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

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COMMUNICATION AND EMPATHY TOOLS AND STRATEGIES 283 FIGURE 6.3 CONNECTING THE DOTS: WHAT TO COMMUNICATE ABOUT FREQUENTLY Company goals Individual How are the employees contributing to the cause? Who do we serve? What are the metrics? Teamwork and collaboration Strengths noted, praise, and acknowledgment given 3. What is our core score? • What metrics are useful to track and keep improving? • How do you continually share the scores and keep everyone current? 13 QUESTIONS AND ACTION APPLICATIONS • Decide what methods you can utilize and how often you can connect the dots for your team and organization. • How can you get each of your leaders and team members to pass the communications about connecting the dots into the organization? • How do you get people who don’t have clarity to speak up so they can get the answers?
284 LEADING WITH EMOTIONAL INTELLIGENCE • Design a “clarity meter” and ask your people on a 1-10 scale, 10 being the highest, to rate your clarity with them. Inquire what could be better, regardless of the scores they give you. • Use a “brief back,” like the army does. This is where, after you have said something, you ask your people to give you the “brief back” or to summarize back to you briefly what they heard or will do. 7. GIVING FEEDBACK: SSBIR Like delegation and coaching, giving feedback is another skill that can greatly enhance performance when both delivered and received well. Sometimes it is difficult to give feedback. Why? Ask yourself: • Does the individual want to hear the feedback? • How honest can I be? • Will I hurt the person’s feelings? • What if he or she gets defensive? • Will there be retribution? • What will the person do with the feedback? • What if he or she doesn’t hear it and the same things keep happening? • Will this hinder our relationship? • Is this worth my risk? THE PROCESS The following model is adapted from the Center for Creative Leadership. This model can help in giving effective feedback. The goal of the feedback is for the person to both receive and use it. First the summary steps are listed with sentence stubs of what you say; then each step is explained in more detail.
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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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Page 256 and 257: DEVELOPING OTHERS TOOLS AND STRATEG
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Page 326 and 327: CHAPTER SEVEN THE GAME PLAN Great l
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Page 334 and 335: THE GAME PLAN 311 5. What will keep
Page 336 and 337: THE GAME PLAN 313 MONTH: YEAR: WEEK
Page 338 and 339: NOTES INTRODUCTION 1. W. Bennis,
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Page 344 and 345: NOTES 321 CHAPTER FOUR 1. H. A. Elf
Page 346 and 347: BIBLIOGRAPHY Alexander, J. “From
Page 348 and 349: BIBLIOGRAPHY 325 Everts, D. “Carl
Page 350 and 351: BIBLIOGRAPHY 327 Maslow, A. Toward
Page 352 and 353: ADDITIONAL RESOURCES The following
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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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Go to our website for more informat
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