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

150 LEADING WITH EMOTIONAL INTELLIGENCE
• Communicate your vision at least four times a day. 2
• Communicate what needs to be done to implement the
vision and explain how the vision supports the team.
• Use the word because to help explain the connection
between the vision and the individual team members.
• Include others, from all levels of the organization, and invite
them to offer comments and clarifications. It is important
to get everyone’s “fi ngerprints” on the projects at hand.
Remember, involvement equals commitment.
2. TRUST AMONG MEMBERS
AVERAGE: Relies only on him- or herself or on his or her particular
department and does not expect much from others.
STAR: Develops an interdependency with others characterized
by high trust and risk-taking.
ACTIONS to do the unnatural and be more effective:
Leaders develop trust by trusting their people. Below are some
suggestions.
• Develop trust by being vulnerable and admitting your
mistakes.
• Make and keep small promises.
• Set high expectations for your team and encourage risktaking
and direct feedback.
3. EXPECTATIONS AND GUIDELINES
AVERAGE: Assumes that co-workers are on the same page and
that they can read minds and so understand the desired results.
STAR: Is deliberate in clarifying reciprocal expectations and
establishes guidelines for working together effectively.
ACTIONS to do the unnatural and be more effective:
Leaders encourage members to co-create their expectations for