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

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SELF-CONFIDENCE TOOLS AND STRATEGIES 137 of our unconscious to fi nd patterns in situations and behavior based on narrow slices of experience.” Thin-slicing, snap judgments, and intuition all describe this phenomenon that happens unconsciously, behind the “closed door.” Researchers from Harvard suggest that people can intuitively sense, in the first 30 seconds of an encounter, basic impressions they have about a person. People watching 30-second snippets of teachers giving a lecture can assess each teacher’s proficiency with approximately 80% accuracy as well. 11 “In a study of three thousand executives, with regard to decisionmaking, those at the top in various fields were most adept at utilizing intuition in reaching their decisions.” 12 This nonlinear type of knowing is a good complement to the tried-and-true systematic thinking prevalent in traditional problemsolving. QUESTIONS AND ACTION APPLICATIONS • Do you know when you are having a gut reaction? • How good are you at identifying your gut reactions, on a scale of 1-10, 10 being the highest? • How good are you at honoring your gut reactions, on a scale of 1-10? • What helps you get in touch with and listen to your gut? • How often do you communicate these gut reactions to others? • What do you need to do to utilize your intuition more? STAR PERFORMER ACTION PLAN The Star Performer Action Plan helps you integrate some of the learning from this chapter’s Star Secrets and Coach’s Corner into your overall development plan.
138 LEADING WITH EMOTIONAL INTELLIGENCE Read through Fisker’s Star Profi le and the list of other strategies that you noted to develop your confidence. Answer the following to help you make your plan. Micro-initiatives can make a macro impact. Which competencies or practices are you already doing that you want to continue? 1. 2. 3. What are some new practices you want to incorporate? 1. 2. 3. What resources do you need to make this happen? 1. 2. 3. Who can support you and hold you accountable? 1. 2. 3. How might you sabotage your efforts and best intentions? 1. 2. 3.
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PRAISE FOR LEADING WITH EMOTIONAL I
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“Leading with Emotional Intellige
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“Dr. Reldan Nadler has provided a
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LEADING WITH EMOTIONAL INTELLIGENCE
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This book is dedicated to Martin S.
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CONTENTS PREFACE ACKNOWLEDGMENTS IN
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CONTENTS xiii CHAPTER THREE: SELF-C
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CONTENTS xv Experiential Teambuildi
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CONTENTS xvii 3. White Space Issues
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PREFACE As a psychologist doing exe
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ACKNOWLEDGMENTS Iwould like to firs
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INTRODUCTION WHY EMOTIONAL INTELLIG
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INTRODUCTION 3 All of us have exper
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INTRODUCTION 5 LEADERS’ CONSEQUEN
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INTRODUCTION 7 Great leaders, like
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INTRODUCTION 9 ativity, and decisio
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INTRODUCTION 11 the Emotional Quoti
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INTRODUCTION 13 all point to the pa
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INTRODUCTION 15 ▲ What can I do a
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CHAPTER ONE ARE YOU A STAR PERFORME
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ARE YOU A STAR PERFORMER OR JUST AV
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CHAPTER TWO EMOTIONAL SELF-CONTROL
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EMOTIONAL SELF-CONTROL TOOLS AND ST
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TEAMWORK AND COLLABORATION TOOLS AN
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CHAPTER FIVE DEVELOPING OTHERS TOOL
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DEVELOPING OTHERS TOOLS AND STRATEG
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CHAPTER SIX COMMUNICATION AND EMPAT
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COMMUNICATION AND EMPATHY TOOLS AND
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CHAPTER SEVEN THE GAME PLAN Great l
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THE GAME PLAN 305 • Key executive
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THE GAME PLAN 307 4. Success Rules:
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THE GAME PLAN 309 10. Focus on Stre
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THE GAME PLAN 311 5. What will keep
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THE GAME PLAN 313 MONTH: YEAR: WEEK
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NOTES INTRODUCTION 1. W. Bennis,
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NOTES 317 24. M. Buffett and D. Cla
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NOTES 319 86. M. Buckingham, The On
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NOTES 321 CHAPTER FOUR 1. H. A. Elf
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BIBLIOGRAPHY Alexander, J. “From
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BIBLIOGRAPHY 325 Everts, D. “Carl
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BIBLIOGRAPHY 327 Maslow, A. Toward
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ADDITIONAL RESOURCES The following
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ADDITIONAL RESOURCES 331 EQ Univers
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INDEX Accountability and consequenc
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INDEX 335 Derailers of Bill Clinton
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INDEX 337 Le Doux, Joseph, 86 Leade
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INDEX 339 eight strategies for, 92-
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ABOUT THE AUTHOR Dr. Reldan S. Nadl
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HOW TO ENGAGE THE AUTHOR TO BRING E
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