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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 225 executives have their one-on-ones once a week. Some hold them every other week or once a month. You have to decide what will work best for you. You may start off with more frequent meetings and then spread them out. To make it is easy to stay focused, take notes and keep a fi le on each person. KEY AGENDA ITEMS SHOULD INCLUDE • Progress on deliverables or tasks. Helps to get a “% completed” number. • Challenges or obstacles they have; anything they want to add to the agenda. • How can you help as their leader (e.g., resources, talking to department heads, training, etc.)? • Critical information you want to make sure they get. • Recognition and acknowledgment you can give for what they are doing. • Identify and stretch their strengths. (See pages 226-227.) • Feedback and coaching on issues. • Clarity of vision and answering any questions they have. • Stretch goals, projects, and positions for your direct reports to keep them growing. • Next steps and actions. The Center for Creative Leadership (CCL) has identified five broad categories of experiences that lead to growth and personal development. Here are additional topics to talk about in your oneon-ones to solidify the learning. • Being given a challenging job was rated as the number one source of development by managers at CCL. Challenging jobs force rapid growth and development for your direct reports. 10 • Experiences off the job such as community service, serving on boards, or leading church and youth projects can be valuable lessons in leadership.
226 LEADING WITH EMOTIONAL INTELLIGENCE • Learning from bosses, both “best bosses” and Dementors, can help in identifying the characteristics to emulate or avoid. • Hardships can teach about limits, mistakes, resilience, and courage. Integrating these learning experiences can let your direct reports see themselves in a new light. Also, it can cast a new perspective on life matters. • Traditional training classes are a means to self-development. They can give participants tips, strategies, shortcuts, and a comparison of how they stack up against others in the class. 11 QUESTIONS AND ACTION APPLICATIONS • Decide how often you want to have one-on-ones with your direct reports. • Prepare the fi rst meeting agenda from the previous list. • See what agenda items your direct reports want and ask how you can best use the time. • Use the time to truly explore thinking and learning on many of the topics above. • Discuss and evaluate the meeting together. How was this meeting, what worked well, and what could be better? • Re-establish the frequency required for the meetings to remain beneficial. 4. SOARING WITH STRENGTHS When working with your direct reports, scan for their strengths, help them stretch them, and teach them to apply them to other areas as well. In their book Soar with Your Strengths, Clifton and Nelson identified five characteristics of strengths: LISTEN FOR YEARNINGS: This is a pull or an attaction toward something. It may come from watching someone else and saying,
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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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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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