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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 211 • How confident did this person seem to you? • How would you rate him/her for Self-Confidence—Star or average? ADAPTABILITY • Give me an example of a time you had to totally change or adopt a new strategy in working with someone. What did you do or say? • What do you fi nd to be the hardest part in dealing with change? • Give me an example of a time you changed your strategy or ideas based on what someone else told you. • On a 1-10 scale, how adaptable are you? What else could you do to improve? Assessment • Did this candidate seem to have a tolerance for ambiguity and the ability to change as a strong habit? • How would you rate him/her for Adaptability—Star or average? ACHIEVEMENT ORIENTATION • What has been the most challenging goal that you set for yourself and achieved? • What has been your most challenging goal that you set for yourself and didn’t achieve? • What is an example of a calculated risk you have taken recently? • Explain how you decide if you will take a calculated risk. • In this position, what obstacles do you anticipate you will have to deal with? • How long do you think it will take before you make a significant contribution to the team and company?
212 LEADING WITH EMOTIONAL INTELLIGENCE Assessment • Does it seem as though these behaviors are a habit for this candidate? • How would you rate him/her for Achievement Orientation— Star or average? SERVICE ORIENTATION • How do you know that your customers are satisfied with the service you are providing? • Give me an example of satisfying a customer need that was beyond his or her expectation. • How do you fi nd out what the customer really needs? Is there an example of providing for a need that the customer didn’t initially think of? • How well do your customers trust you, 1-10? What makes you say that? Assessment • Does the interviewee seem very customer-focused? • Do you think customers will relate well to him/her? • How would you rate this person for Service Orientation— Star or average? INFLUENCE SKILLS • Give me an example of your best and worst persuasion experiences. • What do you fi nd is the best way to persuade someone? • How do you deal with objections to what you are trying to sell? • Give me an example of your strategy for selling a new idea to a client or your team.
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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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