Emotional Intelligence, Self-Awareness as Essential Leadership Skills for Auction Managers

Auction AcademySpokane, WA

2014

Objectives

1. To demonstrate that leadership skills are unique to themselves; a unique skillset not associated with technical acumen– EQ and the evolution of skills

2. To demonstrate that self-awareness is a key-attribute of successful managers and leaders

3. To grow in self-awareness using a self-assessment instrument (the LSI)

GM’s new “Car Guy”

Mary Barra

Reflect

• Think of a leader you admire, perhaps one that even inspires you. What are the traits or characteristics you most admire about this leader?

• Write these down.

Pop Quiz: True or False?

In order to be an effective manager of a department or functional area, you must possess an advanced level of knowledge of the technical aspects and functions of the department, as well as a deep understanding of each job housed within the functional area.

EQ not IQ

Personal Competence• Self awareness – emotional awareness,

accurate self-assessment, self confidence

• Self regulation – managing impulses• Motivation –

achievement, drive, commitment

Social Competence• Empathy – understanding,

developing others• Social skills – inducing

desirable responses in others

Pop Quiz: True or False?

In order to be an effective manager of a department or functional area, you must possess an advanced level of knowledge of the technical aspects and functions of the department, as well as a deep understanding of each job housed within the functional area.FA

LSE

Emp. Supervisor Mid Mgt. Mgt. Sr Mgt Exec

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The Evolution of SkillsetsLine Employee: Vehicle Inspector

• Ability to evaluate vehicle to detect abnormalities, excessive damages

• Ability to translated observations into quantifiable information

• Skills: physical capability, knowledge of automobile construction, computer skills

Supervisor:Vehicle Inspection

• Ability to plan, set realistic goals

• Monitor output of functional area against stated standards

• Prioritize tasks of employees

• Ensure workers fulfill basic duties in accordance with company policies

• Skills: communication, interpersonal, forecasting, monitoring, enforcing & interpreting policy

Manager:Lot Operations

• Plan for multiple functions, coordinating departmental activities

• Ensure staffing levels are adequate

• Translate employee issues to upper management

• Ensure policies are adhered to, deal with employee issues

• Skills: EQ

8 Essential Leadership Skills

• Strategic thinking—anticipation, visioning, planning, implementing, monitoring, adjusting

• The ability to inspire others toward a vision• Ability to “bring the customer to the boardroom”

(customer centrism)• Ability to communicate clearly• Being flexible• Ability to attract and surround yourself with quality

people• Ability to form trusting, nurturing relationships

http://www.telegraph.co.uk/finance/jobs/9920854/Leadership-The-eight-essential-skills.html

Exercise

• Think of a specific nonproductive, damaging or even destructive behavior you see constantly exhibited by someone you know of or work for in a management position– Describe the behavior– Describe the reaction the behavior gets from

employees– How did this person develop this behavior

tendency or “pattern”

Johari Window

• Created in 1955 by two American psychologists (Joseph Luft and Harrington Ingham)

• Used to help people better understand their relationship with self and others

• Used as a tool to enhance self-awareness and improve communication skills

Known to Self

Know to others

Unknown to Self

Unknown to OthersSecret or Private Self

Hidden orShadow Self

Blind Spots

Public Self or Façade:

Area of Free

Activity

Known to Self

Know to others

Unknown to Self

Unknown to Others

Blind Spots Reduced

Reduce blind spots from feedback from others;

increase area of free reign

Reduce hidden area by growing in self awareness and

disclosure to others

Behavioral “Patterns”

• What is a “behavioral pattern”?– Somewhat stable and predictable action or mannerism

designed to allow individuals to successfully interact with their environment

– Can be conscious, subconscious, overt, covert, voluntary or involuntary

• How are these formed?– Usually adaptive in nature…they worked in a variety of

situations and became embedded as an acceptable response to certain stimuli

Thought is the predecessor of behavior.

Cognitive Shortcuts

I cdn'uolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg: the phaonmneel pweor of the hmuan mnid. Aoccdrnig to a rseearch taem at Cmabrigde Uinervtisy, it deosn't mttaer in waht oredr the ltteers in a wrod are, the olny iprmoatnt tihng is taht the frist and lsat ltteer be in the rghit pclae. The rset can be a taotl mses and you can sitll raed it wouthit a porbelm. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Amzanig huh? Yaeh and you awlyas thguoht slpeling was ipmorantt.

Satisficing and Heuristics“Most decisions are concerned not with searching for the sharpest needle in the haystack, but with searching for a needle sharp enough to sew with. Thus, administrators who ‘satisfice’ can make decisions without a search for all possible alternatives and can use relatively simple rules of thumb (heuristics).

In business terms they do not look for ‘maximum profit’ but ‘adequate profit’; not ‘optimum price’ but ‘fair price.’ This makes their world much simpler.”

Pugh & Hickson, 1989

The LSI

• Built on psychological and managerial theories• Helps you identify your beliefs, values, behaviors, and

assumptions about yourself• Distinguishes between those that are effective and

ineffective– Self defeating behaviors

• Distinguishes between 12 LSI “styles”• Guide contains suggestions for addressing self-defeating

styles• Helps you set and accomplish self-improvement goals

Thoughts Behavior Link

• Thoughts and self-concepts drive behavior, shape your life

• Self-concept is the image you have of yourself, you act in a manner that is consistent with your self-view

• You can change your thoughts and views of self, thereby enhancing your effectiveness

Where your scores came from

• Three sections– LSI “Style” Items• 240 words and phrases you responded to (like you/not

like you)– Satisfaction Items• 13 questions (1=not satisfied; 5=completely satisfied)

– Summary Perceptions• 11 statements with opposites

240 Statements and Phrases

Satisfaction Items

Summary Perceptions

12 Styles – 3 Clusters3 Clusters of Different Styles

• Constructive – satisfaction oriented

• Passive/Defensive – self-protecting/security oriented through people

• Aggressive/Defensive – self-protecting/security oriented through tasks

• http://www.humansynergistics.com/Files/HTML5/Circumplex/index.html

12 Styles (Specific ways of thinking)• Humanistic/Encouraging• Affiliate• Approval• Conventional• Dependent• Avoidance• Oppositional• Power• Competitive• Perfectionistic• Achievement• Self-actualization

% Total Class as Primary or Secondary Style

Approval

Conventional

Depen

dent

Avoidan

ce

Oppositional

Power

Competitive

Perfecti

onistic

Achievem

ent

Self A

ctuali

zation

Humanisti

c-Enco

uraging

Affiliate

0%

2%

4%

6%

8%

10%

12%

14%

16%

0%

4%

14%

7% 7%

4%

11% 11%

14% 14%

7% 7%

ConstructiveAggressive/DefensivePassive/Defensive

Styles and Relationships

3 Clusters

43% primary or secondary

3 Clusters

25% primary or secondary

3 Clusters

32% primary or secondary

Humanistic—Encouraging

7% primary or secondary

Affiliate

7% primary or secondary

Approval

0% primary or secondary

Conventional

4% primary or secondary

Dependent

14% primary or secondary

Avoidance

7% primary or secondary

Oppositional

7% primary or secondary

Power

4% primary or secondary

Competitive

11% primary or secondary

Perfectionistic

11% primary or secondary

Achievement

14% primary or secondary

Self-Actualizing14% primary or secondary

Percentiles: What do

these indicate?

90th

75th

50th

25th

10th

Looking at a Profile

• See profile as “snapshot” of yourself right now• Confirms and enlightens• Thought starters, not final declarations• Think why you’ve developed a pattern, what

was going on at the time the pattern was adopted

• Expect change over time, and as situations change (i.e., a new job or position)

Group Observations

• Review your primary style in light of the table on page 61

• Reflect on your observations– Did anything you read strike you?– Do you see the need for self-development in any

area? If so, describe.

Behavior Change

• Must be aware of strengths and weaknesses (self-awareness)

• Accept self as you are now• Understand how your thinking and behavior

affects others (self-awareness)• Deciding to improve• Committing to a plan of action

Changing Behavior• Can be difficult, must be motivated to change such that

incentive outweighs the inertia of the status quo

• Follow these steps:• Clearly articulate the issue• Clearly articulate the desired behavior• Develop a pathway forward• Get professional help when needed (more ingrained and

dysfunctional patterns are usually rooted in early childhood trauma and often require therapy to resolve)

• Get a partner, friend, colleague to work with you

Being Perfect1. Where I am now: I plan things to death, and allow little ownership by

others in the planning process2. Where I want to go: I want to engage others in the planning process so

that they are motivated to own the outcomes to the degree that I am, yet ensure we deliver quality results

3. How I plan to get there:a. Discuss my LSI results with a trusted co-worker and employee (I don’t trust my

boss, and am afraid he’ll use my results against me in my performance review)• I’ll improve over a period of six months, and even more in one year

b. Ask co-workers and employee to point out my overly perfectionistic behaviors when they observe them

c. Read the book titled “Overcoming Perfectionism: The Key to Balanced Recover” and journal on my reflections as I read the book

d. Ask my best friend to help keep me accountable to reading the book and doing the work of letting go of my perfectionist tendencies

4. How I will know I’ve arrived: I will receive feedback from my co-worker, employee, and friend that they’ve observed change in me