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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 229 6. CIRCLE OF INFLUENCE This term was first used in Stephen Covey’s The 7 Habits of Highly Effective People. It is useful in establishing responsibility and in deciding when to refocus your energy on more fruitful endeavors. (See Figure 5.1.) CIRCLE OF CONCERN: These are concerns that are important to you but that you don’t have any control over. They begin to be a distractive noise that takes the place of truly focusing on what you can actually do. CIRCLE OF INFLUENCE (OR POWER): These are things you do have control over and where you feel empowered. Put your energy and effort here. CIRCLE OF FOCUS: These are the key areas where you need to focus. It is important to clarify a plan and the first steps. FIGURE 5.1 CIRCLE OF INFLUENCE CONCERN INFLUENCE FOCUS Stephen R. Covey. The 7 Habits of Highly Effective People. Simon & Schuster, copyright 1989. Used by permission.
230 LEADING WITH EMOTIONAL INTELLIGENCE USING THE CIRCLE OF INFLUENCE When working <strong>with</strong> your direct reports, show the Circle of Influence and ask questions about their concerns. The goal is to move them from the Circle of Concern (see Figure 5.2) into the Circle of Influence. If people stay in the Circle of Concern for a long time, they become victims who feel helpless, powerless, anxious, and insecure. They have many concerns that can and do affect them, but they feel there isn’t anything they can do about the situation. Their Circle of Influence is very miniscule, and everything is impinging on them. Their Circle of Influence can feel like the diagram that follows: FIGURE 5.2 CIRCLE OF CONCERN Concern Influence (Victim) As a leader, you need to listen to your direct reports about their concerns. You need to really hear them, show empathy, and evaluate the situation. <strong>On</strong>ce they feel heard, you want to shift them from areas of concern to areas of influence and power. These questions can help:
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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 202 and 203: 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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