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

152 LEADING WITH EMOTIONAL INTELLIGENCE
5. SYSTEMS THINKING 3
AVERAGE: Focuses on his or her own department to the exclusion
of thinking large, across departmental boundaries. Believes
his or her team’s action has limited impact on others across the
organization.
STAR: Looks at the big picture and recognizes how his or her
department’s actions affect others. Knows that customers, co-workers,
vendors, and family are also intertwined as stakeholders and can
have unintended impact and consequences.
ACTIONS to do the unnatural and be more effective: A leader
helps the team see the big picture. Below are some suggestions.
• Make sure all sides of a situation are examined by assigning
advocate roles in the conversation to customers, employees,
managers, and vendors. Team members take on the roles and
concerns of each of the above stakeholders.
• Encourage the team to elaborate on all possible consequences
before rushing to make decisions.
• Counteract limited thinking and organizational learning
disabilities such as “I am my position” and “The enemy is
out there.”
6. PERSONAL LEADERSHIP
AVERAGE: Stays in his or her comfort zone and only takes
“safe bet” risks.
STAR: Takes risks that are consistent with values. In order to
become a change leader, stretches and encourages others in spite
of doubts and fears.
ACTIONS to do the unnatural and be more effective: Leaders
know that the team is the playing field to try out their Emotional
Intelligence skills and also the place to receive feedback on their
performance. Following are some suggestions.