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

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TEAMWORK AND COLLABORATION TOOLS AND STRATEGIES 185 8. Our team maintains a “one-team” perspective (i.e., all individuals and departments are one big team). 9. Our team is constantly learning and trying to improve. 10. Leadership is participative, shared by all, and no one person dominates. 11. Our team has established values and guidelines for how we operate. 12. We are able to hold each other accountable for the performances. 13. I receive recognition or praise for good work <strong>with</strong>in every seven days. 14. My opinion counts at work. 15. I am clear about what is expected of me at work. NARRATIVE QUESTIONS 16. Which items from the 15 above work well on your team? 17. Which items from the 15 above do not work on your team? 18. <strong>On</strong> a 1-10 scale where 10 is the highest, how would you rank your teamwork? 19. From 1-10, how would you rank the leadership on your team? 20. What could your leaders do to improve your teamwork? 21. What are a few things you would like to see changed that would significantly improve the way your team performs? 22. Other comments?
186 LEADING WITH EMOTIONAL INTELLIGENCE STAR PERFORMER ACTION PLAN Read through the Star Profile and Coach’s Corner to develop your teamwork and collaboration skills. Now, answer the following questions to help you make your plan. Remember, micro-initiatives can make a macro impact. Which competencies or practices do you already do that you want to continue? 1. 2. 3. Which new practices do you want to incorporate? 1. 2. 3. What resources do you need to make this happen? 1. 2. 3. Who can support you and hold you accountable? 1. 2. 3. What will be your first steps in this plan? 1. 2. 3.
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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 158 and 159: 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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