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

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COMMUNICATION AND EMPATHY TOOLS AND STRATEGIES 291 have a difficult time following our ideas or suggestions? We reach a destination, but no one knows what roads we took, where we stopped along the way, or how long it took us. We leave out important parts of how we arrived at these ideas. Thus, our buy-in from others can be minimized. HOW DO WE USE THE LADDER? The Assumption Ladder (see Figure 6.4) is a modification of Chris Argyris’s Ladder of Inference, introduced in Senge’s The Fifth Discipline. I have been using it in organizations for over 10 years with great success. When I return a year later and do follow-up assessments on the changes that People don’t have the benefit of seeing our thinking process, what we focused in on, what we discounted, or what building blocks we crafted to support our thoughts and decisions. took place, the Assumption Ladder is usually the tool that gets rave reviews. It has staying power because it is visual, makes sense to people, brings self-awareness to their thinking process, and helps in communicating their ideas. The goal is to walk people up the ladder. It allows you to lay out your thinking process and mental models. You want to invite people up the ladder, as well, to see if they agree with your data, selection of data, assumptions about the data, conclusions, and then the actions you suggest. If they know how you arrived, they may be more willing to go along with you. Or they may disagree, but it is more constructive to disagree with your selection of data and your assumptions than to argue with you about your conclusions. In summary, the ladder gives you the steps or rungs to describe how you arrived at your decision and to deliver it for maximizing buy-in.
292 LEADING WITH EMOTIONAL INTELLIGENCE FIGURE 6.4 ASSUMPTION LADDER The goal is to make your thinking visible to others as you walk up the ladder. I take ACTIONS based on my conclusions. I draw CONCLUSIONS. I make ASSUMPTIONS based on what I’ve selected. The Reactive Trap (Our conclusions and actions affect what data we select next time.) I SELECT data to observe. AVAILABLE DATA and experiences (as a video recorder might capture it) Adapted from Luckner, J.L. and Nadler, R.S. Processing the Experience. Dubuque, Iowa: Kendall/Hunt Publishing Company, 1997.
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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 264 and 265: DEVELOPING OTHERS TOOLS AND STRATEG
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Page 268 and 269: CHAPTER SIX COMMUNICATION AND EMPAT
Page 270 and 271: COMMUNICATION AND EMPATHY TOOLS AND
Page 326 and 327: CHAPTER SEVEN THE GAME PLAN Great l
Page 328 and 329: THE GAME PLAN 305 • Key executive
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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,
Page 340 and 341: NOTES 317 24. M. Buffett and D. Cla
Page 342 and 343: NOTES 319 86. M. Buckingham, The On
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
Page 354 and 355: ADDITIONAL RESOURCES 331 EQ Univers
Page 356 and 357: INDEX Accountability and consequenc
Page 358 and 359: INDEX 335 Derailers of Bill Clinton
Page 360 and 361: INDEX 337 Le Doux, Joseph, 86 Leade
Page 362 and 363: 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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Leading with Emotional Intelligence: Hands-On ... - always yours

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