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

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TEAMWORK AND COLLABORATION TOOLS AND STRATEGIES 167 Other stakeholders’ involvement and impact were considered. Overall 3. Communication Assumptions and interpretations were made explicit. People asked good questions and listened well. Risk-taking and challenging the process occurred. Tension and disagreements were aired, reduced, and resolved. Overall 4. Summary A summary of the decisions made was communicated. Actions and the people responsible for them were summarized. Next steps or considerations for the next meeting were stated. People evaluated the meeting and talked about improvements. Overall 5. What one thing do you want to change or improve for the next meeting? ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ __ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ __ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ ___ __ EXPERIENTIAL TEAMBUILDING EXERCISES This section focuses on two experiential teambuilding exercises that you can do with your team. They are designed to give you
168 LEADING WITH EMOTIONAL INTELLIGENCE all the information you need to set up, conduct, and process the activities successfully. What follows is a brief rationale for experiential training. When you enter into an organization, you may be asked to explain why you believe experiential exercises have value and impact. Whether you are a manager, coach, or trainer talking to an HR Director or giving your boss an overview of some of the exercises you will do with the team, your ability to understand and explain the power and value of these exercises will help to get buy-in. WHY EXPERIENTIAL TRAINING? “The premise is simple: that we have all been brainwashed by the cultural myth that learning occurs ‘in our heads,’ not in all of us, and that, until we challenge that belief, our capacities for any sort of deep learning are severely limited . . . Our learning is ‘in our heads’ but we don’t seem to get it out, and apply it.” 4 Experiential training is quite different from traditional training. It involves whole-body learning and engages the physical, mental, behavioral, and even spiritual dimensions of a person, rather than focusing solely on the person’s mind. Because the activities are generally unknown and unfamiliar, they can lead to unexpected outcomes and surprises, creating situations of crisis and chaos. In this way, experiential activities are a metaphor for work itself, mirroring the ups, downs, and unexpected twists and turns that take place on a daily basis. Experiential training is a “practice field” that allows learning to happen in a setting where cause and effect are closely linked in time, and knowledge is generated to improve teamwork, communication, and collaborative problem-solving. Experiential training helps a team project their decision-making process and group intelligence onto the experience to be successful. The team has to organize itself to deal with time constraints, ambiguity of the directions, changing
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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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CHAPTER THREE SELF-CONFIDENCE TOOLS
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SELF-CONFIDENCE TOOLS AND STRATEGIE
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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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