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

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TEAMWORK AND COLLABORATION TOOLS AND STRATEGIES 183 • Look at your list and consolidate ingredients where possible. The ideal number should be around seven. If you have many more it will be cumbersome to get to the next steps. • Now, have each group assess your team on these items. “Where are we today on a 1-10 scale, where 10 is high?” Give the group 10 minutes or so to discuss it and come up with a score on each ingredient you have on the fl ip chart. The team will have to reach a consensus on each one. • Pick one ingredient and get each team’s score for it. • Then, from both the highest score and lowest score, ask for more details about why the group selected that number. • Continue this process for each item. Then get an average for each key ingredient. • As a whole team, look over your list at where you are highest and lowest. • Pick the two highest scores and ask two groups to take one strength each and come up with actions to enhance your strengths. (You may have more than one group work on an area if your team has many members.) • Pick the two lowest scores and ask two groups to take one ingredient each and come up with actions to improve your weaknesses. • Each group reports their actions to the whole team. Collect all the actions on the fl ip chart. • Decide which actions would get you the biggest results. Remember the 80/20 rule: 20% of your efforts yield 80% of your results. You can vote if you have too many; ideally you should have two enhancers and two development areas to begin with. • Each action should have an owner, a key deliverable, a small team, and a time frame. Plan to report on progress in a few weeks.
184 LEADING WITH EMOTIONAL INTELLIGENCE • Schedule the follow-ups so you continually support the efforts. Ask, “What can you as their leader do to support each team’s effort?” • Plan small win celebrations and spread the news. 23. TEAMWORK INGREDIENTS SURVEY For each of these questions, please rank on a 1-5 scale as follows. 1 = it never happens 2 = it happens infrequently 3 = it happens occasionally 4 = it happens frequently 5 = it always happens Never Infrequently Occasionally Frequently Always 1 2 3 4 5 1. Our team has a shared vision that we understand and accept. 2. There is high trust among team members. 3. Communication is open, thinking is made visible, people listen well, and differing ideas are encouraged and accepted. 4. Confl ict is dealt with openly and resolved. 5. Our team is able to establish, prioritize, and work on what is most important. 6. Risk-taking and being proactive are encouraged and supported among team members. 7. Collaboration is high and team members seek win-win solutions.
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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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Page 156 and 157: 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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