Primal+Leadership

Written Summary: [|Primal Leadership] Case Study: Social Case Study

Goleman, D., Boyatzis, R., & McKee, A.(2002). Primal Leadership: Realizing the Power of Emotional Intelligence.Harvard Business School Press. ISBN: 1-57851-486-

April 29th PowerPoint Presentation--PART II: Making Leaders[|Becoming a Resonant Leader.ppt] April 29th Class Discussion -- Part II Making Leaders

"Leadership is about empathy. It is about having the ability to relate and to connect with people for the purpose of inspiring and empowering their lives" - Oprah Winfrey Note: I like this quote from Oprah Winfre - this could be something we leverage - the use of celebraties to help triumph and inspire the use of social capital.

The Power of Emotional Intelligence, April 22, 2009

[|Another Smiling Kid] (I couldn't resist adding this thanks to Nadine's presentation).

[] Video Select a leader that your feel use emotional intelligence in their leadership style and represent characteristic of a resonant leader. This individual may be (dead or alive) a CEO or president, king or queen, prime minister, religious or humanitarian leader, athlete, musician, artist, educator, administrator, or a historian. This person may or may not born in the U.S. **(NOTE: Place your nomination under the appropriate discussion tab.)** Come prepared to discuss why you nominated your person as a “Resonant Leader.”
 * Wed. April 29th Discussion Question: Emotional Intelligence Nominations: A Resonant Leader **

Research and Reveal an inspirational/motivational Change Quote for the people of Bowling Alone. Place your quote along with the author’s name on the Wiki. Please indicate if your author is unknown or anonymous. Come prepared to share, discuss and explain the significance of your ‘Change Quote. **(NOTE: Place your quote under the appropriate discussion tab.)** See what a few leaders from Bowling Alone mentioned as their favorite: Mayor of Bowling Alone: You must be the change you wish to see in the world. - Mahatma Gandhi Educator in Bowling Alone: Change your thoughts and you change your world. - Norman Vincent Peale Bowling Alone Small Business Owner: In order to change we must be sick and tired of being sick and tired. - Author Unknown
 * Wed. April 29th -- Closing Question **

Deanna: "What would you do if you knew you could not fail?" - Robert H. Shuller


Daniel Goleman's Blog - [|Daniel Goleman.info]

Daniel Goleman - TED video - Why aren't we all good samaritans? media type="custom" key="3010726"

Primal Leadership identifies the qualities that make a good leader along with other leadership styles that resonate throughout an organization, energizing the employees and making the organization successful. The textbook describes the idea of leadership as an emotional function. The authors explore in-depth the understanding of emotional intelligence and its link to leading and building emotionally intelligent organizations. The authors express that the fundamental task of a leader is to create resonance at work, thereby unleashing positive traits and attributes in people. Emotionally intelligent leaders help the organization succeed because they inspire, motivate and foster commitment in people. The fundamental purpose of the book is to establish and identify prime good feelings in those who lead and uncovering the best in people. Emotion is therefore at the root cause of the primal job of leadership. For leadership success to occur – being intelligent about emotions is a critical component. Whether the individual leader, team leader, or leader in the community or organization, primal leadership demands the incorporation of emotional intelligence which drives resonance, and performance. The time for ignoring emotions as irrelevant to business has passed. What organizations everywhere need now is to realize the benefits of primal leadership by cultivating leaders who generate the emotional resonance that lets people flourish. Unlike most management theories primal leadership is grounded in brain research and builds on models that link to neurology. Emotional Intelligent theory has relevance in all areas of our lives, since wherever we go, we take our emotions with us. Study in brain research reveal why leader’s moods and actions have a great impact on those they lead—in how they inspire, arouse passion and enthusiasm, and keep people motivated and committed.
 * A. Textbook Overview **
 * B. Textbook Purpose **
 * C. Foundational Concepts **

Part One: The Power of Emotional Intelligence The research in emotional intelligence (EI) reveal that emotions are essentially contagious, and a leader’s attitude and energy can have an impact on the workplace either in a positive or a negative manner. With this in mind the authors stress the importance of ‘resonance,” which is the ability of leaders to perceive and influence the flow of emotions (including motivational states) between themselves and others they work with. The fundamental importance of resonance, which essentially arrest in part upon a leader’s ability to put into practice the skill of empathic listening is explored throughout the book. __ The Four Dimensions of Emotional Intelligence __ The authors identify four emotional intelligent domains which bridges the gap between competencies that involve listening to one’s self and to others. The domains include: 1. Self Awareness, includes the competencies of emotional self-awareness, accurate self-assessment, and self-confidence. 2. Self-Management, includes the competencies of emotional self-control, transparency, adaptability, achievement, initiative, and optimism. 3. Social Awareness, includes empathy, organizational awareness and service. 4. Relationship Management, includes inspirational leadership, influence, developing others, being a catalyst for change, conflict management, and teamwork/collaboration. According to the research, an effective leader typically demonstrates at least one competence among the four domains. The creation of resonance is a hallmark of primal leadership that can only be fostered by emotionally intelligent leaders. For a leader to promote prime resonance in a group, it is important to understand these four EI competencies. Interestingly, these competencies are not innately inherent but are learned abilities. The use of emotions in leadership function is a primal task that sets leaders apart. Great leaders move people by channeling emotions in the right direction, whether it is in formulating corporate strategy in the boardroom or a series of action items on the shop floor. Below is a list of the six distinct leadership styles: Six Styles of Leadership 1. Visionary, describes leadership that inspires people by focusing on long-term goals. 2. Coaching, describes leadership that helps people assume responsibility for a stretch of the road that leads to organizational success. 3. Affiliative. Describes leadership that creates a warm, people-focused working atmosphere 4. Democratic, describes leadership that obtains input and commitments from everyone in the group. 5. Pacesetting, describes leadership that sets ambitious goals and continually monitors progress toward those goals. 6. Commanding, describes leadership that issues instructions without asking for input about what is to be done or how: ‘do it because I say so.” Note: Leadership is learnable however it takes time and most of all commitment (p.88). Part Two: Making Leaders According the authors, for emotionally intelligent leaders, resonance comes naturally in their dealings with people. Their actions reinforce synchrony within their team and with the organization. The strength of an emotionally resonant leader lies in the emotional bond he/she forms which allows people to collaborate with each other even in the face of change and uncertainty. This model of learning was developed by Richard Boyatzis during three decades of work in leadership development, both as a consultant to organizations and as an academic researcher. The author provides a five-step process for discovering better leadership skills. //Step One//: My ideal self – Who do I want do be? //Step Two//: My real self – Who am I? What are my strengths and gaps? //Step Three//: My learning agenda –How can I build on my strengths while reducing my gaps? //Step Four//: To experiment deliberately with and practice new behaviors, thoughts, and feelings to the point of mastery. //Step Five//: To develop trusting, encouraging relationships that provide support that enables change to take place. Our authors suggest that comparing one’s ideal self to one’s real self is a powerful tool because it helps identify strengths (areas where one is effective) and gaps (areas where one is not as effective as desired). The theories set forth in Primal Leadership suggest that these discoveries not only provoke awareness but also a sense of urgency.
 * __Leaders Repertoire of Styles__**
 * Self-Directed Learning**
 * The Five-Step Discovery Towards Learning Leadership Skills**
 * Sustaining Leadership Change**

Part Three: Building Emotionally Intelligent Organizations // When Teams Fail: The Power of Norms // 1. Group decision making is superior over that of even the brightest individual in the group EXCEPT if the group lacks harmony or the ability to cooperate o Leader sets the tone and helps to create the group’s emotional reality o Leaders must be skilled in collaboration to keep resonance high and ensure decisions are worth the effort of meeting and recognize how to balance a team’s focus on the task at hand with attention to the relationships among the team members o Norms of the group help to determine whether it functions as a high-performing team or becomes simply a loose collection of people working together o People automatically sense the ground rules and adjust how they behave accordingly 2. Group emotional intelligence may determine a team’s ability to manage its emotions in a way that cultivates trust, group identity, and group efficacy to maximize cooperation, collaboration, and effectiveness // Maximizing the Group’s Emotional Intelligence // 1. Requires self-awareness, self-management, social awareness, and relationship management 2. Groups act collectively exhibiting their moods and needs 3. Self-aware Teams o Acknowledgment of individual feelings and emotions o Contributions from within the team from emotionally intelligent members 4. Self-managed Teams o Clearly stated core values, expectations, and mission o Groups members are accountable for managing how they work together o Positive norms with be maintained only if the group puts them into practice over and over again o Group members instill and reinforce resonant norms and hold each other accountable for sticking to them 5. The Empathic Team o Triggers feelings or team pride o Identifies other key groups in the organization contributing to the team’s success and takes consistent action to foster a good working relationship with those groups o Uncovering a Team’s Emotional Reality o Leaders should start by helping the team raise its collective self-awareness – monitor the motional tone of the team and help members to recognize any underlying dissonance o Leaders should listen for what is really happening within the group and observe the group for important signals o Leaders should model and encourage team members in self-awareness, empathy and a focus on others //Discovering the Team’s Emotional Intelligence// 1. Look for signs that reveal whether team habits, and the systems that support them, work well 2. Get top executive teams together to have honest discussion about what is working and what is not 3. New and healthy legitimacy develops around peaking the truth and honestly assessing both the behavioral and the emotional aspects of culture and leadership 4. New habits are created in the process 5. When truth seeking comes from the top, others are more willing to take the risk
 * __ The Emotional Reality of Teams __**

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// When Leaders Don’t Listen – what can happen // 1. Uncovering the truth and an organization’s reality to avoid being out of touch and out of tune. // 2. // Rigid and commanding styles prevent people from telling them the truth //The Toxic Organization// 1. Leader with dissonant styles results in a toxic corporate culture 2. Leaders in toxic organizations often rely on threats and coercion to get things done //Where Change Begins// 1. When emotionally intelligent leaders actively question the emotional reality and the cultural norms underlying the group’s daily activities and behavior 2. Leaders must pay attention to the hidden dimensions: people’s emotions, the undercurrents of the emotional reality in the organization, and the culture that holds it all together // Discovering the Organization’s Reality through Dynamic Inquiry // 1. Employee evaluations rarely measure subtle layers of feelings and complex norms 2. Dynamic Inquiry – enable leaders to begin to address underlying cultural issues preventing growth o Focused conversations and open-ended questions o Uncover root causes of problems in the culture and true sources of inspiration around them o Enables people to discuss what works and what doesn’t o Promotes open discussion in small group format o Process tends to snowball __ The Critical Shift: Moving from Dissonance to the Ideal Vision __
 * __ Reality and the Ideal Vision: Giving Life to the Organization’s Future __**

1. Define an ideal vision for the organization · Employees share extraordinary experiences which bond them together as a group · Degree of cohesion can be a good indication of how well the ideal vision has been identified and aligned employees around that common purpose 2. Emotional leaders need to move beyond a solo scrutiny of an organization’s vision to draw upon the collective vision of the followers 3. Be the Change You Want to See (Walk the talk) · Create common ground and understanding by focusing people’s attention on the underlying issues and solutions on what needs to change and why · Focus on the ideal, · Move from talk to action // Lessons: Building an Emotionally Intelligent Organization // 1. Emotional Intelligence is key to the success of any organization 2. Emotionally intelligent leaders must: · Create resonant organizations, involving people in discovering the truth about themselves and the organization · Help people to name what is harmful and to build on the organization’s strengths · Bring people together around a common vision · Create and demonstrate new ways for people to work together · Build resonance · Ensure that resonance can be sustained through the systems that regulate the ebb and flow of work and relationships 3. Discovering the Emotional Reality · Respect the group’s values and the organization’s integrity · Slow down in order to speed up · Start at the top with a bottom-up strategy 4. Visualizing the ideal · Look inside · Don’t align – attune · People first, then strategy 5. Sustaining Emotional Intelligence · Turn vision into action · Create systems that sustain emotionally intelligent practices · Manage the myths of leadership media type="youtube" key="mR0_SK1K8xY" height="344" width="425"

// 1. // Ensure that the entire fabric of the enterprise is interwoven with emotionally intelligent leadership // 2. // Cultivate leaders who will create emotionally intelligent groups // 3. // Understand that organizations thrive on routine and the status quo // When Leadership Building Fails // · The top leader must drive mandates for change personally · Top management needs to demonstrate commitment __ Succeed with a Process – Not a Program __ // 1. // Design a process that continually builds leadership that gets results // 2. // Create a safe space for learning, challenging, but not too risky // 3. // Focus on emotional and intellectual learning // 4. // Build on active, participatory work where people use what they’re learning to diagnose and solve real problems // 5. // Create processes that are multifaceted · Mixture of learning techniques · Conducted over a period of time · Take the culture head on // 6. // Build Culture Change into Leadership Development // 7. // Create Buzz // 8. // Get Bullish on Leadership // 9. // Maximize the Half-Life of Learning · Tie-in training to culture within the organization · Seminars built around the philosophy and practice of individual change · Make learning relevant · Creative and potent learning processes with a purpose · Relationships that support learning, such as learning teams and executive coaching // 1. // Emotions MATTER for leadership // 2. // EI offers the essential competencies for resonant leadership // 3. // Create processes that make the group, team, or the entire organization more resonant // 4. // The best leaders lead not by virtue of power alone, but by excelling in the art of relationship // 5. // Resonant leaders know: · When to be collaborative · When to be visionary · When to listen · When to commence · How to nurture relationships · When to surface simmering issues · How to harmonize the human synergies of a group · Care about the careers of those who work for them · Inspire people to give their best for a mission that speaks to shared values · Creates a climate of enthusiasm and flexibility // 6. // Leaders with EI are: · Values-driven · Flexible · Informal · Open and Frank · Connected to people and to networks · Exude resonance with a genuine passion for their mission
 * __ Creating Sustainable Change __**
 * //__ Summary: Toward Resonant Work and Resonant Lives __//**

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