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

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ARE YOU A STAR PERFORMER OR JUST AVERAGE? 67 • These assessments are strictly for your development and you don’t have to share the results with anyone. The goal is to identify a few actions that will help in your development. This may mean doing even more of what you do well. • Be honest with yourself and try not to censor your answers. “There is always a trade-off between how you want to feel and what you want to know.” 88 • Give yourself credit for what you are good at it. Sometimes people under-evaluate themselves on items. • In filling out these assessments on direct reports, again, be as honest and accurate as you can. This will give you specific information on ways that can assist them on their development. TAKING THE EI STAR PROFILE ASSESSMENT This assessment gives you many options to assess your Emotional Intelligence and/or that of your direct reports. It can allow you to see if your top competencies align with what your direct reports see as most important for you and to see how you are doing on these competencies. There is a tendency to overestimate oneself on the EI Star Profi le. Really think about how often you do these behaviors. To do some of these behaviors 50% of the time is challenging and would be a 5. To do something 80% of time or an 8 truly means you have mastered that behavior and are very consistent in doing it. A good metaphor for the frequency of these behaviors and determining whether you are average or a Star is an exercise regimen. Think of how often an exerciser who is a top 10% performer and is highly effective or exceeds expectations would exercise. Most people would say more than five times a week, where an average or “meets expectations” exerciser does it about three times week. Both performers exercise, but with different frequency. In the same way, you may do the following behaviors, but how regular and consistent are you?
68 LEADING WITH EMOTIONAL INTELLIGENCE RANK YOURSELF • Select which 10 competencies are the most important for your position; those would be ranked with a 1. • Rank yourself on each competency, keeping in mind how frequently you do each behavior. Remember that if you only do it 50% of the time, that is a 5, and 80% of the time is an 8. RANK YOUR DIRECT REPORTS • Select which 10 competencies are the most important for your direct reports’ positions; those would be ranked with a 1. • Rank your direct reports on each competency, keeping in mind how frequently they do this behavior. Remember, if they only do it 50% of the time, that is a 5, and 80% of the time is an 8. ADDITIONAL OPTIONS • Use the EI Star Profi le to get 360-degree feedback. Copy the assessment and have your direct reports, boss, peers, family members, or others rank you on the competencies using the “DR” column. • Have your boss and direct reports pick the top 10 competencies they think are most important for your position. Compare and discuss their alignment with what you have listed as the top 10. This assessment is also available at www.leadingwithei.com.
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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
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
Page 132 and 133: CHAPTER THREE SELF-CONFIDENCE TOOLS
Page 134 and 135: SELF-CONFIDENCE TOOLS AND STRATEGIE
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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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Go to our website for more informat
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Leading with Emotional Intelligence: Hands-On ... - always yours

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