The document discusses concepts related to effective leadership and emotional intelligence. It emphasizes that primal leadership involves empathy, resonance, and emotional intelligence. Uncovering an organization's emotional reality and norms is the leader's task, and identifying this begins the process of change. The document also discusses self-awareness, social awareness, self-management, relationship management, situational leadership styles, coaching skills, influence strategies, transparency, neuroplasticity, creating a shared vision, attunement, and ways for a leader to be present in a company.

1. Effective Leadership
Integration
of
Concepts

2. Primal Leadership = Empathy =
Resonance = Emotional Intelligence
HA-HA-HA-AHA-HA-HA-AHA-AHA-AHA-HAH-HAH-HAH!!!
(shared laughter is the fastest path to resonance)
…uncovering the truth and an organization’s reality
is the leader’s primal task…identifying the emotional
reality and the norms of an organization begins the
process for change. – Goleman, Boyatzis & McKee

3. What are you aware of?
SELF AWARENESS
 Emotional Self-Awareness
 Accurate Self-Assessment
 Self-Confidence
SOCIAL AWARENESS
 Empathy
 Organizational Awareness
 Developing others
 Diversity
SELF MANAGEMENT
 Self-control
 Adaptability
 Trustworthiness
 Innovation
RELATIONSHIP MANAGEMENT
 Leadership
 Influence
 Change Catalyst
 Communication
 Team building
PERSONAL COMPETENCE
(Internal)
How are you managing yourself and relationships?
EmotionalIntelligence
SOCIAL COMPETENCE
(External)

4. Are you assessing how to work with others
more effectively?
D.i.S.C.
EQ
Situational Leadership
Influence Strategies
Personal Relationships
My Ideal Self

5. • Achiever
• Agent
• Appraiser
• Counselor
• Creative
• Developer
• Inspirational
• Investigator
• Objective Thinker
• Perfectionist
• Persuader
• Practitioner
• Promoter
• Result-Oriented
• Specialist

6. S1
SUPPORTIVEBEHAVIOR
DIRECTIVE BEHAVIORlow
high
high
- High Task Directive
- High Relationship
Supportive
Behavior
S2
- Low Task Directive
- High Supportive
Relationship
Behavior
S3
S4
- High Task Directive
- Low Supportive
Relationship
Behavior
- Low Task Directive
- Low Supportive
Relationship
Behavior
FOLLOWER DEVELOPMENT READINESS
D4 D3 D2 D1
SituationalLeadership
How is your diagnostic skill of other’s confidence and competence?

7. Situational Leadership Behaviors
S3/D3
“SUPPORTING”
Let’s discuss, we
decide
S2/D2
“COACHING”
Let’s discuss, I
decide
S4/D4
“DELEGATING”
Let’s discuss, you
decide
S1/D1
“DIRECTING”
You listen, I
decide
High
HighLow
LowCompetence
Commitment
High
HighLow
Low Directive Behavior
Supportive
Behavior

8. Primal Leadership Styles
Visionary (S4 Situational Leadership)
Coaching (S2)
Affiliative (S3
Democratic (S3)
Pacesetting (S2)
Commanding (S1)

9. Coaching Conversation Model
Establish
Focus
Step 1
Discover
Possibilities
Step 2
Plan the
Action
Step 3
Remove
Barriers
Step 4
Recap
Step 5C
U
R
R
E
N
T
R
E
A
L
I
T
Y
C
O
A
C
H
E
E
G
O
A
L
S
Coaching Skills
 Contextual Listening®
 Discovery Questioning®
 Messaging
 Acknowledging and
Celebrating
The Coaching Conversation Model® is a registered copyright of Coach Works
International, Dallas, TX USA and is used by CCUI with permission.
Coaching Through the Gap

10. What Influence Strategies work for each level?
Superiors Peers Subordinates
Empowerment Empowerment Empowerment
Interper Awaren Interp Awaren Interp Awaren
Bargaining Bargaining Bargaining
Relationship Bldg Relationship Bldg Relationship Bldg
Org Awareness Org Awareness Org Awareness
Common Vision Common Vision Common Vision
Impact Mgmt Impact Mgmt Impact Mgmt
Logica
Persuasion
Logica
Persuasion
Logica
Persuasion
Coercion Coercion Coercion

11. How transparent are you?
OPEN
ARENA
BLIND
SPOT
FACADE UNKNOWN
Known to
Others
Not known
to Others
Known to Self Not known to self
Exposure
Feedback
Johari Window – Personal Relationships

12. Feedback is the breakfast of leaders!
•Humor
•Esteem
•Listen
•Praise
Give and receive with grace and compassion

13. Huh?
Acknowledge Start here
Explore 90% of time
Respond if necessary

14. Your brain’s neural
pathways and
connections change with
mindfulness and practice
– think, feel, and act on
purpose!
Neuroplasticity

15. • Align the visions of My Ideal Self with the shared vision of My Ideal Company
Use Dynamic Inquiry - by McMillen & McKee – to uncover the company’s
emotional reality.
• This leads to the creation of a shared language about My Ideal Company:
•What people care about
•What helps them succeed
•What gets in the way
Creating & Sharing the Vision of My Ideal
Company

16. Who are you being?
What are you doing?
Be the
change
you wish
to see in
the world
- Mahatma
Ghandi

17. Go with attunement, not just alignment – it moves people
emotionally as well as intellectually
Attunement is managing attention through the vision
- Warren Bennis

18. The Journey continues…name 25 ways you will be in the
company – ala Keki Dadiseth & Hindustan Lever
Affiliative + Democratic
Leadership style
Open door policy
Listen 100%
Break down hierarchy
Eat with everyone in the
cafeteria
Know and care about
employee family
members
Acknowledge and praise
Coach others for
solutions they own
Encourage initiative at
every level
Be accountable