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

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TEAMWORK AND COLLABORATION TOOLS AND STRATEGIES 147 ings are also used to provide detailed product and financial information and provide opportunities to bring up other important issues during the ‘round robin’ portion.” 8. CONTINUAL PROCESS REVIEW “All processes (MRP, sales forecast, etc.) are subject to constant review and refi nement and all departmental processes are welldocumented and available to anyone who cares to view them. When problems are identified, a team consisting of stakeholders within that process is formed, the process is reviewed, and modifications are made by the people who will be working with that process.” 9. VALUING STAFF “I believe in the value of each individual on the team. Whenever I return from a business trip, I make it a point to go around to each and every person on the team and check in with him or her. It only takes a few minutes, but people sense that I do care about them and it sends a message that they are valued.” 10. HUMOR “I am amazed at how well the prudent application of humor can relieve tensions and bring the group closer together. We use humor constantly to build a sense of camaraderie. It’s a great stressreliever.” PITFALLS: WHAT JONES NEEDS TO BE AWARE OF “I am aware that I may have an emotional response to a business situation. Due to real or imagined slights, my feelings may get hurt and my ego may become bruised. When this happens, I may have a tendency to want to impose my position on the business unit. I really don’t like myself when I do that and I feel that it compromises my ability to be an effective leader.”
148 LEADING WITH EMOTIONAL INTELLIGENCE ACTIONS: REVIEW JONES’S CURRENT PRACTICES Looking at Jones’s current practices, what practices can you incorporate to become a Star Performer in Teamwork and Collaboration? Which ones do you want to add to your Star Performer Action Plan? 1. 2. 3. THE COACH’S CORNER: 23 STRATEGIES FOR TEAMWORK AND COLLABORATION Most organizations talk a lot about teamwork, but their approach is often simplistic and superficial. A group of workers is dropped together, told “You are now a team,” and expected to act like one. This so-called team is marched onto the performance field of business without the skill sets to collaborate successfully. Becoming a functional and effective team that works and communicates well together is no slam dunk! It takes a great deal of discipline, planning, and practice and certainly isn’t easy. Although they desperately want it, it is uncommon in today’s organizational environment for leaders to prioritize teamwork and collaboration. Take a quick look at the focus of a professional sports team or dance troupe compared to a typical organization. In the corporate world, only about 5% of an individual’s time is devoted to off-line learning. Compare that to the athletes’ or dancers’ commitment: 95% of their time is spent practicing, standardizing routines and movements, identifying roles and responsibilities, improving communication effectiveness, and practicing coordination, alignment, and teamwork. To thrive, it is paramount that leaders devote the same kind of time and intention to teambuilding that athletes or performers do. Leaders need to help their employees practice their skills, enhance their strengths, and improve their weaknesses.
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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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Page 120 and 121: EMOTIONAL SELF-CONTROL TOOLS AND ST
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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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