Download Primal Leadership

Primal Leadership
The Hidden Driver of Performance
Daniel Goleman, Richard Boyatzis, &
Annie McKee
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.”
High EQ Provides Climates Where
These Things Flourish:
• Information Sharing
• Trust
• Healthy Risk Taking
• Learning
The leaders mood is contagious, spreading
quickly and inexorably throughout the
business.
Primal Task—Emotional Leadership
• Optimistic
• Authentic
• High-energy
• Sincere
• Resonant
What is EQ?
Emotional Intelligence
• Definition: Self-control, zeal, persistence, and
•
the ability to motivate oneself.
The 5 Domains of Emotional Intelligence:
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Knowing your own emotions
Managing your emotions
Motivating yourself
Empathy
Handling Relationships
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
• Ways of Attending to Emotions:
– Self-aware
– Engulfed
– Accepting (laissez-faire)
• Accurate Self-assessment
• Self-confidence
Managing Emotions
Self-Management
• Self-control and balance
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative
Managing Emotions
• Finding a Balance
• Venting Emotions
• Anger (Don’t Suppress it but Don’t Act)
– Reframe Anger (Paradigm Shifts)
– 1. Challenge the Triggering Thoughts
– 2. Understanding
• Worry
Motivating Yourself
• “Mundanity of Excellence”
– Anxiety, Anger & Depression Inhibit Learning
• Impulse Control & Delayed Gratification
– (the Marshmallow Experiment)
• Memory is state-specific
• Self-Efficacy can be learned, like optimism and
•
hope
Flow
– Self-Forgetfulness
– Zone between Boredom & Anxiety
Social Awareness
• Requires Enough Calm and Receptivity so
Subtle Signs of Others can be Received
• Empathy
• Organizational Awareness
• Service Orientation
• Benefits of Reading Non-verbal Cues:
– Better Adjusted
– More Popular
– More Outgoing
– More Sensitive
Social Skill
• Visionary Leadership
• Influence
• Developing Others
• Communication
• Change Catalyst
• Conflict Management
• Building Bonds
• Teamwork and Collaboration
Handling Relationships
• Key Social Competence: Expressing Own
Feelings
• Display Rules:
– Minimizing
– Exaggerating
– Substituting
• Emotional Judo
HOW? Taking Stock
• Who do I want to be?
• Who am I now?
• How do I get there from here?
• How do I make change stick?
• Who can help me?
Leadership that gets results
Daniel Goleman
Six Key Styles—like clubs in a golf
pro’s bag
• Coercive
• Authoritative
• Affiliative
• Democratic
• Pacesetting
• Coaching
They Influence Climate
• Flexibility—How free employees feel to
innovate
• Sense of Responsibility
• Standards People Set
• Sense of Accuracy about Rewards &
Feedback
• Clarity about Mission & Values
• Commitment to a Common Purpose
Coercive
• Modus Operandi—Demands immediate
compliance
• Style in a Phrase—’Do what I tell you’
• 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
• Impact on Climate—Negative
Authoritative
• Modus Operandi—Mobilizes people toward
a vision
• Style in a Phrase—’Come with me’
• EQ Competencies—Self-confidence,
empathy, change catalyst
• When it works best—When change
requires a new vision, or when a clear
direction is needed
• Impact on Climate—Most strongly positive
Affiliative
• Modus Operandi—Creates harmony and builds
bonds
• Style in a Phrase—’People come first’
• EQ Competencies—Empathy, building
relationships, communication
• When it works best—To heal rifts in a team or
to motivate people during stressful
circumstances
• Impact on Climate—Positive
Democratic
• Modus Operandi—Forges consensus through
participation
• Style in a Phrase—’What do you think?’
• EQ Competencies—collaboration, team
leadership, communication
• When it works best—To build buy-in or
consensus, or to get input from valuable ee’s
• Impact on Climate—Positive
Pacesetting
• Modus Operandi—Sets high standards for
performance
• Style in a Phrase—’Do as I do, now’
• EQ Competencies—Conscientiousness,
drive to achieve, initiative
• When it works best—To get quick results
from a highly motivated and competent
team
• Impact on Climate—Negative
Coaching
• Modus Operandi—Develops people for the
future
• Style in a Phrase—’Try this’
• EQ Competencies—Developing others,
empathy, self-awareness
• When it works best—To help an ee improve
performance or develop long-term
strengths
• Impact on Climate—Positive
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
How to Expand your Repertoire?
• Build a team with members who
complement you
• Expand your own