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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 221 Leadership Teamwork and Team Player Software Tools: Microsoft Excel, Microsoft Project, Quickbooks Fit for Our Culture Influence Skills Technical Skills Developing Others Conscientiousness/Work Ethic Financial Knowledge & Experience Creativity Other Characteristics: TOTAL SCORE Assessment: • What I like best about the candidate is . . . • I think he/she can help us in the following areas . . . • Concerns I have about the candidate are . . . • Overall rating: Don’t hire! Good. Adds value. We must have! (Circle One) Gregg Butterfield, an executive project manager in Dealership Facilities Services working for General Motors, has been extremely innovative in the project development process. He uses this form and these types of behavioral questions to evaluate and select architects, engineers, and contractors for dealership development projects. He says, “I ask the questions that people are not prepared to answer in the normal interview process for this type of work. What
222 LEADING WITH EMOTIONAL INTELLIGENCE this yields is an indication of how this person may function with other members of the team.” This information about their Emotional Intelligence, paired with their experience and their bids, has allowed him to select the best teams. He has saved General Motors hundreds of thousands of dollars and untold hours of confl icts and headaches. Butterfield says, “Every project that goes wrong is usually driven by mismatched expectations. That’s why this selection process is so important.” 3. ONE-ON-ONE MEETINGS This is the heart and soul of development. If you don’t have one-on-ones with your people, you are missing the primary tool for moving your people from good to great. Jim Snell is the president and COO of Shield Healthcare, Inc., a national distributor of medical products. He has one-on-ones every Tuesday with all of his direct reports. When asked about the value and content of these meetings, he replies: “The one-on-ones are a good opportunity for me to stay current with what the department is working on and allow me to offer suggestive input on the direction of significant initiatives. Often the initiatives cross functional boundaries, and if I perceive inconsistencies between departments I can suggest the managers get together and do a reality check between them. “We establish due dates, timelines, and significant events to determine ‘go’ and ‘no go’ decisions. These conversations go a long way in helping us learn about each other. They are essential to teambuilding and creating meaningful long-term business relationships.” Paul Collins is the Director of Client Services at Shield Healthcare, Inc., and has reported to Jim Snell for almost nine years. In that time he missed only a handful of Tuesday morning meetings because of vacation, sickness, or out-of-town trips. “Jim is the one
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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 194 and 195: 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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Go to our website for more informat
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