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

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TEAMWORK AND COLLABORATION TOOLS AND STRATEGIES 179 sent your customers, and you can’t afford to let even one fall through the cracks.” ▲ If successful, the two people in the middle will receive a bonus of 25% of their salary. ▲ If balls are dropped, both people in the middle will be fired (again, let them self-organize, and reiterate only the guidelines). PROCESSING THE ACTIVITY TIME FRAME: 20 minutes QUESTIONS • What did you notice? • What roles did you see? • What assumptions were there? • How did things change when you had stiffer consequences? • Did you use any of the innovations from other groups? • How creative were you in using your resources? • What did you notice about your role? • How assertive were the individuals who offered ideas? • Were there any ideas that were not heard? Why not? • What would the team need to do better to make sure all inputs are heard? • How does this experience relate to what happens at work? • What are some of your insights and applications back at work? KEY POINTS IF NOT BROUGHT UP BY THE GROUP • Unclarified assumptions in your team can be a poison and can curtail your ability to innovate. • All ideas have to be heard for a maximum of creativity.
180 LEADING WITH EMOTIONAL INTELLIGENCE • It is easier to go along with others and be unsuccessful than it is to be a change leader and challenge the process. • Leadership is not about having all the answers, but rather utilizing all the resources effectively. • “Thinking outside the box” requires that people challenge the process, take initiative, and get buy-in from others. Following are three activities you can do with your team to foster teamwork and collaboration. Each one is laid out to assist you in leading the 1.5- to 2-hour session. The topics will help you clarify expectations, assess your team on specific Star ingredients that the team created, and establish what stage of group development your team is in. Specific actions help keep the momentum to develop a Star team. At the end of the chapter, there is a Teamwork Ingredients Survey, followed by a Star Performer Action Planning sheet. 21. “EXPECTATIONS” ACTIVITY “Sixty percent of business problems come with unclear expectations.”—Stephen Covey GOALS • To help your team become more cohesive and highperforming • To make your expectations as the leader visible and clear to others • To hear from your team what they expect of you as their leader • For your team to clarify expectations of each other TIME FRAME: 2 hours
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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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