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

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ARE YOU A STAR PERFORMER OR JUST AVERAGE? 35 • Influence • Communication • Service orientation • Leadership • Initiative • Achievement orientation Derailers • Confidence (overused) • Initiative (overused) • Drives others too hard • Self-promotion From above, Carly Fiorina is clearly a Star in three clusters, but her overused confidence, an inability to accurately assess her strengths and weaknesses, and not delegating authority to others may have led to her resignation. Whether her stardom will rise again in politics will be determined by voters versus a board. EI Ratings: Carly Fiorina PERSONAL SOCIAL Understanding Self Others ✭ Managing Self Others ✭ ✭ JEFFREY IMMELT Jeffrey Immelt was appointed Chairman of the Board and CEO of General Electric (GE) on September 7, 2001. Founded in 1892, GE is one of the most powerful and respected companies in the world, with over 300,000 employees in 160 countries, representing 11 fi nancial, services, and technology businesses. GE is the country’s biggest exporter with 60% of their revenue from outside the U.S. 36
36 LEADING WITH EMOTIONAL INTELLIGENCE In 2006 Fortune reported that GE was rated #1 in the World’s Most Admired Companies for the sixth time in eight years. 37 During the Great Recession it dropped to #9 in 2009 and #16 in 2010. John Chambers, CEO of CISCO, rated Immelt as the CEO he most admires and stated, “The job that GE and Jeff Immelt have done is the best in business. You learn a lot about a person and a company during the tough times.” 38 Immelt is on President Obama’s economic recovery advisory board. Immelt’s initial entry into GE was challenging. Not only did he follow the legendary Jack Welch, who had been CEO for twenty years, but he also took his new position only four days before 9/11 and the collapse of the World Trade Center. His leadership has been highlighted by weathering many storms and much criticism, but Immelt has pulled through and shined because he has demonstrated many of the EI competencies in his long and distinguished career. In 1994, when Immelt was vice president of GE Plastics American, he almost got fi red for poor performance. Instead of reaching his 20% profit goal, he delivered only 7% in earnings growth with a missed income of approximately $50 million! In an interview with Fast Company, Immelt recalled the dramatic subsequent events. During the annual leadership meeting in 1995, he was actively avoiding having the “tough talk” with Welch and tried to escape the auditorium. Welch grabbed him as he was slipping away and said, “Jeff I am your biggest fan, but you just had your worst year in the company. Just the worst year. I love you and I know you can do better. But I’m going to take you out if you can’t get it fi xed.” 39 (This is a good example of tough empathy from Welch.) “Even though I came close to being fi red,” Immelt added, “I never considered quitting. I knew the issues were my fault and I didn’t want to let my people down.” He described this experience as the most painful time in his entire career. But Immelt is highly adaptable, and he reflected, “Surviving a failure gives you more
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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
Page 8 and 9: LEADING WITH EMOTIONAL INTELLIGENCE
Page 10 and 11: This book is dedicated to Martin S.
Page 12 and 13: CONTENTS PREFACE ACKNOWLEDGMENTS IN
Page 14 and 15: CONTENTS xiii CHAPTER THREE: SELF-C
Page 16 and 17: CONTENTS xv Experiential Teambuildi
Page 18 and 19: CONTENTS xvii 3. White Space Issues
Page 20 and 21: PREFACE As a psychologist doing exe
Page 22 and 23: ACKNOWLEDGMENTS Iwould like to firs
Page 24 and 25: INTRODUCTION WHY EMOTIONAL INTELLIG
Page 26 and 27: INTRODUCTION 3 All of us have exper
Page 28 and 29: INTRODUCTION 5 LEADERS’ CONSEQUEN
Page 30 and 31: INTRODUCTION 7 Great leaders, like
Page 32 and 33: INTRODUCTION 9 ativity, and decisio
Page 34 and 35: INTRODUCTION 11 the Emotional Quoti
Page 36 and 37: INTRODUCTION 13 all point to the pa
Page 38 and 39: INTRODUCTION 15 ▲ What can I do a
Page 40 and 41: CHAPTER ONE ARE YOU A STAR PERFORME
Page 42 and 43: ARE YOU A STAR PERFORMER OR JUST AV
Page 106 and 107: 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 SIX COMMUNICATION AND EMPAT
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COMMUNICATION AND EMPATHY TOOLS AND
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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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Leading with Emotional Intelligence: Hands-On ... - always yours

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