Leading with Emotional Intelligence: Hands-On ... - always yours

SELF-CONFIDENCE TOOLS AND STRATEGIES 113
and explores many different scenarios and solutions. This is when
Fisker gets a “feeling” for what he wants to do.
2. GET THIRD OPINIONS
Fisker believes in getting different opinions in order to have
more information on certain issues. He knows what he thinks, but
listens to other people’s viewpoints for opinions and perspectives
on the issue at hand. Fisker uses his networking skills to acquire
multiple perspectives from many different sources.
3. EVALUATE CAPACITIES
Fisker evaluates the strengths and weaknesses of his team
during his private time and gets a good feeling for what they can
and cannot do. This allows him to gauge their window of capacity,
builds trust, and helps him determine what challenges and risks he
wants to present and to whom. When his team comes to him for a
decision, Fisker has already evaluated what sorts of capabilities they
possess and ultimately empowers them as he assigns his tasks.
4. SHOOT FROM THE HIP
Fisker prefers quick, fi rm, and empowering decisions. He also
understands that most people don’t like being managed and wants
them to feel they are following their own motivation. The perception
is that he makes these decisions because of blind trust. The person
feels the motivation to work hard in order to demonstrate that he or
she deserves that trust. Fisker captures the drama of the moment by
seizing the decision-making power rather than waiting and thinking
it over, which becomes anticlimactic and less empowering.
He likes to say, “Yes, go make it happen,” knowing full well
the positive effect this kind of response delivers. While his decisions
may appear as “shooting from the hip,” this is actually not
the case at all. It is a much more calculated system, because of the