impact (real) Help Your Execs By Teaching Them Emotion is Not a Dirty Word!
    33. 33. Measuring Emotional Intelligence Tools: –The Self Advisor •The Advisor 360 –BarOn Eqi •EI Refined Focus on behavior Able to observe, coach, and grow
    34. 34. Thank You Rob Fazio, PhD Principal, LRI Rob.Fazio@LRI.com

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