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

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COMMUNICATION AND EMPATHY TOOLS AND STRATEGIES 253 This is a person who will disagree and take the opposite opinion just for the sake of discussion. 7. SUMMARIZE AND INTEGRATE Davies wants his clients to feel that he totally understands their concerns and where they want to go. He does this by summarizing what he hears them say and feeding it back to them. This is an effective way to establish successful give-and-take in a conversation. He will then integrate new information and strategies to help move them forward. Stephen Covey’s Fifth Habit says it all: “Seek first to understand, before you are understood.” 8. BE PREPARED Davies believes preparation is the key to being a Star Communicator. That means: • Review the client goals. • Research all the relevant issues. • Know all sides of the story. • Prepare for rebuttals to client and community responses. • Review presentations. • Prep staff for what they need to do to support you and the client. • Make sure all the details are covered before a client meeting or presentation. Davies has trained his staff to be well-prepared and proactive. He also expects them to provide all the back research and support he needs before working with clients. 9. TRAINING AND PERSONAL GROWTH Davies is dedicated to taking time out every year to have several offsite retreats with his staff. These sessions help align the com-
254 LEADING WITH EMOTIONAL INTELLIGENCE pany in the “Davies Way” and give everyone a chance to master the urgency, complexity, and change that takes place at work. He also realizes that his team needs “practice time” away from the demands of their clients to provide the service and quality that bears his name. Although some of these retreats cost up to $20,000 in lost billing, Davies is confident that the investment in his people and the Davies brand results in the excellence and integrity he requires. One recent training was designed to practice teamwork and give new leaders time to interact with their team by doing business simulations in a non-client setting. Davies, Edwards, and the facilitators gave the team feedback on their results. On one activity, the teams assembled a series of nuts and bolts from memory after brief exposure to a model. They then compared their product to the model for errors. Each team did it numerous times and decreased their time and errors to near perfection. The teams were competitive, enthusiastic, and committed. The conversation after the exercise was about what the teams learned about their leadership, teamwork, project management, communication, and how to improve these in work projects. Davies is also personally committed to learning and has been a part of the “Strategic Coach” for over 10 years. This organization holds quarterly meetings that focus on business and personal innovation and success. As part of the process, Davies feels that writing down his personal and business goals every year and reviewing them four times a year is very beneficial. He reports, “When I review them I discover that most are already accomplished and some I believe get done simply by writing them down.” 10. QUALITY IN ALL Davies takes a great deal of time mentoring his staff on the “Davies Way” to guarantee that all of the products they create reflect the highest quality. There are hundreds of details to be attended to that require meticulous care, such as writing a quality cover letter for a campaign; working with graphic artists and printers; stuffing enve-
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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 FIVE DEVELOPING OTHERS TOOL
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DEVELOPING OTHERS TOOLS AND STRATEG
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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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