course 5120 - leadership presentation

Learning to Lead with Emotional Intelligence

Primal Leadership:

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Primal Leadership

Introduction

Part 1: The Power of Emotional Intelligence

Part 2: Making Leaders

Part 3: Building Emotionally Intelligent Organizations

Summary

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The Blues TeamIdentity: Lake Forest Graduate School of Management MBA students who work for Health Care Service Corporation (HCSC) & Blue Cross Blue Shield Association (BCBSA).

We are The Blues Team.Purpose: To present the concepts advanced in the book Primal Leadership: Learning to Lead with Emotional Intelligence.Shared Vision: Our shared vision is to build effective teams.Shared Goal: To cohesively and concisely present the concepts of Primal Leadership by allowing each team member to contribute new insight and value to our instructor’s knowledge of the book’s concepts.

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Primal Leadership

Part 1 Part 2 Part 3

• Primal Leadership• Resonant Leadership

• Neuroanotomy of Leadership

• Leadership Repertoire

• Dissonant Styles

• Becoming a Resonant Leader• The

Motivation to Change

• Metamorphosis

• The Emotional Reality of

Teams• Reality & The

Ideal Vision• Creating

Sustainable Change

The Power of Emotional IntelligencePrimal Leadership:

Team One

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Identity, Purpose, Values, Vision,Competencies & Fit, Principles, and Goal

Team 1:

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Team 1: Identity

We are Lake Forest Graduate School of Management MBA

students who are a dynamic team of visionary contributors.We are the Trailblazers.

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Team 1: PurposeOur purpose is to introduce you to

the foundational concepts of The Power of Emotional

Intelligence presented in Section 1, Chapters 1-5 of the book Primal Leadership: Learning to

Lead with Emotional Intelligence by Goleman, Boyatzis and McKee.

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Team 1: Values

• Success• Integrity• Collaboration• Empathy

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Team 1 DiSC Strengths ContributionMember High Profile

Anka Tomich C Perfectionist Detail OrientatedPart 1, Presentation, Blues Shared Information

Ayesha Tanveer S Investigator

Research, Team

OrientatedPresenting Chapter 1

Jerry Rosenthal D Creative Vocal, Inquisitive Presenting Chapter 2

Len Loster C Perfectionist Semantics, Results Presenting Chapter 4

Linda Holzshu C Collaborative Detail oriented, Presenting, Presenting Chapter 3

Lisa Greenspan D Creative Presenting Presenting Chapter 5

Yaw Ofosu D Result Oriented

Research, Writing,

Presenting

Part 1, Created & Coordinated Final Presentation

Team 1: Competency & Personal Fit

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Team 1: Operating Principles

• Everyone contributes to the goal = 100% participation and accountability

• Each team member has a defined role and responsibility.

• Treat each other with mutual respect and trust.

• All communication will be open and transparent.

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Team 1: GoalOur goal is to present the concepts

from section 1, chapters 1-5, The Power of Emotional

Intelligence, from the book Primal Leadership: Learning to Lead with Emotional Intelligence, by Goleman, Boyatzis & McKee, in a concise manner that will add new insight and value to our instructor’s understanding of the

concepts.

The Power of Emotional IntelligencePart One:

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The Power of Emotional Intelligence

Chapter 1: Primal Leadership

Chapter 2: Resonant Leadership

Chapter 3: The Neuroanotomy of Leadership

Chapter 4: The Leadership Repertoire

Chapter 5: The Dissonant Styles

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Leadership

Emotions PassionInspiration Resonance

GREAT LEADERS MOVE US

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“Driving the collective emotions in a positive direction and clearing the smog created by toxic emotions.”

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To prime good feeling in those that they lead. To create resonance - a reservoir of positivity that frees the best in people.

#1 Task of a Leader

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The Open Loop• The brain has an ‘open loop’ system

• We are ‘wired’ to pick up subtle clues from one another.

Resonance is contagious…so is dissonance

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Chapter 1: Primal Leadership“Smile and the world smiles with

you.”

• Moods influence how effectively people work

• Upbeat moods boost cooperation, fairness and performance.

• Leader’s mood affects emotions of people around them.

• Good moods drive business to success

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Climate

Leader

Positive Link

Organizational

Success

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• Attuned to people’s feelings• Move people in a positive emotional direction

– Comes naturally to emotionally intelligent leaders

– Passionate and enthusiastic– Under their guidance:

• Group members feel comfort• Share ideas• Work collaboratively• Get things done

– Without a resonant leader:• People do “good enough”• But only go through the motions

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• Opposite = Discordant Leader• Dissonance: An unpleasant or harsh sound• Dissonant leadership produces groups that feel

emotionally discordant and continually off key• 42% of U.S. workers reported incidences of yelling and

verbal abuse (>1,000 survey sample size)• Biological cost: Emotional Toxicity (>heart rate, distorted hearing, muddled thinking, flight)• Throughout history, demagogues have exploited the

negative resonance of others; stirring up crowds and creating mob actions

• More common in today’s corporation: Ex: Self absorbed leaders

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• Leadership and the Brain Design– Intellect alone does not make a leader

• Neural systems responsible for intellect and emotion are separate but intertwined (thoughts and feelings)

• In emergency our emotional center, the limbic portion of the brain, takes control

• The trigger point for compelling emotions is the Amygdala; it can commandeer the Neocortex, the rational center of the brain.

– EI competencies rely on smooth operation of limbic circuitry

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• 4 EI competencies:1. Self Awareness2. Self Management3. Social Awareness4. Relationship Management

• Each is critical• Cultivate an atmosphere of cooperation and trust• Intertwined: Without recognizing our own

emotions, we will be poor at managing them and less able to understand them in others

• Once leaders can understand their own vision and values and can perceive the emotions of the group, their relationship management skills can catalyze resonance.

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Chapter 3: The Neuroanatomy of Leadership

• Neuroanatomy: (n) neu·ro·anat·o·my - the anatomy of the nervous system

• Emotional Intelligence Domains: 1.Personal Competence

• How we manage our selves2.Social Competence

• How we manage relationships

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1. Self Awareness:• Emotional self awareness• Accurate self-assessment• Self-confidence

2. Self-management:• Emotional self-control• Transparence• Adaptability• Achievement• Initiative• Optimism

Personal Competence

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1. Social Awareness• Empathy• Organizational

awareness• Service

2. Relationship management

• Inspirational• Influence• Developing Others• Change Catalyst• Conflict management• Building Bonds

Social Competency

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Chapter 4: The Leadership Repertoire

• Visionary Approach– Moves people toward shared goals– When an area needs a new direction

• Coaching Approach– Binds personal and organizational goals– Helps employees improve performance using

long-term goals• Affiliative Approach

– Creates synergy by connecting people– Strengthens connections between people

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Chapter 4: The Leadership Repertoire • Democratic Approach

– Employee input is beneficial– Builds consensus– Provides valuable information for employees

• Pacesetting Approach– Allows employees to meet challenging & exciting goals– Should be used with only high performing employees

to receive high quality results• Commanding Approach

– Gives clear direction during a crisis– Useful for crisis situations or problem employees

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Chapter 5 – The Dissonant StylesPacesetting:

• Obtains high quality results from a competent and motivated team.

– An EI competency = Improving performance.– Use only in settings where it is a fit: Ex: EMC’s

rise in the storage markets the late 90’s– Successful when leadership has drive to achieve,

finds ways to improve performance, and has initiative to recognize and seize opportunities.

– Pacesetting leads dissonance if poorly executed: Ex: Employees feeling pushed too hard by Leader’s demands.

– Unsuccessful when leadership lacks collaboration and communication skills.

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Chapter 5 – The Dissonant StylesCommanding/Coercive:

– “Do it because I say so.”– Demands immediate compliance.– Uses Influence, Achievement, and Initiative.– Should be used in a crises to initiate fast change, or to

deal with problematic staff.– Least effective leadership approach in most situations.– Coercive leadership thrives in large numbers despite its

negative effects.– It is highly visible in the medical and military industries, but balanced out in both industries by other leadership styles in place.

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Chapter 5 – The Dissonant StylesSOB Paradox:

– Leads with Commanding and/or Pacesetting styles – Successful when teams have resonant leadership styles

present. Ex: Microsoft Corporation– Some leaders have an illusion of success during a

period of high market capitalization.– High interest in short term financial goals, with a lack

of regard for long term organizational goals.– Some leaders have strengths that counter balance their

negative behavior, which are not as visible but add to their success.

– Leadership drives away talent; the SOB must reform or leave.

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Chapter 5 – The Dissonant Styles

Flexible:– The idea that Pacesetting, Commanding, and

SOBs, can reform or adapt to specific leadership situations and be more effective.

– Leadership styles used can range from affiliative to coaching, both are styles not typically present in the primarily dissonant styles of such leadership.

– The flexibility comes from the leader knowing when, why, and how to switch gears and lead in the appropriate style.

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Pop Quiz: Part 1According to the concept of Primal Leadership,

which phrase completes the following sentence most accurately?

“Great Leaders…”

A. “…move us.”B. “…ignite our passion.”C. “…work through the emotions.”D. “…inspire the best in us.”

Making LeadersPrimal Leadership:

Team Two

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Team 2:

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Team 2: Identity

We are the “It” team.

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Team 2: Purpose

Our purpose is to reinforce the elements of the Making Leaders

section in the book Primal Leadership.

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Team 2: Values

• Achievement• Crea(it)ve• Excitement• Integrity• Quality

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Team 2: Vision

To be a highly effective group at accomplishing the assignment of

teaching Part 2 of Primal Leadership

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Member DiSC StrengthContribution

Behavior StyleName High

Carrie Gath I Appraiser,Enthusiastic

Victory with flair

Casandra Evans C Objective Thinker, Analytical Perfectionist

Eric Dortch D Takes Authority Gets Results

Steven Meunier C Thinker, Detail Oriented Methodical

Tamatha Smith C Organized, Planner Detail OrientedTim Boulware S Steady, Empathetic Loyal

Tony Fortier I Appraiser, Motivator Driven to look good

The section was divided between each of the members of the team. Each member summarized their assigned sections.

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• Address conflict openly and constructively• Be considerate of other team members.• Each member will start with an equal amount of

time in the final presentation. Members not meeting the group expectations, will have a reduction of time.

• Everyone will be required to contribute.• Final presentation will be complete by week nine• Notes, if necessary, will be taken at each meeting

and responsibility shared between each member of the team.

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Team 2: Goal

Our goal is Emotional Intelligence!To learn it, to do it, to be it.

To articulate our understanding of the Making Leaders section of Primal

Leadership by presenting the content during week 10 of the Effective

Leadership class, January 27, 2010.

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Chapter 6: Becoming A Resonant Leader

Chapter 7: The Motivation to Change

Chapter 8: Metamorphosis

Making Leaders

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Truth and Leaders• CEO Disease

– Vacuum created when people withhold information

– Not limited to CEOs• Can Everyone Be Better Than Average?

– Most people tend to overestimate their abilities

– Poorest performers exaggerate the most– Old leaders can learn new tricks

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Nurture over Nature• Leaders can be made• Emotional Intelligence can be learned

– There is a genetic component to EI– Nurture plays a major role as well– Leaders are Made, Not Born (page 100 –

101)– Great leaders gradually acquire the

competencies to make them effective– Can be learned by any leader, at any point– Must have will and motivation

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How the Brain Works• Emotional Intelligence operates in the

Brain’s:– Neocortex

• Prefrontal lobes– Governs analytical, technical ability, abstract

thinking, aggression, sexual behavior– Grasps concepts quickly

– Limbic system• Amygdala

– Governs feelings, impulses, and drives– Much slower learner, habits learned early

in life

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How the Brain Works• Human brains can create new neural

tissue• EI requires a lot of practice• Mindfulness – the ability to focus and

drop distractions

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Boyatzis’s Theory of Self-Directed Learning

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The Five Discoveries1.My ideal self – Who do I want to be?2.My real self – Who am I? What are my

strengths and gaps?3.My learning agenda – How can I build on my

strengths while reducing my gaps?4.Experimenting with and practicing new

behaviors, thoughts, and feelings to the point of mastery.

5.Developing supportive and trusting relationships that make change possible.

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Reverse Decades of Behaviors

The “Ought” versus the “Ideal”

Leadership Development

Operating Philosophy

Chapter 7 - The Motivation To Change

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Motivation to ChangeOperating Philosophy

PragmaticUsefulness determines worthResponsible for events in lifeRank high in self managementMore of a pacesetting style

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IntellectualDesire to understand people and thingsEmotional SecurityRely on logic in decision makingRely on cognitive competenciesMore of a visionary style

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HumanisticClose relationships give meaning to lifeCommitted to human valuesFamily and friends are seen as more importantActivity worth based on relationshipsCan be democratic, affiliative, or coaching styles

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Motivation to Change

The Second Discovery• My Real Self• Boiling Frog• Identification of Real Self

– Inventory– Negative Feedback– 360– Strengths and Gaps

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Sustaining Leadership Change

Chapter 8: Metamorphosis

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Metamorphosis

The Third Discovery - - A Learning Agenda• Emphasizes the possibility of change

by developing a practical plan that will lead to better performance and new leadership strengths– Forming new habits– Crafting an agenda of specific,

manageable learning goals.

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- - A Learning Agenda• The Mindful Prefrontal Cortex

– The part of the brain that performs executive functions and moves them into actions.

Metamorphosis

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- - A Learning Agenda• Goal Setting: A New Perspective

– There is a science to the process of setting goals and creating plans for achieving them.

Metamorphosis

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KnowYour

Learning Style

Build on

Strengths

Be a Person’s

Allow Preparation

for the FuturePlans Must

BeFeasible

Goal Setting

Metamorphosis- - A Learning AgendaGoal Setting: A New Perspective

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Metamorphosis

Fourth Discovery:- - Reconfiguring the Brain

A New Model of Learning– Leveraging skills that has been learned

through life lesson.– Implicit way that brain naturally lay

downs the circuitry with leadership habits.

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- - Reconfiguring the BrainAll Performance, No Practice

– Changing the default habit and learning new ones, requires extended period of practice until the a neural pathway is created and strengthen.

Metamorphosis

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- - Reconfiguring the BrainStealth Learning

– One that has informal training, mentoring, or coaching while focusing on other day to day activities.

– By doing such will is useful for improving emotional intelligence abilities and leadership skills

Metamorphosis

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- - Reconfiguring the BrainPower of Rehearsal

– The ability to visual practice an action mental over and over until a positive outcome. Once the action is done in reality the success rate is higher because of the mental rehearsal.

Metamorphosis

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Metamorphosis

• The Fifth Discovery– Sustaining Leadership Changes

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Metamorphosis

• The Fifth Discovery• Power of Relationship

– A Strong Mutual trust has to be develop– Positive groups help people make

positive changes– Candor, Trust and Psychological safety

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Metamorphosis

• The Fifth Discovery• Power of Relationship• Stress of Leadership

– Becoming defensive – Relying on most familiar habits– Hampers learning by killing brain cells

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Metamorphosis

- - Sustaining Leadership Changes

• Bringing the whole Team Along– Develop a monthly plan– Review the process– Receiving on going feedback

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Pop Quiz: Part 2Part 2 of Primal Leadership discusses a concept

called “The CEO Disease.” What does this mean?

A. A company’s CEO has H1N1.B. A CEO realizes he is not a good fit for the

company.C. The information vacuum created around a leader

when important information is withheld.D. When a CEO fails to incorporate Emotional

Intelligence into his own leadership style.

Building Emotionally Intelligent Organizations

Primal Leadership:

Team Three

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Team Three:

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Team 3: Identity

We are catalysts for positive, sustainable organizational

change.We are IntelliOrg.

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Team 3: Purpose

Our purpose is to give you skills that you can apply on “day one”

to build an emotionally intelligent organization.

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Team 3: Values

• Accomplishment• Integrity• Adding Value• Client Focus• Results Focus• Inspiration• Engagement• Trustworthy and Trusted

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Team 3: Vision

We make a splash in Emotional Intelligence.

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Team 3 DiSCStrengths Contributi

onMember High Profile

Bob Reynolds S Investigator Analysis, Diplomacy Build,

Present

Geneva Todd I Persuader Influences, Accountability

Build, Present

Gregg Sunday I Persuader Analysis, Strategy Build,

PresentMark

Albright D Creative Semantics, Results Build, Present

Michael Glover C Perfectionis

tPerfectionism, Diplomacy

Build, Present

Tara Roberts D Inspirational Initiation, People-Moving Build,

PresentZeeshan Shaykh I Appraiser Team and Goal

OrientationBuild, Present

Team was divided into two teams of two and one team of three.Each team was asked to summarize one chapter onto a handful of slides.

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• Input from everyone is valued.• Don’t talk over someone else.• There will be an equitable

distribution of work.• Everyone will carry his or her weight.• Meetings will start on time.

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Team 3: Goal (SMART Version)

By Jan. 27th, create a brief, effective presentation on Part 3 of the Primal

Leadership book, present it to Laurie, and have her acknowledge that she

learned valuable skills for building an emotionally intelligent organization.

Part Three:

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Chapter 9: The Emotional Reality of Teams

Chapter 10: Reality and the Ideal Vision Giving Life to the Organization’s Future

Chapter 11: Creating Sustainable Change

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Chapter 9

The Emotional Reality of Teams

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• Recognize Inefficient Team Habits– Interpersonal Disagreements– Conflict Management– Lack of Harmony or Ability to

Cooperate– Loose collection of people working

together

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Making Change Happen

– Understand how the team functions

– Understand the Team’s Reality

– Strategies for exposing a Team’s Emotional Reality

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Maximizing the Team’s Emotional Intelligence

• Team Level Social Awareness:– The Self-Aware Team – Self-Managed Team – The Empathic Team

• Recognizing the Leader’s role in all of this.– A Leader listens for what is going on in a Team

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• Setting Ground Rules:– The Leader’s Job

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Establish Norms, Set the Mood• Pay attention to the undercurrents in

the group• Rudeness, Quiet Members• Use positive images, positive

reinforcement• Important signals

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Discovering the Team’s EI

• Emotional Competence Inventory (ECI)

• Interviews and 360-degree feedback• Problems of ineffective norms and

negative emotional tone of the team

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Having an Honest Conversation

• Honest and healthy dialogue and behavior and emotions

• Creating new habits• When truth seeking comes from the

top, others become more willing to take risk.

The Benefits

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Pop Quiz: Chapter 9

Which of the four statements is not an emotional intelligence competency?

A. The team has a great understanding of itself and other teams.

B. There is harmony within the team.C. A self managed team holds every to be

accountable.D. Emotional intelligence can wreak havoc in a team situation

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Giving Life to the Organization’s Future• When Leaders Don’t Listen • The Toxic Organization• Where Change Begins• Discovering the Organization’s

Reality through Dynamic Inquiry• Find the Spirit at Work

Chapter 10: Reality and Ideal Vision

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• The Critical Shift: Moving from Dissonance to the Ideal Vision

• Inspiration and the Hour of the Rat• Attunement not alignment• Be the Change you want to see

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• Living the Mission• Lessons: Building an Emotionally

Intelligent Organization• Discovering the Emotional Reality• Visualizing the Ideal• Sustaining Emotional Intelligence

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Chapter 11: Creating Sustainable Change

• Leaders create resonant, lasting change by seeding the company with emotionally-intelligent leaders

• The vision and the approach need to be holistic—permeate the organization at every level– Individuals– Teams– Culture

• Directive must come from the top, not HR• Succeed with a process that continually builds

leadership• Has to be viewed as an ongoing process• Has to be framed as a permanent change

Key Points

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What should the process look like?

• Process itself must be emotionally rewarding– Your inclusion is a sign of admiration for your

abilities– Tie change initiatives to people’s ambitions

• Create a buzz• Unilever: Leaders needed to become

“emotionally engaged... with each other and with the strategy”“Gotchas:” What to Watch Out For

• Can’t ignore the culture• Leaders need to balance learning with

their image• Need to create a “safe space” for

learning

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Learning Teams &Executive Coaching

Seminars built

around Individual Change

Relevant learning

about Emotional

Intelligence

Retreats that

Encourage Emotional

EngagementRelationship

s that Support Learning

Learning & Developme

Multifaceted Learning & Development

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Summary• Emotions matter enormously for leadership• EI offers the essential competencies for resonant

leadership• EI competencies can be cultivated and

strengthened• There are hard payoffs in effectiveness and

business performance• Part 1: Ways to improve leaders’ EQ• Part 2: Ways to make groups more resonant• Part 3: Ways to turn organizations into EQ

incubators

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Why does all of this matter?

• The pace of information flow is increasing• This can lead to emotional hijack (panic)

and poorly-conceived knee-jerk reactions• High-EQ leaders will be able to think

clearly under pressure• They can manage disruptive emotions in

themselves and their organization• In the future, this will be the new

measure of excellence

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Pop Quiz: Chapter 11“What is (the) most important” factor in creating sustainable organizational change?A. The message coming from the very topB. Creating an ongoing process, rather than a programC. Tying the process to people’s own ambitionsD. A multifaceted approach to learning and development

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Pop Quiz: Bonus Question

In your career, what organization had the highest penetration of Emotional Intelligence, and how could you tell?

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Questions?

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References

Goleman, D., Boyatzis, R., McKee, A. (Paperback, 2004). Primal Leadership: Learning to Lead with Emotional Intelligence, Harvard Business School Press, Boston

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