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

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COMMUNICATION AND EMPATHY TOOLS AND STRATEGIES 293 SOME POINTERS • Once a decision or conclusion is made it becomes a force that looks for self-validation, and it is hard to entertain new data or ideas. • The ladder slows down the thinking process, and with more people commenting on the data and their assumptions you can get more creative and sound decisions. Your team can help ensure quality decisions. • If two people are at the top of their ladders, you get debate and disagreement. If both people are low on the ladder, you will get more of a dialogue before people are fi xed to their positions and defending them. • The Assumption Ladder Applications tool (see Figure 6.5) gives you sentence stubs to walk up and down the ladder. It is especially helpful when a direct report or client is at the top of the ladder and you want to fi nd out how he or she arrived there. It gives you an opportunity to insert a new selection of data, which opens up thinking and other viable possibilities. • The ladder is a universal EI tool. It helps with: Self-Awareness, Accurate Self-Assessment, Empathy, Service Orientation, Communication, Influence, Leadership, Confl ict Management, Change Catalyst, Teamwork and Collaboration, and Developing Others. LADDER CARRIER It is a good idea to introduce the ladder as a tool to enhance communication and understanding of others’ viewpoints. To utilize the ladder to its fullest, you, the leader, a facilitator, or another leader should bring the ladder into your conversations. This person can be the “ladder carrier” and use terms that will help the team visualize the ladder.
294 LEADING WITH EMOTIONAL INTELLIGENCE FIGURE 6.5 ASSUMPTION LADDER APPLICATIONS Examples of sentences and sentence stubs that will help you walk up and down the ladder As a listener: I hear your actions What are they based on? How did you arrive at these plans? Tell me what conclusion you are drawing . . . Could it be possible that . . . ACTIONS CONCLUSIONS. As a speaker: Therefore, this is my plan . . . These are steps I am taking . . . It’s obvious to me . . . Therefore, I feel . . . As a result . . . To summarize . . . Here we go again . . . Tell me what your assumptions are . . . I’m curious, tell me more . . . Is that the only way to look at it? ASSUMPTIONS So, I’m assuming . . . Here’s what I attribute . . . The next step for me is . . . What piece are you looking at? I see you’re focusing on . . . What is standing out to you from the data? SELECTED DATA I am focusing on this piece . . . Here’s what I see happening . . . Here’s what I’m selecting . . . This stands out to me . . . Give me all the facts . . . What are all the findings? AVAILABLE DATA Here are all the facts . . . Here are all the findings . . . Pay attention to intentions. Make your thinking visible. 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 266 and 267: DEVELOPING OTHERS TOOLS AND STRATEG
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
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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-
Page 364 and 365: ABOUT THE AUTHOR Dr. Reldan S. Nadl
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HOW TO ENGAGE THE AUTHOR TO BRING E
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