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

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ARE YOU A STAR PERFORMER OR JUST AVERAGE? 51 almost certainly the most ever. The guy still fascinates people,” said Stephen Hess, a presidential expert at the Brookings Institution. 71 In addition, Clinton signed a reported $10 million contract with Alfred A. Knopf, Inc., to write his memoirs, a deal believed to be the biggest ever for a nonfiction book. The book came out in July 2004 and was also the biggest debut for a nonfiction book, with 2.575 million copies printed. Clinton has started the Global Initiative, which has brought together political and business leaders for humanitarian projects. The Initiative has already raised over $2 billion for more than 200 projects around the world. His post-presidential career is emulating Jimmy Carter’s, focusing on human rights. Clinton’s work with AIDS is “already saving hundreds of thousands of lives and promises to save millions more.” 72 He has partnered with Presidents Barack Obama and George H. W. Bush as one of the faces of the Haiti earthquake relief campaign. The social competencies are going to keep Clinton in the public eye and continue to make him a fortune. Yet the personal competencies derailed him. (Self Awareness, Accurate Self-Assessment, and Self-Control) He was only the second president to be impeached, when he was charged with perjury and obstruction of justice in regards to his relationship with Monica Lewinsky. The senate acquitted Clinton, but the mistakes in his personal life have forever tarnished his legacy as a president. Clinton certainly had some blind spots in understanding and managing himself. There were gaps between the awareness of his feelings and understanding the implications of his feelings. He failed to manage his impulses and was unable to publicly admit his mistakes. One would think the charges of his having extramarital affairs during the 1992 Democratic primaries would have forced him into planning ways of exerting more self-control in the future. Why would he risk all that he had worked so hard for to have momentary pleasures? From a cognitive perspective it certainly doesn’t make
52 LEADING WITH EMOTIONAL INTELLIGENCE sense, but Clinton’s lack of emotional awareness overpowered his rational side and muted all the strengths he portrays in the social competencies. In his book and interviews he states: “I think I did something for the worst possible reason—just because I could. I think that’s just about the most morally indefensible reason that anybody could have for doing anything. When you do something just because you could . . . I’ve thought about it a lot. And there are lots of more sophisticated explanations, more complicated psychological explanations. But none of them are an excuse . . . Only a fool does not look to explain his mistakes.” 73 Key Strengths and Competencies • Empathy • Service orientation • Leadership • Communication • Influence • Teamwork • Change catalyst • Initiative • Adaptability • Building bonds • Organizational awareness Derailers • Low self-awareness • Inaccurate self-assessment • Low self-control • Low trustworthiness This graph illustrates Clinton’s undeveloped and Star competencies.
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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
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
Page 108 and 109: EMOTIONAL SELF-CONTROL TOOLS AND ST
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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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