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

More documents

Recommendations

Info

ARE YOU A STAR PERFORMER OR JUST AVERAGE? 73 WHAT EMPLOYEES WANT Beverly Kaye and Sharon Jordan-Evans in their recent Retention and Engagement Drivers Report had 7,665 respondents. They found the top reasons people stay on the job were: • Exciting work and challenge = 48.4% of respondents • Career growth, learning, and development = 42.6% of respondents • Working with great people and relationships = 41.8% of respondents POWER OF LEADERSHIP The Philadelphia-based Hay Group has studied leadership and its effect on the work climate. They evaluated a number of components: • How clear is the vision of the leadership? • What are their standards? • What is expected of the team? • What is the type and amount of responsibility employees can handle? • How flexible are they in getting things done? • What kind of teamwork, pride, and collaboration do they have? They found that: Leaders Have 50-70% influence Climate Explains as much as 28% variance in the Bottom Line
74 LEADING WITH EMOTIONAL INTELLIGENCE In some cases, where the team is small or the leader is very influential, the leader may have a 90% influence over the climate of the team or organization. That is why your relationship with your boss is one of the biggest factors in whether you leave your job or get a promotion. Good bosses raise the “discretionary effort” of the team. Discretionary effort is the dedication, loyalty, and amount of effort put into a project or assignment. 93 Most employees fail to put in 100% on everything. But if you have a good boss, you usually want to please and do a good job for him or her, and usually you will put more into your assignment. You will check your work more often, ask the advice of others, and think about ways to work smarter. If the effort is discretionary, you put more into it than an employee with a bad or average boss. Small increases in discretionary effort, even 5-10%, can increase productivity and change good performers into great performers. THE SOLUTION: IF YOU OR YOUR BOSS ARE DEBILITATING There is an inoculation that can protect you from the contagion of the Debilitating Boss. You have your Emotional Intelligence competencies to build up, strengthen, and repel their impact on you, such as: • Managing your impulses and inoculating yourself from your boss • Communication and confl ict resolution skills to interact with your boss in an effective way, to attenuate his or her impact on you, and to feel you stood up for yourself • Confidence to prevent your boss from getting under your skin • Achievement orientation to fi nd ways to get your goals accomplished in spite of a Debilitating Boss
Page 2 and 3:
PRAISE FOR LEADING WITH EMOTIONAL I
Page 4 and 5:
“Leading with Emotional Intellige
Page 6 and 7:
“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 44 and 45:
ARE YOU A STAR PERFORMER OR JUST AV
Page 46 and 47: 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
Page 146 and 147:
SELF-CONFIDENCE TOOLS AND STRATEGIE
Page 148 and 149:
Page 150 and 151:
Page 152 and 153:
Page 154 and 155:
Page 156 and 157:
Page 158 and 159:
Page 160 and 161:
Page 162 and 163:
Page 164 and 165:
CHAPTER FOUR TEAMWORK AND COLLABORA
Page 166 and 167:
TEAMWORK AND COLLABORATION TOOLS AN
Page 168 and 169:
Page 170 and 171:
Page 172 and 173:
Page 174 and 175:
Page 176 and 177:
Page 178 and 179:
Page 180 and 181:
Page 182 and 183:
Page 184 and 185:
Page 186 and 187:
Page 188 and 189:
Page 190 and 191:
Page 192 and 193:
Page 194 and 195:
Page 196 and 197:
Page 198 and 199:
Page 200 and 201:
Page 202 and 203:
Page 204 and 205:
Page 206 and 207:
Page 208 and 209:
Page 210 and 211:
Page 212 and 213:
CHAPTER FIVE DEVELOPING OTHERS TOOL
Page 214 and 215:
DEVELOPING OTHERS TOOLS AND STRATEG
Page 216 and 217:
Page 218 and 219:
Page 220 and 221:
Page 222 and 223:
Page 224 and 225:
Page 226 and 227:
Page 228 and 229:
Page 230 and 231:
Page 232 and 233:
Page 234 and 235:
Page 236 and 237:
Page 238 and 239:
Page 240 and 241:
Page 242 and 243:
Page 244 and 245:
Page 246 and 247:
Page 248 and 249:
Page 250 and 251:
Page 252 and 253:
Page 254 and 255:
Page 256 and 257:
Page 258 and 259:
Page 260 and 261:
Page 262 and 263:
Page 264 and 265:
Page 266 and 267:
Page 268 and 269:
CHAPTER SIX COMMUNICATION AND EMPAT
Page 270 and 271:
COMMUNICATION AND EMPATHY TOOLS AND
Page 272 and 273:
Page 274 and 275:
Page 276 and 277:
Page 278 and 279:
Page 280 and 281:
Page 282 and 283:
Page 284 and 285:
Page 286 and 287:
Page 288 and 289:
Page 290 and 291:
Page 292 and 293:
Page 294 and 295:
Page 296 and 297:
Page 298 and 299:
Page 300 and 301:
Page 302 and 303:
Page 304 and 305:
Page 306 and 307:
Page 308 and 309:
Page 310 and 311:
Page 312 and 313:
Page 314 and 315:
Page 316 and 317:
Page 318 and 319:
Page 320 and 321:
Page 322 and 323:
Page 324 and 325:
Page 326 and 327:
CHAPTER SEVEN THE GAME PLAN Great l
Page 328 and 329:
THE GAME PLAN 305 • Key executive
Page 330 and 331:
THE GAME PLAN 307 4. Success Rules:
Page 332 and 333:
THE GAME PLAN 309 10. Focus on Stre
Page 334 and 335:
THE GAME PLAN 311 5. What will keep
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
Page 366 and 367:
HOW TO ENGAGE THE AUTHOR TO BRING E
Page 368:
Go to our website for more informat
show all

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

Create successful ePaper yourself

Delete template?

Save as template?