Leadership And Emotions

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Leadership And Emotions

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Leadership And Emotions

  1. 1. Emotions Running High! Methods for Increasing Emotional Competence in Coaching &Training Orlando Moreno omoreno@hotmail.com 408.656.2498
  2. 2. Consider  How “Emotional Competence” relates to leadership effectiveness in times of stress & uncertainty  Impact of a leader’s emotion on motivation, retention and productivity  Strategies to “embed” emotional development into programs  Tools & exercises to target and develop emotional competence in “real time”  Language to increase cultural awareness of leadership emotion in the workplace 408.656.2498 omoreno@hotmail.com 2
  3. 3. “….because of the furious pace of change in business today, difficult relationships sabotage business more than anything else – it is not a questions of strategy that gets us into trouble, it is a question of emotions.” – John Kotter, Harvard Business School 408.656.2498 omoreno@hotmail.com 3
  4. 4. The Emotional Hijack!  Basic law of psychology: excessive negative emotion inhibits the ability to think clearly.  Negative emotions, esp. chronic anger, anxiety or sense of futility, powerfully disrupt work; hijack attention from productive tasks  Relationships and people are not a priority, unless the person is “protecting” him/her Anyone You Know? 408.656.2498 omoreno@hotmail.com 4
  5. 5. Discover Your Strengths Our research tells us that the single most important determinant of individual performance is a person’s relationship with his or her immediate manager. 408.656.2498 omoreno@hotmail.com 5
  6. 6. Our Responses To Threat, Fear, Stress PHYSICAL EMOTIONAL BEHAVIOR 408.656.2498 omoreno@hotmail.com 6
  7. 7. To Get at Emotion, Go Deep... Amygdala is deep within the most elemental parts of the brain. The main purpose of the innermost part of the brain is survival. 408.656.2498 omoreno@hotmail.com 7
  8. 8. Leadership and Emotions  In any human group the leader has maximal power to sway everyone’s emotions.  “The fundamental role of the Leader is to drive good feelings in those they lead. If they fail at this, nothing else they do will work as well as it could or should.” 408.656.2498 omoreno@hotmail.com 8
  9. 9. Emotions Are Contagious! When leaders drive emotions positively, they bring out everyone’s best. We call this effect ‘resonance’. When leaders drive emotions negatively, they spawn ‘dissonance’. 408.656.2498 omoreno@hotmail.com 9
  10. 10. Stress Signals  Project type employees must create relationships quickly and effectively – many of us in this room  The role of stress in the workplace – highly under estimated – it’s expected; 408.656.2498 omoreno@hotmail.com 10
  11. 11. Emotionally Competent Leaders are in Demand  Higher job uncertainty & insecurity – workplace stress  Higher degree of family & community stress  More employees working virtually – email and phones as tools for interaction  Technology “impersonalizes” the workplace  More project based employees or 1099  Changing diversity in the workplace  Age, race, religion, language, gender  Greater global reach requiring sensitivity to other cultures 408.656.2498 omoreno@hotmail.com 11
  12. 12. What is Emotional Intelligence? Emotional Intelligence is consciously choosing thoughts, feelings, and actions to create optimal relationships with yourself and others. 408.656.2498 omoreno@hotmail.com 12
  13. 13. Four Domains of Emotional Intelligence Self Others Personal Competence Social competence Self-Awareness Social Awareness  Emotional self-awareness  Empathy  Accurate self-assessment  Service orientation  Self-confidence  Organizational awareness Recognition Self-Management Relationship Management  Self-control  Developing others  Trustworthiness  Influence  Conscientiousness  Communication Regulation  Adaptability  Conflict management  Achievement drive  Leadership  Initiative  Change catalyst  Optimism  Building bonds  Stress Management  Teamwork /collaboration 408.656.2498 omoreno@hotmail.com 13
  14. 14. What is Emotional Competence?  Leaders are aware of how their behavior and actions impact employees and the business  Leaders use their thoughts and emotions to build strong appropriate relationships  Leaders create an environment where employees are motivated, trusted and engaged  Leaders partner with employees to set priorities and ensure accountability  Leaders demonstrate respect 408.656.2498 omoreno@hotmail.com 14
  15. 15. Realities of Coaching & Training for Emotional Competence  Emotional Intelligence (EI) can be taught and learned  EI takes longer to learn than cognitive skills  EI skills must be practiced & tested in context  EI is synergistic with cognitive skills 408.656.2498 omoreno@hotmail.com 15
  16. 16. Priorities for Coaching / Training for Emotional Competence 1) Manage personal stress and anxiety 2) Recognize and name emotions 3) Understand what “causes” feelings 4) Learn to differentiate between emotion and a real need to “take action” 5) Overcome depression & negativity with learned optimism 6) Manage anger 7) Connect “gut feelings” to decision making 8) Identify and react to emotions of others (empathy) 408.656.2498 omoreno@hotmail.com 16
  17. 17. Using Emotions to Maximize Decision Making  As a person matures, emotions begin to shape and improve thinking by directing a person’s attention to important changes  Examples:  A child “worries” about his homework but continually watches TV  A teacher becomes concerned about a lesson that needs to be completed for the next day. The teacher moves on to complete the task before concern takes over enjoyment. 408.656.2498 omoreno@hotmail.com 17
  18. 18. Developing Empathy  Empathy is the ability to recognize AND appropriately acknowledge another’s emotional state.  In NLP and therapeutic research, empathy includes matching the physiological changes of the other person. 408.656.2498 omoreno@hotmail.com 18
  19. 19. Empathy & The Bottom-Line  Greater emotional stability  Greater interpersonal sensitivity  Improved to superior performance for both the leader and the employee 408.656.2498 omoreno@hotmail.com 19
  20. 20. m ore em otionally dem anding In general, the the w ork, the m ore em pathic and supportive the leader needs to be . Leaders drive the service climate and the predisposition of employees to satisfy customers. 408.656.2498 omoreno@hotmail.com 20
  21. 21. Embed & Integrate EI in Leadership Development  Targeted Assessment  Individualized development plans  Group learning  Coaching  Opportunities for safe practicing of new skills & behavior–in context of work 408.656.2498 omoreno@hotmail.com 21
  22. 22. Targeted Assessment  Organizational  Climate/Morale  Motivation  Employee Lifecycle Audit  Individual  EI Self-Assessment  Behavior Style Self-Assessment  360 Degree Feedback  Anecdotal  Motivation 408.656.2498 omoreno@hotmail.com 22
  23. 23. Individualized Development Plans Design learning plans based on:  Employee feedback (360)  Peer Feedback (360–anecdotal)  Employee Survey Results (Motivation)  Past performance appraisals  Current job expectations & goals  Career path  Self-development plans  Professional goals 408.656.2498 omoreno@hotmail.com 23
  24. 24. Group Learning  Embed “emotional competencies” into curriculum for  Targeted classroom training  Facilitated discussions  Team building  Experiential and action learning  Virtual learning sessions  Peer coaching groups/Be It Groups 408.656.2498 omoreno@hotmail.com 24
  25. 25. Coaching  Focus on skill/behaviors targeted by individual development plan (IDP)  Use curriculum that is embedded with emotional competence exercises, reading content, self-reflective writing and listening activities  Breathing Techniques to Slow/Control Hijacking  Instant Better Feeling Maneuver  Action/Reaction Exercise  ABCDE Model Exercise  Stop, Challenge and Choose  Role Play with Real Life Scenarios 408.656.2498 omoreno@hotmail.com 25
  26. 26. Opportunities for Practice & Application  Interviews  Case Studies  Role Plays with Real Scenarios  Peer Reviews  Challenge Work Assignments  In- Basket Assessments  On the job training & Evaluation 408.656.2498 omoreno@hotmail.com 26
  27. 27. Taking EI into an organization  Does the organization tolerate low EI behaviors?  Does the performance evaluation process include evaluating for EI behaviors?  Is there an organizational focus on EI?  Does the organizational culture/leadership promote, train, develop, reward high EI behavior? 408.656.2498 omoreno@hotmail.com 27
  28. 28. Building EI Language Into Your Culture  Embed emotional competencies in organizational values  Talk to executives about the emotional competence of emerging leaders, HiPOs and focus employees  Add Emotional Competence as a critical ability in your leadership “readiness” scale  Integrate emotional competencies into job descriptions  Build behavior & emotional intelligence questions into interviewing criteria  Give the candidate an opportunity to demonstrate:  Empathy, self awareness, self management, relationship management 408.656.2498 omoreno@hotmail.com 28
  29. 29. W ithout a robust relationship w ith a leader w ho sets clear ex pectations, know s you, trusts you and invests in you, you are less likely to stay and perform . 408.656.2498 omoreno@hotmail.com 29
  30. 30. Questions ? Orlando Moreno omoreno@hotmail.com 408.656.2498 408.656.2498 omoreno@hotmail.com 30

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