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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 219 • Tell me a time when something dropped through the cracks in a project. How did you correct it? What would you have done differently? • What is your method for time management? What is the most challenging thing for you with time management? Assessment • Did it seem to you that this person manages follow-through? • How easy was it for him/her to acknowledge a mistake in the third bullet? • Does this candidate seem to you to have a strong habit in taking responsibility for tasks? • How would you rate this person in Conscientiousness—Star or average? HOW TO USE THE INTERVIEW RATING SCALE Following is a rating scale to help you determine which competencies are needed for each position. Rate the competencies fi rst for importance and then rate the interviewee using a score. This is helpful because when you are talking with other interviewers you can be more specific about what you are looking for and what each interviewer’s opinion is about a certain competency. The result is a focused and poignant conversation about competencies, rather than the general, “So what do you think?” INTERVIEW RATING SCALE Use the Interview Rating Scale for each of your employees and each of your positions. First, RANK each of these characteristics for its IMPORTANCE to the particular position.
220 LEADING WITH EMOTIONAL INTELLIGENCE 3 = Must have 2 = Like to have 1 = Not necessary Next, SCORE the individual on each characteristic. 4 = Excellent 3 = Good 2 = Fair 1 = Poor Now, MULTIPY the two numbers (IMPORTANCE times SCORE) for the TOTAL Name: Characteristic Organizational Awareness Proactive Initiative Energy Level Self-Control Acceptance of Others/Empathy Trustworthiness/Integrity Communication: Internal Communication: External to Clients Intelligence Confl ict Resolution Self-Awareness Building Bonds/Rapport Self-Confidence Accept Things as a Challenge/Adaptability Motivation/Achievement Orientation Service Orientation Voice of Reason in Chaos Importance Score Total
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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 192 and 193: 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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