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

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CHAPTER FIVE DEVELOPING OTHERS TOOLS AND STRATEGIES Keep away from people who try to belittle your ambitions. Small people always do that, but the really great make you feel that you too can become great. —Mark Twain This section provides the tools and strategies to help you become a Star Performer in the area of Developing Others. It begins with a profi le of Mark French, retired Women’s Basketball Head Coach for University of California at Santa Barbara. French shares 13 Secrets & Current Practices that help him shine as a Star Performer. The profi le is followed by the Coach’s Corner, which presents a series of 11 strategies and activities you can implement with your team right away to increase developing others in your organization. WHAT IS THE DEVELOPING OTHERS COMPETENCY? Developing Others is a key component in leading others to become Star Performers. It is the process of identifying the strengths and potential of others and then designing and implementing a plan to help them succeed. It provides support, timely feedback, and mentoring to bolster their career development. EMOTIONAL INTELLIGENCE RESEARCH EXAMPLES Strong coaching and mentoring, two methods of developing others, help the individual and the organization in many ways, including better employee performance, higher levels of loyalty 189
190 LEADING WITH EMOTIONAL INTELLIGENCE and job satisfaction, more opportunities for promotion and pay increases, and lower rates of turnover. 1 Developing Others is a vital skill for all levels within your organization, but a study of supervisors, managers, and executives in 12 large companies reveals that the greatest impact is with supervisors and also affects both sales people and line staff. 2 Research shows that as managers and executives move up in their careers, they spend a greater amount of time away from the line (and their specific job skills) and their leadership skills become more essential. In superior managers, excellence in Developing Others is second next to team leadership. 3 Star Performers understand the value of this competence. The relationship with one’s boss is one of the best predictors for how long a person stays at a job, and an essential part of that relationship is the sense that your boss sees your potential and wants you to succeed. Spherion and Lou Harris Associates found that only 11% of the employees who rated their bosses as “excellent” said they were likely to look for a different job in the next year. However, 40% of those who rated their bosses as “poor” said they were likely to leave. So, people with good bosses are four times less likely to leave than are those with poor bosses. 4 One of the questions I ask in many of my leadership trainings is about a person’s best boss. What did he or she do and say? How did he or she influence you? It is always enlightening to hear the specific practices, some micro and some macro, that have had a powerful impact on these individuals. After asking these questions of hundreds of leaders, a pattern has emerged. The individuals adopt the practices of their “best boss.” Their thinking is, “It worked well for me and should work well for others I supervise.” Typically these are essential practices like the ones we are discussing here. The fact that people remember and repeat these practices illuminates the power and influence every leader has on his or her people. If you start doing a few micro-initiatives right now, not only are you having an immediate impact on your people but you are also influencing the next generation of leaders who will pass your practices on to their followers.
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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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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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