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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 209 Assessment • Did he/she appear to take risks and initiate actions on his/ her own? • Does this seem to be a habit for him/her; does he/she regularly and consistently act this way? • How would you rate the candidate for Initiative—Star or average? SELF-CONTROL • Give me an example of a time when you were very frustrated with a customer or co-worker. What did you do or say? • What methods do you use to control yourself or keep yourself in check? How effective are you at managing your emotions, on a 1-10 scale? • What triggers you or pushes your buttons the most with customers? Assessment • Did the candidate give responses that indicate he/she responds calmly and calms others as a regular habit? • How would you rate the interviewee for Self-Control— Star or average? EMPATHY • How do you read others’ non-verbals? • Give me an example of how you demonstrate that you are open to new ways of looking at things. • Tell me of a time when a customer, co-worker, or employee was very upset with you. What did you do or say? Assessment • Did the respondent give indications of understanding where the customer was coming from or why he/she was feeling that way?
210 LEADING WITH EMOTIONAL INTELLIGENCE • Did he/she report any empathic responses, such as “You must have felt . . . ” or “That sounds very challenging, rewarding, exciting . . . ” • How would you rate this candidate for Empathy—Star or average? BUILDING BONDS • Give me some examples of what you do or say to build strong relationships with customers and co-workers. • Tell me an example of an opportunity you received from networking. • Who is the best person you know at building and cultivating relationships? What does he/she do or say? Assessment • Did it appear as a habit or an irregularity that the interviewee used strong mutual relationships as a tool in influencing or selling? • Did it seem he/she understood the importance of networking for success? • How would you rate this candidate for Building Bonds—Star or average? SELF-CONFIDENCE • Give me an example of a time that you had to be very decisive. What did you do or say? • What do you do to ready yourself for a big project, meeting, or presentation? • What do you do to maintain your confidence? Assessment • Did the candidate appear to speak and behave in an unhesitating manner?
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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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Page 182 and 183: TEAMWORK AND COLLABORATION TOOLS AN
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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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