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

ARE YOU A STAR PERFORMER OR JUST AVERAGE? 21
All of the above data, situations, and events raise important
leadership questions and point to the essential need for Emotional
Intelligence answers and training.
• How can we maximize our influence as leaders?
• What lessons can we learn from our fallen or derailed leaders?
• What do Star Performers have to teach us?
• What plays or strategies can we follow to develop a company
of Stars?
• What can we learn about Emotional Intelligence from profiles
about some of our most public leaders?
Emotional Intelligence is often the missing piece of the skillset
and behavior of today’s leadership crisis. It is obviously crucial for
organizations to promote the development of high Emotional Intelligence
with all of their leaders to avoid serious problems such as lack
of impulse control and employees underperforming because their
leader is not clear, motivating, or acknowledging their efforts.
EQ, IQ, OR TECHNICAL EXPERTISE?
Just about every manager in the boardroom or conference room
is smart, with a typical IQ score of 115 or above. IQ is actually an
equalizer in corporate environments, and being a few IQ points
above or below isn’t really noticeable (although much meeting time
is wasted as executives argue to demonstrate their few extra IQ
points and “smarts”). As performers move up in their organizations,
the truth is, no matter how smart they are, they inevitably leave their
expertise behind. As they become managers and beyond, more of their
success comes from leadership skills rather than from their IQ points
or technical acumen. That means they need to cultivate many new
abilities, including motivating others to new levels, coordinating efforts
between team members and departments, managing deadlines, and
resolving conflicts.
There is an obvious gap between the skill set needed to be
a supervisor or a manager and a leader. At DreamWorks Anima-