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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 205 to “the crisis of the day,” this often does not happen regularly or in depth. Leaders often make uninformed assumptions that everybody is doing just fi ne. Here are some of the basic review practices used successfully in the world of sports that leaders can apply to their businesses: 1. Communicate and give feedback daily. 2. Tailor communication to the individual. 3. Balance strengths with development. 4. Offer experiential teaching. Make sure “correct” actions are repeated along with support and guidance. 5. Give feedback immediately after the next performance in the developed area. Which practices can you use to improve your performance reviews? • Are there ways you can shadow or witness a direct report’s performance? • How can you incorporate feedback from others, such as peers? 13. BRIEFINGS BEFORE AND AFTER THE GAME BEFORE THE GAME Coach French always focuses on what his team does well and how they can continue to execute what they already know. He doesn’t focus or worry as much on what their opponent does. Coach Smith at the University of North Carolina had a similar philosophy. Before games he would repeat the phrases: “play hard,” “play together,” and “play smart.” 6 AFTER THE GAME Coach French and the team talk about what they did well and what led to their successes. This discussion reinforces the practices
206 LEADING WITH EMOTIONAL INTELLIGENCE and disciplines the team has employed. It is important for French to hear from his players about their perception of the game. This helps him gauge their confidence level and motivation and often begets new insights and practices. The successes are written down so they can be referred to at a later date. BUSINESS APPLICATION • Do you consciously prepare your team for a new endeavor? • Do you clarify your expectations with them and hear from your people what they think they need to succeed? • Do you practice for this new endeavor? • What kind of feedback do you give and get after a performance? It may be a meeting with a new client, a presentation in front of your executive team, or solving a confl ict with co-workers. In many companies, this is called an “afteraction review” or a “postmortem.” • Would this be helpful in your organization? • What do you need to do to start this process for your team or organization? PITFALLS: WHAT FRENCH NEEDS TO BE AWARE OF Coach French identified a few of the pitfalls that can get in the way of developing his players: • He can become too sensitive about being liked by his team, the administration, and the fans and fail to stick with his gut feelings about what the right thing to do is. • At the risk of not being liked as much, he might not challenge the players as much as he could. • He can be too helpful in solving players’ problems instead of letting them struggle to fi nd their own answers.
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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 FOUR TEAMWORK AND COLLABORA
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TEAMWORK AND COLLABORATION TOOLS AN
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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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