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

SELF-CONFIDENCE TOOLS AND STRATEGIES 115
what he is good at. He knows that when he does what he likes, he
remains energized, creative, and competent.
8. TAKE RESPONSIBILITY FOR YOUR MISTAKES
Fisker believes you have to be honest with yourself and admit
mistakes, so you can learn and move on. He tells the story of getting
a ticket for going 112 mph in London, where any speed over
70 mph means the loss of your license. Aston Martin wanted to hire
a lawyer for him, but Fisker decided to represent himself before the
judge. Fisker admitted he had made a mistake and confessed that
he was speeding because he was simply too busy. He added that he
had already altered his schedule to fewer appointments as a way to
admit his initiative to change. He took responsibility for the ticket,
stated what he had learned, and was allowed to keep his license
after paying a small fi ne.
9. REINFORCE PEOPLE
Fisker believes it is important to read your people and keep them
motivated. He does this by being genuinely engaging with them, by
asking questions to fi nd out more about how they think and what
they do. Fisker then acknowledges and supports their efforts.
10. BE WILLING TO MAKE DECISIONS THAT ARE
EXCEPTIONS TO THE RULE
Fisker states that a leader needs to identify the consequences
of a decision, decide if it is worth it, and then act on it. Many of his
examples focus on paying less attention to time-consuming bureaucratic
procedures. If he feels it is the right decision and that he can
cope with the consequences, he goes ahead without all of the red
tape. Fisker counts on being successful and believes that not following
procedures all of the time is minor compared to the potential
successes of his decisions to take action.