sei: leading through change (sei ltc) - ubalancer coaching · 2019-05-01 · if you have questions...

SEI:SEI:LeadingThroughChange(SEILTC)

Reportpreparedfor:SampleReport

On:04/30/19

Measure&DevelopHumanCapacity

ExecutiveSummaryExecutiveSummaryCongratulationsontakingthissteptowardsdevelopingyouremotionalcompetence.The opportunity to identify and strengthen these vital Emotional Intelligence (EQ)skillswillbringoutthebestinyouasaleader.

Thisreportwillhelpyouidentifyseveralareasofyourworkandlifewhereyoumaybestruggling (and likewise, excelling) with the complexities of understanding andmanagingemotions. Thegoodnews is thisSEI LTCReportwillprovideyouwithanactionableframeworkandspecifictacticsforgrowthanddevelopment.

WhatisEmotionalIntelligence?WhatisEmotionalIntelligence?Emotional Intelligence (EQ), as definedby Six Seconds, is a set of competenciesthat allow you to apply thinking and feeling to make optimal decisions aboutyourselfandothers.

Whilemany people have been taught to “leave their emotions at the door”, SixSeconds’ premise is that emotions are essential to effective decision-making,motivationandleadingpeoplesuccessfullythroughchange.

Leaders high in EQ build stronger relationships, communicate more openly andeffectively,areableto influenceothers, focusonwhatmattersandstayfocusedonthecriticalpath.HarvardBusinessReviewsaysEQ is “thekeytoprofessionalsuccess”.

WhyisEmotionalIntelligenceimportanttoWhyisEmotionalIntelligenceimportanttoyouasaChangeLeader?youasaChangeLeader?Emotionsdrivepeople.Peopledriveperformance.

Leadingthroughchange involvesunderstandingemotions,andharnessingtheir energy to keep people moving forward whilst navigating a paththroughuncertaintyandrisk.

You are leading in interesting times. Key forces (relentless restructuring,advancedcomputingpower,artificialintelligenceandrobotics)arecarvingoutafuturelandscapethatisgoingtolookandfeelverydifferent.InthewordsofJoshuaFreedmanandMassimilianoGhini(InsideChange):

"Astimes'gettougher'andchangechallengesaccelerate,theskillsof"Astimes'gettougher'andchangechallengesaccelerate,theskillsofemotionalintelligencebecomeevenmorecritical.Asstressandanxietyemotionalintelligencebecomeevenmorecritical.Asstressandanxiety

increase,peoplebecomemorereactive,andlessinnovative".increase,peoplebecomemorereactive,andlessinnovative".

Ourhumanbrainwasnotdesignedforthisrapidpaceofchange,andtheresultantstressspiralsusintoa“survivalmode”whereourabilitytoadaptandthinkcreativelyiscompromised.Accordingtothelatestneuroscience,our brains have a core need for certainty and predictability, so theunprecedented nature of current change leaves many people feelinganxious, emotionallyunsafeand threatened.Changewill affectpeople indifferentways,andtheabilitytoleadwellduringthesetimeswilldependpowerfullyonyourEQwhichwillgiveyoutheawarenesstoleadwithheadandheart.

A leader’s job is to inspire people to ignite their fullest potential, and toengageandmotivate a team towork together collaboratively. It requiresongoing effort to courageously explore, adapt and move into new oruncharteredterritories,whilsttakingothersalongforthejourney.

So,areyoupartoftheriseofcourageous,inspiredandAGILEleadership?

ChangeleadershipChangeleadership istheabilitytokeepyourselfandyourteaminnovatingand adapting to succeed in a continuously changing environment. As aChange Leader, you are called on to reflect on your own readiness toembarkonchange,toenrolothersandkeepenergizingthemwhentimesgettough.

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AGILELeadershipFrameworkAGILELeadershipFramework

AWARENESSAWARENESS – a regular practice of honest, vulnerable self-reflection and acommitment to challenge ‘autopilot’ leadership and connect mindfully withemotions. A grounded presence that allows you to pay attention to your valuesand beliefs (as well as limiting beliefs), blind spots and biases, challengejudgementandembraceEmpathy

GENEROSITYGENEROSITY– seeing thepotential in others andbuilding trust through valuesdrivenleadership–showingupwithintegrity,honestyandauthenticity inawaythatintrinsicallymotivatesothers.Trustisaprimaryemotion,andbuildingtrustacriticalcoreskillofAGILEchangeleadership

INSIGHTINSIGHT–growing a Coaching approach to leadership, embracing curiosity andasking more questions than providing solutions. Recognizing that people thrivewhengiventheopportunitytodotheirownthinkingaroundchallenges.Tofosteremotionally safe environments where people feel comfortable taking risks, andmistakesarecelebratedasopportunitiesforlearning

LOVEOFLEARNINGLOVEOFLEARNING–anappreciationoftherapidturnoverofinformation,andthe benefits from tapping into innovative thinking through imagination and alifelong loveof seekingnew informationandperspectives frommultiplesources.AsanAGILEchange leader,you recognizethatpeoplehavedifferent talentsandstrengthsatalllevelsoforganizations,andthroughconnectingandcaringforyourpeople,youwillbetterunderstandtheiremotionalneeds

ENERGYENERGY–bringingpresenceandgivingyour fullestattentiontopeopleso theyfeel heard. Sensing which EQ competencies to access to energize yourself andothers, drawing on multiple skills to positively fuel the Change Cycle.Understandingwhenandhowtopivottoleadwellthroughuncertaintyandrisk.

AGILEAGILE–Leadershipframework

Leadingpeoplethroughchange isanever-increasingchallenge.McKinseyresearchreportsthat50%ofchangefailureliesinresistancetochange,soeffectiveAGILEChangeLeadersneedtounderstandhowtoengagepeopleat a heart level (not only rationally and logically). According to JoshFreedman,CEOSixSeconds,even in idealcircumstances, leading throughchangecanbedemanding,stressfulandexhausting.

Thereisnoformulaforgreatleadership,nomagicalpathtofollow.

However, as an AGILE Change Leader, youwill take care of yourself andyour people as you walk together towards a shared vision and commonpurpose;usingyourEQ tocarefullyandcourageouslyassess yourselfandothers,tofullyunderstandstrengthsandvulnerabilities,andtonavigateasuccessfulpath.

ThisreportwillgiveinsightandaframeworktogrowyourEQtoimproveyourchangeleadership.

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TheChangeMAPTheChangeMAPEmotionsofferimportantdataaboutwhethersituationsarethreatening(fuelingdisengagement)orsafeandrewarding(growingtrustandsparkingengagement).Peopledonotresistchangebecauseoflogic–itisanemotionalresponse.

Themodelofleadingthroughchangeinvolvesthree(3)importantphases:Engage,ActivateandReflect.Engage,ActivateandReflect.

The goal in leading well through change is to spin the wheel in a positivedirection(clockwise).

ChangeMAPChangeMAPmodel

EngageEngageClearlyseeingwhatthesourcesofemotionfuelingdisengagementareClearlyseeingwhatthesourcesofemotionfuelingdisengagementare

“Asmoothseanevermadeaskilledsailor”-FranklinD.Roosevelt

Emotionsaredata,andcommunicatingwidelyandcheckinginhowpeoplearefeelinghelpsyoutoidentifywhatliesbehindtheemotion.SuccessfulAGILE change leaders use their EQ to better understand the currentposition and mobilize a positive shift at key inflection points – the redarrowsrepresenthooksofleverage

ActivateActivateBringingchangetolifeBringingchangetolife

"Courage is thechoice toconfront fear- tomove forward in the faceoffear'sdemandthatyouretreat.It'struethatyoudon'thavecourageunlessyouhave fear - theyarepart of the samedynamicofmoving throughapotentially risky situation" ~ Joshua Freedman and Massimiliano Ghini(InsideChange)

Leaders are always being watched, and emotions and moods are highlycontagious. AGILE change leaders create emotionally safe environmentswherepeoplecanshowcouragetostepoutoftheircomfortzonesandridewavesofuncertainty.Shiftingemotiontowardsmorecouragefuelspositivechange

ReflectReflectEnergizingthroughcuriosityEnergizingthroughcuriosity

“Studythepastifyouwoulddefinethefuture”-Confucius

Closing a loop and reflecting on progress energizes positive change:challengingjudgementandbias,decidingwhattoletgoof,whattokeepandwhattocreate(andco-create).Anopennesstopossibilityandmultipleperspectives.

AGILEChangeLeadersapproachsituationswithgrowthmindset thinking,curiosity and a willingness and openness to considering multipleperspectives.LTCReport-Page3

YOURSELFYOURSELF

Whatemotion(s)areyoufeeling?

OTHERSOTHERS

Whatemotion(s)mayothersbefeeling?

INSIGHTINSIGHT

Whathaveyoulearned?

Considerachangesituationyouarecurrentlyfacing.ThenrefertotheChangeMAPConsiderachangesituationyouarecurrentlyfacing.ThenrefertotheChangeMAP(previous page) to explore and better understand themessage that lies behind the(previous page) to explore and better understand themessage that lies behind theemotions.emotions.

Changesituation:

HowisAGILEAGILEshowingupinyourleadership?

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EQinActionEQinActionThe Survey of Emotional Intelligence (SEI) is a practical, powerful framework tounderstand and grow EQ; it is based on a straightforward model with three (3)pursuits.

Youroverallprofileisshownhere:

KnowYourself

ChooseYourself

GiveYourself

Challenge Emerging Functional Skilled Expert

TheThreePursuitsTheThreePursuits

KnowYourselfKnowYourself(SelfAwareness)

Recognizing your patterns and feelings lets youunderstandwhat “makesyoutick.”

Interpretation:You have a high level of self-awareness that probably gives you sharpperceptions intothepeople-sideofperformance. If you leverage this skillyou can gain even more insight from emotions and pave the way topersonalmastery.

ChooseYourselfChooseYourself(SelfManagement)

Consciously responding vs unconsciously reacting puts you in charge ofyourresults.

Interpretation:Youseemtobemanagingyourreactionsquiteeffectively.Mostdaysyoucanlookbackandsay,"Ifollowedmyintentions."Asyoubuildonyourselfmanagementstrengthsyouwillmakeevenbetterdecisions, increaseyourlevelofenergy,andmoreeffectivelyengageothers.

GiveYourselfGiveYourself(SelfDirection)

Aligningyourdailychoiceswithyourlargersenseofpurposeunlocksyourfullpowerandpotential.

Interpretation:Youhaveastrongsenseofpurposeandanabilitytoconnectwithothers.Thisallowsyoutofullyengageothersandtobuildateamcultureoftrustandcommitment.Usingtheseskillsconsistentlywillallowyoutomotivateandcoachotherstodeveloptheirownsenseofpurpose.

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TheSEILTCaimstosupportleaderstomanagethemselvesandothersthroughchangejourneysandtoinspirehealthy,vitalandAGILEorganizationalteamsandcultures.

TherestofthisreporttakesyouthroughtheSixSecondsEQModelanddescribesyourresults in detail. Youwill find an explanation of each of the EQ competencies andtheir value to you as aChange Leader, plus practical guidance for developing yourcompetenceandleveragingyourstrengths.

Asyoureadyourreport,rememberthesethree(3)keypoints:

It’saTool:It’saTool:theseresultsareintendedtofuelself-reflectionanddiscussion;theyarenotanabsolutetruth

EQ is Learnable:EQ is Learnable: the SEI measures eight (8) learnable EQ competencies.Whatever your current level of expertise, you can increase it should youchoose

PlaytoYourStrengths:PlaytoYourStrengths:yourstrengthsareyourgreatestasset.Theyarethemechanismformakingchange.Youarestronginthinkingthroughdecisions,predictingyourownreactions,andaligningwithyourvisionandvalues.

Howareyouusingthesegiftseverydayasaleader?

Ifyouhavequestionsaboutyourreport,pleasecontactyourSEILTCCoach:ShoaibSaqib<[email protected]>

FormoreinformationaboutEQ,pleasevisitSixSeconds

This toolhasbeendeveloped inpartnershipbetweenSixSecondsandAlisonLalieu,CEOofUBalancerSolutions

ThankyouforyourinterestindevelopingandapplyingEQ.

AlisonLalieu,AuthorofSEILTC&JoshuaFreedman,CEOSixSeconds

TableofContentsTableofContents

Section1:SuccessFactors...............................................................................7

Section2:TheSixSecondsEQmodel...........................................................8

Section3:YourSEIProfile................................................................................10

Section4:YourResultsinDetail...................................................................12

Section5:Conclusion.......................................................................................28

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http://www.6seconds.org/

https://ubalancer.com.au/

Section1:Section1:SuccessFactorsSuccessFactors

ThisreportlooksatLifeSuccessFactorsthataredrivenbyyourEQcompetencies.

TheSEILTCmeasuresanotherSuccessFactor,calledChangeReadiness.

Asyoureadthisreport,reflectonandconsideryoursatisfactionwiththeseoutcomes,andknowthatyoucanuseyourEQskillstooptimizetheseLifeSuccessFactors.

When you completed the SEI, you answered questions about yourperceptionofyourcurrentworkandlifeoutcomes,aswellasyourChangeReadiness.Yourscoresareshownhere:

ChangeChangeReadinessReadiness

DecisionMaking

Influence

Community

Network

Satisfaction

Achievement

Health

Balance


EQSkillsHelpDrive:

ChangeReadinessChangeReadiness Capacitytonavigateandleadwellthroughuncertainty

EffectivenessEffectiveness Capacitytogenerateresults

RelationshipsRelationships Capacitytobuildandmaintainnetworksandcommunity

QualityofLifeQualityofLife Capacitytomaintainsatisfactionandachievement

WellbeingWellbeing CapacitytomaintainoptimalenergyandbalanceLTCReport-Page7

Section2:Section2:TheSixSecondsEQModelTheSixSecondsEQModelThismodelofEQ-in-Actionbeginswiththree(3)importantpursuits:

1. BecomemoreAWARE(noticingwhatyoudo)2. BecomemoreINTENTIONAL(doingwhatyoumean)3. BecomemorePURPOSEFUL(doingitforareason)

KnowYourselfKnowYourselfClearlyseeingwhatyoufeelanddo

Emotionsaredata,andthesecompetenciesallowyoutoaccuratelycollectthatinformationGivesyouthe“what”“what”–whenyouKnowYourself,youknowyourstrengthsandchallenges,youknowwhatyouaredoing,whatyouwant,andwhattochange

ChooseYourselfChooseYourselfClearlyseeingwhatyoufeelanddo

Insteadofreacting“onautopilot”,thesecompetenciesallowyoutoproactivelyrespondProvidesthe“how”“how”–itshowsyouhowtotakeaction,howtoinfluenceyourselfandothers,andhowto“operationalize”theseconcepts

GiveYourselfGiveYourselfDoingitforareason

Thesecompetencieshelpyouputyourvisionandmission intoactionsoyou leadonpurpose, intoyourvaluesandwithfullintegrityDeliversthe“why”“why”–whenyouGiveYourself,youareclearandfullofenergy,soyoustayfocusedastowhyyourespondinacertainway,whytomoveinanewdirection,andwhyothersshouldcomeonboard.

Withineachofthesethree(3)pursuitsarespecificcompetenciesmeasuredbytheSEILTC.Thesecompetenciesaredetailedonthenextpage.

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The Eight

EQ CompetenciesEQ Competencies

1.EnhanceEmotionalLiteracy1.EnhanceEmotionalLiteracy

Accuratelyidentifyingandinterpretingbothsimpleandcompoundfeelings

2.RecognizePatterns2.RecognizePatterns

Acknowledgingfrequentlyrecurringreactionsandbehaviors

3.ApplyConsequentialThinking3.ApplyConsequentialThinking

Evaluatingthecostsandbenefitsofyourchoices

4.NavigateEmotions4.NavigateEmotions

Assessing,harnessing,andtransformingemotionsasastrategicresource

5.EngageIntrinsicMotivation5.EngageIntrinsicMotivation

Gaining energy from personal values and commitments vs. being driven by externalforces

6.ExerciseOptimism6.ExerciseOptimism

Takingaproactiveperspectiveofhopeandpossibility

7.IncreaseEmpathy7.IncreaseEmpathy

Recognizingandappropriatelyrespondingtoothers’emotions

8.PursueNobleGoals8.PursueNobleGoals

Connectingyourdailychoiceswithyouroverarchingsenseofpurpose

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Section3:Section3:YourSEIProfileYourSEIProfile

KNOWKNOWYOURSELFYOURSELF

EnhanceEmotionalLiteracy

RecognisePatters

CHOOSECHOOSEYOURSELFYOURSELF

ApplyConsequentialThinking

NavigateEmotions

EngageIntrinsicMotivation

ExerciseOptimism

GIVEGIVEYOURSELFYOURSELF

IncreaseEmpathy

PursueNobleGoals


SEIscoresarereportedinfive(5)performancebands:

Challenge(65-81)Challenge(65-81)

This area may be an obstacle for you as a leader; andmay be creatingpersonalandprofessionalchallenges

Emerging(82-91)Emerging(82-91)

This is an area where you are developing skills and awareness; it isessentialtocontinuetopractice

Functional(92-107)Functional(92-107)

This competence is adequate for typical situations; itwill be valuable tocontinuetofurtherdevelopmenttomeetthedemandsofleadership

Skilled(108-117)Skilled(108-117)

Thisisapotentialstrengthforyoutoleverage

Expert(118-135)Expert(118-135)

Youhaveuniqueabilityinthisareathatdistinguishesyouasaleader

Initialthoughts:

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Howareyoufeelingaboutthissituation?Howareyoureactingrightnow?Whatotherfeelingsareyouexperiencing?Maybeyouhavefeelings‘hiding’underotherfeelings?Whatisdrivingyourfeelingsaboutthesituation?Howareyourfeelingsdrivingyourthoughtsandactionsinthissituation?

Howareyourreactionsaffectingthesituation?What are three (3) different ways you couldrespond?Whatwouldgiveyouenergytomoveforwardinapositiveway?If anythingwerepossible,whatwould youwishforinthissituation?Whatoptionsdoyouhavetomovetowardsthatpreferredsituation?

Howdoyousee thecurrent situationwhenyoukeepinmindyourlonger-termpurpose?Howareothers involved feeling?Whatare theyneedinginordertofeelgoodaboutthesituation?IfyouhadanabundanceofEmpathyforyourselfandothers,howwoulditchangeyourview?In this situation,where are theopportunities tosupportotherstobemorepurposeful?Imagineyourselflookingbackatthissituation10yearsfromnow;whatpartofthismightstillfeelimportant?

KCGExplorationKCGExploration Notes:Notes:

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Section4:Section4:YourResultsinDetailYourResultsinDetail

KnowYourselfKnowYourself

EnhanceEmotionalLiteracyEnhanceEmotionalLiteracyAccuratelyidentifyingandinterpretingbothsimpleandcompoundfeelings

“Itisonlywiththeheartthatonecanseerightly;whatisessentialisinvisibletotheeye.”~AntionedeSaint-Exupery

Emotions are chemicals, a form of neurotransmitter, that provide dataabout yourself andothers; a feedback systemdelivering information thatdrivesbehaviouranddecisions.EmotionalLiteracygivesyoufluencyinthelanguage of feelings. It helps you identify and interpret feelings. Thiscompetence provides critical information about you and your teammembers,andgivesinsightandclarityintothecoredriversofbehaviour.

Leading though change is easier when you have a nuanced and robustemotional vocabularyhelping you to recognize and label feelings. RobertPlutchik’s wheel of emotions is a useful tool to better understand howemotionswork.

Theyarecomplexandbeingabletorecognizethatthefeelingwehaveisactually a combination of two ormore distinct feelings is a useful skill.Building your emotional vocabulary makes navigating emotions mucheasier.

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EnhanceEmotionalLiteracyEnhanceEmotionalLiteracy


ENGAGEENGAGELeaderswhoare"Skilled"inthiscompetencebringemotionalinsightsintotheir decisionmaking in an appropriateway. They are aware ofmultipleandcomplexfeelingsandoftheinformationthesefeelingsprovideuswith.They know how emotions affect them and others, so they have thepotentialtobestrategicintheiruseoffeelings(matchingemotionstothetask at hand). They have the potential tomanage the emotional level ofcommunication.When they do so, they ensure their words are coherentwiththeirfeelings;thisintegritycreatesrespectandcredibility.

ACTIVATEACTIVATEInmanysituationsyouwillhavemoreinsightintoemotionsthanothersinyour team. Share this data and help others understand the impact ofemotions;pointoutthecause-effectrelationshipbetweenhowpeoplefeelandhowtheyarelikelytorespond.Duringtimesofchange,this isaskillyoucanleveragetohelpothersbetterunderstandthesituation.Continuetobuildyourownawarenessoftheselinks.

REFLECTREFLECTEmotionsarehighlycontagious.Yourlevelofawarenessinreadingemotionisaskillthatwillhelpothersintimesofchange.Yourabilitytopickupthemood in the room, and scan and assess others' readiness for newinformationcanbeleveragedtopositivelyfuelthechangecycle.Leverageyourskillinunderstandinghowpeoplearereactingtochange-helpotherstoalsounderstandtheir reactions.Whatelementsofagile leadershipcanyoudrawontofurthergrowyourinfluence?

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RecognizePatternsRecognizePatternsAcknowledgingfrequentlyrecurring

reactionsandbehaviours.

“Theultimatevalueoflifedependsuponawarenessandthepowerofcontemplation”

~Aristotle

Sometimes people assess new situations and respond carefully andthoughtfully,butfrequentlytheyrunonautopilot, reactingunconsciouslybasedonhabit.

Inpart it isbecause thehumanbrain iswired to formand followneuralpathways. Left unconscious, these patterns can inhibit optimalperformance because they are a generalized response rather than onecarefullytailoredtothecurrentsituation.

RecognizingPatternshelpsyoutrackandmonitoryourreactions–whichisanessentialsteptomanagingthem.

Recognizing your own patternswill also help you see others’ patterns –invaluableincoachingyourpeoplesotheygetoffautopilotaswell.

Our brains follow patterns for efficiency sake. There are patterns ofbehavioursoften seen inpeoplewhoare feeling threatenedby change–such as withdrawal, defensive body language, generalized, narrow andprotectivethinking.

EachtimeyouloopthroughtheChangeCycle,yourinsightwillgrowalongwithyourcompetenceatenrollingothers.

Uncertaintydemandsleadershipcourage,andnewwaysofthinking,feelingandacting.

AGILEchange leaderssupportotherstoRecognizePatterns,andstep intofindingnewandbetterwaysofrespondingtochange.

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RecognizePatternsRecognizePatterns


ENGAGEENGAGELeaders who are "Expert" at Recognizing Patterns know their ownbehaviorswellandcanarticulatehowandwhytheyreact.Thisgivesthemclearinsightintothemselvesandalsointoothers;theycancreateharmonyby effectively listening and connecting with others. They stay curious,asking penetrating questions that draw out important information andgenerate insight. This self-awareness is the foundation for personalmastery and when it is also combined with self-management, it createstrust. When overused, this strength can cause leaders to overanalyzesituations.Thismaylimittheircreativityandpreventthemfrom"livinginthemoment."

ACTIVATEACTIVATEYou can see your own reactions vividly. Use this awareness to focus onunderstanding others, and to identify patterns in your team andorganization as a whole. By reading these patterns, you have theopportunitytoadjustyourapproachtotapthesestrengths.Buildaprocessinto your team and organization to reflect on and assess the grouppatterns. You can also use your awareness to help others to betterunderstand the phases of change, how emotion impacts people duringchangeandtoseepotentialpitfallsandobstaclesbeforetheyarise.

REFLECTREFLECTNotice your response to previous experience of change? How are youleveragingyour skill in thisarea to recognisedifferentphasesof change,andhowpeoplearereactingtothem?Howisstress/overwhelmimpactingyou (ifatall)?Consideryourpace-areyoumoving too fastand leavingothers behind, or are you moving too slow and frustrating others? Howpresent are you to the needs of others? Listening to connect creates asense of belonging and trust - how are you listening to others? Do youhave any conversational patterns that are getting in theway of buildingtrustevenmore? Increasingyourpattern recognitionwillhelpyoubettermatch your intention with your impact. Pay attention to habitualresponses, and and cognitive biases or limiting beliefs - how are theyshowingupandwhatpotentialimpactaretheyhavingonyourleadership?Whatelementsofagile leadershipcanyoudrawontoevenfurthergrowyourinfluence?LTCReport-Page15

ChooseYourselfChooseYourself

ApplyConsequentialThinkingApplyConsequentialThinkingEvaluatingthecostsandbenefitsofyourchoices;

pausingandevaluatingboththepragmaticandemotionalcomponentsofthesituation

“Therightwordmaybeeffective,butnowordwaseveraseffectiveasarightlytimedpause.”

~MarkTwain

ApplyingConsequentialThinkinghelpsyouconsiderthepeoplecost inallofthechoicesthatyouhave,andthedecisionsthatyoumakeasaleader.

Therearecostsandbenefitstoyourselfandothers(inboththeshortandlong term) to any decision youmake as you navigate the uncertainty ofchange.

Applying Consequential Thinking is important as you work through theprocessofconsideringtheimpactyourchoicesanddecisionsmayhave.

Itisaprocessofanalysingandreflecting,usingboththoughtsandfeelings,toidentifyaresponsethatisoptimalforyourselfandothers.

Key to applying Consequential Thinking is your ability to manage yourimpulsesandrespondintentionally,ratherthanreactonautopilot.

This competence is critical formaking a strategic plan that accounts forthe human dynamics – and for managing your own behaviour as youexecutethatplan.

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ApplyConsequentialThinkingApplyConsequentialThinking


ENGAGEENGAGELeaders who have an "Expert" level of Consequential Thinking makeexcellent decisions. They almost always assess their choices (rather thanjumping in), and they usually do so quickly and with little effort. Theynoticeemotionsandusefeelingsasonefactorintheiranalysis.Sometimesthey over-evaluate and can worry too much about the costs/impact ofsomenecessarychoices.Theseleaderscreatebothenthusiasticandethicalemployeeswhodeeplyrespecttheirmaturejudgment.Theywillencourageemployees to speak up, evenwith unpopular opinions, keeping open andhonestdialoguesotheteamstaysonthecriticalpaththroughchange.

ACTIVATEACTIVATEConsequentialThinkingiskeytomakingoptimaldecisions(aboutyourownoptions, and for your team or organization). Use your strength in "theemotionalsideofstrategicplanning"tohelpyourorganizationtoleadwellthrough change at all levels; to grow trust, build loyalty, alignment andcollaboration with others. Acknowledge your insight about theconsequencesofchoicesandrespondaccordingly.

REFLECTREFLECTLeverage your skill in understanding the "people impact" of change.Support others to better understand change by thinking about thecosts/benefitsofboththeshortandlongtermofmakingthischange-ornot making this change?What is to be gained/lost by slowing down orincreasingthepaceofthechange?Whataretheimplicationsifthechangegoesbadly?InwhatotherwayscanyouhelpotherstogrowtheirChangeReadiness? What questions can you ask of others to help them makedecisionsduringtimesofuncertainty?

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NavigateEmotionsNavigateEmotionsAssessing,harnessing,andtransformingemotions

asastrategicresource.Engagingemotionsintentionallytohelpmovethesituationforward.

“Emotionalintelligenceisthecapacitytoblendthinkingandfeelingtomakeoptimaldecisions—whichiskeyto

havingasuccessfulrelationshipwithyourselfandothers.”

~JoshuaFreedman

People are often told to control their emotions, to suppress feelings andeliminatethemfromthedecision-makingprocess.

However, feelings provide insight and energy, anddrive decision-makingandbehaviour.

Without the data gained from emotions, people literally cannot makedecisions.

So rather than ignoring feelings, this competence helps you to useemotionseffectivelytomanageyourselfandtohaveyourintendedeffectonothers.Ithelpsyoutomatchyourintentionwithyourimpact.

Byearningtotransformemotionsasastrategicresource,youcanbecomemoreaware,balancedandpurposeful.

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NavigateEmotionsNavigateEmotions


ENGAGEENGAGELeaders who are "Skilled" at Navigating Emotions cope with their ownfeelingswell,andtheirownwell-managedfeelingsbecomeeffectivetoolsforinfluencingothers.Thisletsthemcreateacohesiveteamandacontextfor open communication and trust. If overused, this skill can causesomeone to avoid expressing dissent or confronting conflict that can behelpfulforaddressingcoreissues.Aleaderwiththisskillgetsinsightfromtheirfeelings,givingthemcuesaboutproblemsthatneedtobeaddressedandthepotentialsolutionprocess.Theyarecomfortablewithemotionsandable to create the feelings that support successful change and highperformance.

ACTIVATEACTIVATEYourskillatNavigatingEmotionsisagreatresourceforyouandforyourteam.Formostpeople,"managingemotions"isamajorchallenge,andyourstrength will increase team and organizational effectiveness. Becauseemotions typically are so stigmatized, you may not have thought aboutyour emotional-management skills as an important leadership tool.Consider how you can coach others, challenging and teaching them todevelopthiscompetence,anddrawonthisasanimportantskillinleadingwellthroughchange.

REFLECTREFLECTWhenyouareunderpressure,whatstrategiesareyouabletodrawontohelpyouslowthingsdown,andrespondratherthanreact?Haveyougota"SixSecondPause"orperhaps it is timeforyoutothinkofanotherone?Growyourreputationasaleaderwithpresence,wholistensmindfullyandresponds carefully.Maintain your focus in times of uncertainty, and payattention to balance in your life. How are you leveraging your skill inNavigatingEmotionstohelpotherstodeveloptheirownChangeReadinessand to lead well through times of uncertainty? What elements of agileleadershipcanyoudrawontofurthergrowyourinfluence?

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EngageIntrinsicMotivationEngageIntrinsicMotivationGainingenergyfrompersonalvaluesand

commitmentsvs.beingdrivenbyexternalforces.Strengthentheinnerdrivetomoveaheadina

usefulway.

“Motivationistheartofgettingpeopletodowhatyouwantthemtodobecausetheywanttodoit.”

~DwightD.Eisenhower

Peoplewhorequireexternal reinforcement tobemotivatedarealwaysatthemercyofothers’approvalorrewardsystem.

EngagingIntrinsicMotivationmeansdevelopingandutilizinglastinginnerdrivers.

Engaging IntrinsicMotivationhelpsyouto infusevitalityandenergy intoyourlife,teamsandorganisation.Whenyouhavetrulyengagedyourownand others’ Intrinsic Motivation, the quality of your work changesdrastically.

IntrinsicMotivationallowsyoutostandup,challengethestatusquo,takerisksandperseverewhenthegoingistough–andtoinspirethatinothers.

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EngageIntrinsicMotivationEngageIntrinsicMotivation


ENGAGEENGAGELeaders "Expert" in IntrinsicMotivation are pushed fromwithin by theirinternal beliefs and values. This allows them to stand firm against thepressuresof"group-think"andshort-termreward.Theyhavea"fireintheirbelly" and are always looking for opportunities for growth andimprovement. Theypropel themselves to takeonmonumental challenges,but sometimes they forget the word "no." This can lead to burnout forthemselves andothers. In addition to self-perpetuatingmotivation, theseleaders are able to influence others through their values. They havecompellingreasonsforwhattheydo.Thismakesthemamagnetforotherhighlymotivatedandvalues-orientedpeople.

ACTIVATEACTIVATEYour stamina is boundless. You need to recuperate sometimes too – butyouhitthegroundrunningcomeMondaymorning.Thisenergycanhaveatransformational effect on thewhole organization –walking in the dooryou have the opportunity to electrify the room. Of course some peoplewouldratherhaveitdarkandquiet,sotheyfindyouchallenging.Ontheotherhand,forthosewhoarereadytowork,yourenergyisinfectiousandexciting.PerhapsthemosteffectivewaytoleveragethisstrengthistohelpothersbuildtheirIntrinsicMotivation.Whathappensinyourorganizationthat supports or undermines IntrinsicMotivation?What of that can youinfluence? When you give feedback to others, to what extent are youbuildingtheirindependence?

REFLECTREFLECTUseyourvaluesasaguidetosupportyourdecision-making.Howareyousharingyourvalueswithothers?Connectwithpeopleandfosteracutureofbelonging.Areyoushowingupinawaythatpeoplefeelthatyoutrulycare?Gettoknowyourteam-meetwiththemregularlyandfindoutwhatmotivatesthem.Leverageyourskilltoconnectotherswiththeirpotential,giving themautonomyandchoice.Whenyoumakea long termdecisionthat involves risk, tap into your IntrinsicMotivation to help you stay oncourseforwhatyoubelievetobetherightthingtodo.Whatelementsofagileleadershipcanyoudrawontofurthergrowyourinfluence?

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ExerciseOptimismExerciseOptimismTakingaproactiveperspectiveofhopeandpossibility.Identifyingnewopportunitiesandpossibilitiestoinventadditionalsolutions.

“Howwonderfulitisthatnobodyneedwaitasinglemomentbeforestartingtoimprovetheworld”

~AnneFrank

Optimismallowspeopletoseebeyondthepresentandtakeownershipofthefuture.

This learned way of thinking and feeling gives you ownership of yourdecisionsandoutcomes.

Everyone uses both Optimistic and pessimistic styles of feeling andthinking,sometendtouseonemoreoften.

AnOptimisticoutlookincreasesthepoolofchoicesandtheopportunityforsuccess.

This provides a solution-oriented approach, helps you to innovate, andallowsyoutoengageothers’positiveenergy.

Exercising Optimism is an important EQ competence to grow as younavigateandleadwellthroughtimesofchange;aseventhoughyoumaynot know exactly what the future looks like, you are able to foster anenvironmentwherepositiveenergyisrolemodelled,effortisrewardedandsetbackscanbeseenaslearningopportunities.

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ExerciseOptimismExerciseOptimism


ENGAGEENGAGELeaders "Expert" in Optimism are usually great problem-solvers. Theyconstantly reframe challenges as opportunities and always have anotherplanorsolution.Theytakeresponsibilityfortheir failuresandacceptduecreditfortheirsuccesses,creatingaccountabilityforthemselvesandthosearound them. Even when others are throwing up "barricades ofimpossibility,"theseleadersknowthereisasolutionandareundauntedbythepessimism.Their commitment to creating a future unlocks their ownenergy and potential, and inspires others toward the same. Sometimespessimisticpeoplecomplaintheseleadersare"alwayswearingrosecoloredglasses." In a sense that is true, and it can lead to unrealisticallyminimizing risksandoverstating reward.On theotherhand, thesehighlyoptimistic leaders regularly confound the pessimists by achieving the"impossible"goalstheyhavesetforthemselvesandtheirteams.

ACTIVATEACTIVATESeek a balance of "realistic Optimism" where you acknowledge thedifficultiesandthesolutions.Neitherminimizetherisksanddownsidesnorovervalue the benefits. Use your Consequential Thinking to balance yourtendency to jump in.To help others benefit from your strength, exerciseyourOptimismout loud.Makesureyour teammembersarehearingyourrealistic Optimism. When others fail or struggle, be sure you arecommunicating about the three dimensions of Optimism (temporary,isolatedandeffortpossible),includinghelpingthemseetheirresponsibilityinthefailure.

REFLECTREFLECTThis is a skill you can leverage to leadwell through uncertainty, helpingothers to persevere with hope and possibility, even the situation keepsshiftingandtheendgameisnotclear.GrowingyourOptimismwillmakeyouevenmoreinspirationalandinfluential,someoneothersseektofollowduring timesofuncertainty.Howare youusing this skillwhen thingsgowrong,andhowareyoufosteringgrowthmindsetthinkingwheresetbackscan be celebrated as opportunities for learning and effort is rewarded?Whatelementsofagile leadershipcanyoudrawonto furthergrowyourinfluence?

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GiveYourselfGiveYourself

IncreaseEmpathyIncreaseEmpathyRecognizingandappropriatelyrespondingto

others’emotions.

"Onepowerfultoolthat’shelpedmebuildempathyiscuriosity.WhenIstartthinking,'Iwonderwhat’sreallygoingonforthisperson'myheartalsobeginstoopen"

~JoshuaFreedman

Empathyisanon-judgmentalopennesstoothers’feelingsandexperiencesthatbuildsconnectionandawareness.

It starts by noticing both the pleasant and unpleasant feelings andgenuinely caring what the other person is experiencing. The next stepsincludelistening,sharingandrespondinginawaythatshowsyourconcernandleavesotherpeoplefeelingheard.

Empathyiskeytounderstandingothersandformingenduringandtrustingrelationships,andapowerfulconnectingandtrustbuildingskill.

Itensuresyoutakeotherpeopleintoaccountinyourdecisionmakingandgivesthemarock-solidassurancethatyouareonthesameteam.

It ensures that you are considering, respecting and valuing multipleperspectives.

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IncreaseEmpathyIncreaseEmpathy


ENGAGEENGAGELeaderswhoare "Functional" inEmpathy tend to respectandcareaboutothers and they demonstrate this through their behavior. However, theymaymisstheopportunitytodosowhentheyareinahurryorwhenfacedwith a very difficult situation. They value Empathy but it is not theirpriority,sowhentheyarecaughtupinprojectsorfocusedonlyongoals,people slip to a lower priority. While these leaders really do care,sometimes their people do not get to see the caring, which reducescommitment. Especially in "hurry mode," these leaders may not payattention to the signals others send through nonverbal communication.Thiscanleadtomisassumptionsandmiscommunications.

ACTIVATEACTIVATEYou are well on your way to making Empathy a valuable tool for yourleadership.Whenyouaregettingcaughtupinataskorfeelingpressured,youhurrypastfeelings,butthisisprobablywhenyoumostneedtoensuremutual understanding.When someone has an issue or concern, focus on"justlistening,"donottrytosolvetheirproblems,insteadput80%ofyourtimeandenergyintounderstandingthesituationandtheperson’sfeelings.Through careful listening, noticing facial expressions, and assessing bodylanguage, you can recognize the person’s emotions. Then look forcorresponding feelings in yourself thatwill help you craft anappropriateresponse.Remember,therearetwodialoguesoccurring–oneinwords,andanotheratanemotionallevel–makesureyourespondtoboth.

REFLECTREFLECTHow are you responding to each team member so that everyone feelsconnectedandsupported?Take the time to listen toeachperson togaininsightabouthowwelltheyarecopingwiththeuncertainty,volatilityandcomplexity of change, so you truly understand their needs and betterplaced to find solutions thatengageandenergise them.Empathywidensyour perspective - are you consulting widely and taking multipleviewpoints into consideration? Challenge your blindspots, any biases orlimitingbeliefsyoumayhave.Listeninawaythatbuildsconnectionandtrust.

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PursueNobleGoalsPursueNobleGoalsConnectingyourdailychoiceswithyour

overarchingsenseofpurpose.

“Don’taskwhattheworldneeds.Askwhatmakesyoucomealive,andgodoit.Becausewhattheworldneeds

ispeoplewhohavecomealive.”~HowardThurman

Noble Goal activates all of the other competencies in the Six SecondsModel.

When people examine their personal vision,mission and legacy, and usethat conviction to set their goals andobjectives, EQgains relevance andpower.

WhenyouareclearaboutyourNobleGoal,youfeelcompelledtopayfierceattention to your daily choices to ensure that you are not underminingyourlife’spurpose.

Pursuing a Noble Goal facilitates integrity and ethical behaviour, whichhelps youmaintain focus, inspire others and access your full power andpotentialasaleader.

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PursueNobleGoalsPursueNobleGoals


ENGAGEENGAGELeaders "Expert" in PursueNobleGoals live and lead fromprinciples andpurpose.Theirconnectiontopurposeletstheseleadersinfluenceothersinaprincipledway–essential for leadingchange, andgetting teams tobeanddotheirbest.Othersareinspiredbythis"innerfire".Theyhaveadeepconcern for the legacy they are leaving and the impact they have onothers.People sometimes criticize these leaders as "unrealistic," yet theyare inspiredbythestrengthofconviction.Unless theyare careful, strongconvictioncancompeltheseleaderstotakeontoomuchandriskburnout.Their "cause" can over-ride other priorities, leading them to risk health,colleagues,career,andfamilyinservicetotheirpurpose.

ACTIVATEACTIVATEYou have an incredible opportunity to create principled, purpose-driventeams and organizations. How effectively are you living your purposeoutsideoftheworksetting?WhatstepshaveyoutakentowardyourNobleGoal today? It is possible to be overdriven by your Noble Goal and tosacrifice too much of yourself which potentially causes "burnout."Alternatively,youcanfallintoan"endsjustifiesthemeans"stancewhereyouaresocaughtupinyourpurposethatyoudonottakecareoftoday.Renewing yourself, maintaining balance and building relationships thatsupport yourNoble Goal is key for you. If you have not articulated yoursenseofpurposeintoaconcise,compellingstatement,takethetimetodoso.Ifyouhave,taketimetoreviewandrefineit.Itwillhelpyoukeepthisstrengthinfocus.

REFLECTREFLECTYour Noble Goal provides purpose and meaning to your life, as well asenergises thosearoundyou.Howareyou leveraging this skill toenergiseothersintimesofuncertainty?DoesyourorganizationhaveaNobleGoal?Ifnot, is ittimetocraftone?Ifso,howistheorganizationfulfillingandunderminingitsNobleGoal?Whatareyougoingtodoabout it?WhodoyouneedtoenroltohelpyoutorefineyourownNobleGoalandthatofyourorganisation?Payattention toyour lifebalance,andmake sureyouarenottakingontoomuchorbecomingoverwhelmed.

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Section5:Section5:ConclusionConclusionPleasereflectontheseresultsandconsiderhowtheyshowupinyourday-to-daylife.Thisisaself-reporttool,soyourscoresareareflectionofhowyouseeyourselfatthissnapshotmomentintime.Reflectontheaccuracyofyourself-perceptionbydiscussingtheseresultswithcolleagueswhoknowyouwell,boththoseyouworkwithandpeopleoutsideyourorganization,teamortribe.

InordertotakefulladvantageofthisSEILTCassessment,considerthesequestions:InordertotakefulladvantageofthisSEILTCassessment,considerthesequestions:


•Isthisdatatypicalofyou?•Wheredoyouagreeanddisagree?•Whatdifferencedoyounoticewhenyouareinsituationsofstressoranxietyvs.calmandfocus?•HowcomfortabledoyoufeelaboutyourlevelofChangeReadiness?


•HowisyourcurrentlevelofEQcompetenceaffectingyouasaleaderandperson–andaffectingothers?•Whatareotherbehavioursandattitudesyoumightexplore?•WhatisoneEQcompetenceyouwouldbeenergizedandexcitedtoimprove?•HowdoyouseeyourEQcompetencieshelpingyoutobecomeamoreAGILEchangeleader?


•Howareyouconnectingyourdailychoiceswithhowyouwanttoberemembered,inallaspectsofyourlife?•HowcanyouengageandenrolothersinhelpingyougrowasanAGILEchangeleader?•HowwouldputtingmoreEQintoyourleadershiphelpyoumeetyourmissionandpurpose?•Howcanyougrowandimproveyourleadershipinawaythatempowersandinspiresotherstodothesame?

WehopethisreporthashelpedyoutounderstandyouSEILTCresults.

IthelpstodiscusstheresultswithacoachortheprofessionalwhoadministeredtheSEILTCforyou.

CongratulationsonyourdecisiontoexploreyourEQ–mayitenrichyourlifepersonallyandprofessionally,andigniteapassionforAGILE,inspiredandCongratulationsonyourdecisiontoexploreyourEQ–mayitenrichyourlifepersonallyandprofessionally,andigniteapassionforAGILE,inspiredandcourageouschangeleadership.courageouschangeleadership.

“Bethechangeyouwishtoseeintheworld”~MahatmaGandhi

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Whatareyourstrengths?

Whataresomechallengesyouface?

HowwillyouusethesestrengthstoenhanceyoureffectivenessasanAGILEChangeLeader?

Which areas would you like to grow or enhance in yourleadership?

Whatstrategiesandactionswillyouputinplace?

What could get in theway of you becoming an AGILE ChangeLeader?

WhathaveyoulearnedaboutyourownChangeReadiness?

Whatwillyoudodifferentlyfromhereon?

Howwillyoucelebrateyoursuccess?

ActionPlanActionPlanAGILELeadership:AGILELeadership:ActionPlanActionPlan

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sei: leading through change (sei ltc) - ubalancer coaching · 2019-05-01 · if you have questions...

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