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

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DEVELOPING OTHERS TOOLS AND STRATEGIES 233 QUESTIONS AND ACTION APPLICATIONS • In your one-on-ones, ask your direct reports to list their interferences. • How aware are they of their interferences? • Are there one or two things they can do differently that would have a big impact? 8. DELEGATION Delegation is a key skill that Star Performers excel at and practice daily. The following model adopted from Covey’s Win-Win Agreements has five steps that can help ensure that your delegations are clear, empowering, and effective if performed sequentially and in depth. The “Recommend, and Then Act” and “Act and Advise,” following, can be used as a separate check-in strategy. Have both you and your direct reports fill out what they need to come to you with first for recommendation before acting on. With these, you have to give them the green light (Recommend, and Then Act). Then, fill in what they are empowered to do and just inform you on (Act and Advise). The resulting conversation can be very clarifying and can ensure that your direct reports are empowered and checking in with you appropriately. Often when I am talking with leaders, they complain that their direct reports are not taking enough initiative. Or, on the other side, their direct reports have made decisions the leader wished they had known about ahead of time. I ask, “Have you told them what they can and can’t do (as explained above)?” Usually this conversation hasn’t happened. This is another example of a micro-initiative that can make you a Star and separate you from the average performers. Usually impacts don’t get talked about. This gives you an opportunity to tie in the value to the greater cause of what they are doing. Employees want to know how they are contributing to the bigger picture, and the impacts of their actions give them that feedback. An example of a negative impact may be: “If you don’t get this done on time, it will slow down the production line and cost the company
234 LEADING WITH EMOTIONAL INTELLIGENCE money. Plus, you and I will be to blame and that won’t work for what we are trying to accomplish. Come to me if you need more support or resources.” DESIRED RESULTS The big picture, beginning with the end in mind. • What are you trying to accomplish? • What are the key goals or deliverables? • What kind of relationship do you want with your direct reports? GUIDELINES More specifics, how to get it done. • Key do’s and don’ts. • Check in with you at what points? • Don’t spend more than X amount of time or money. LEVELS OF INITIATIVE: WHEN TO CHECK BACK RECOMMEND, AND THEN ACT For example: Personnel issues, changes that affect the project, budget, or timeline. ACT AND ADVISE People are empowered to make their own decisions and keep you informed periodically or immediately. For example: Daily routines, clarify up to what amount of money, time, and resources they can use. RESOURCES What people, time, money, training, software, consultants, etc., can be used to achieve the desired result?
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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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