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

250 LEADING WITH EMOTIONAL INTELLIGENCE
with their passion on a physical level. Once they know what it feels
like in their body, they can access and retrieve it more easily. They
also work to discover what they are most passionate about, beyond
speaking points, and delve into other juicy areas of their lives such
as their personal relationships, a sport they love, places they’ve traveled
to, and art. To further spark their passion he asks, “When are
you most happy?” Getting in touch with the answer to this question
provides a wellspring of core energy, which the candidate can
develop and use as fuel to feed the feeling tone behind his or her
speeches.
Davies also asks more pertinent questions such as:
• Why should I vote for you?
• How is my life going to be better because of you?
If a candidate cannot fi nd his passion, Davies often suggests he
not run. Period.
Davies thought John Kerry was neither passionate nor believable
in the 2004 campaign. Kerry appeared to be in confl ict during
his speeches, and Davies believes he looked like he wasn’t 100%
behind what he said.
It is no surprise that people wondered, “Will he protect us?” In
fact, Davies has video clips of Kerry speaking, nodding yes and then
saying NO. Other tapes show Kerry often changing his blink rate—
getting more rapid with issues that he did not believe—leaving the
audience with a bad impression.
Bush, on the other hand, who is not as polished nor as good a
speaker as Kerry, appeared confident and passionate and therefore
believable.
Davies shares his perceptions of these two candidates, knowing
that a person’s perception is his or her reality. He coined the term
perceptioneering, which he uses as his tag line, to describe one of
the things his company does.