Emotional Intelligence


Successful Leadership Must be Sustained

Leading people, as opposed to managing processes, is fraught with complexity and ambiguity. Leading effectively is about generating great results through others and doing it sustainably. Generating great results through others is a very different task than performing well as a high-level individual contributor, which is the pool from which most leaders are chosen. That’s where the leadership adventure begins, and that’s also where many leaders begin to derail, for the traits and skills of the high-level individual contributor are not necessarily the attributes that are most effective in a leadership role. It turns out that it’s not high IQ and technical competence that counts the most. It’s high E.Q. that is the most important attribute and skill set for a leader to possess.

Click to read the rest of this article by Greg Van Ness


Organizations Can’t Change If Leaders Can’t Change with Them

This excellent article in Harvard Business Journal makes the point that effective change begins with the leadership.

“Few leaders would disagree that personal transformation is an important building block of any successful change effort. Unfortunately, too many leaders want transformation to happen at unrealistic speeds, with minimal effort, and everywhere but within themselves. A leader’s ability to affect change depends on their ability to affect change within themselves. Accepting this will fundamentally shift how one leads. The more a leader knows how they will react during change, the better equipped they’ll be to foster real change in themselves, others, and the organization.”




Want to raise your emotional intelligence? Focus on these 3 components

A good article on Emotional Intelligence to share with you.

What was regarded in the past as a “soft skill” has emerged as one of the most critical determinants of career and leadership success: emotional intelligence. While leaders may not be able to change the aspects of their personality that others find unappealing, adding communication and thinking strategies can help improve their interactions with others, and ultimately lead to higher career success.

The 3 tenets of emotional intelligence:

  1. Social self-awarenessRecognize who you are socially and emotionally.
  2. Empathy – Read people and situations accurately.
  3. Self-controlRespond appropriately based on who you are interacting with and what the situation calls for.



6 Strategies for Leading Change

Are you leading your team or organization through a difficult change? If so, these strategies can help you consider the different steps you need to take, in order to help your people understand the pressures for change, address their concerns, get their buy-in and communicate their role in making it successful.

Make it safe!

  • Create an atmosphere of safety and trust.
  • Enhance or maintain self-esteem.
  • Encourage participation.
  • Model the behaviors you are seeking.

You don’t have to agree, just understand.

  • Give information and business reasons as completely as possible.
  • View resistance as a natural and positive mechanism for sorting new information.
  • Expect resistance and expression of emotion.
  • Listen to and acknowledge others’ reality.

Take the time needed to get a commitment.

  • Start from where they are and lead them to where they are going.
  • Answer questions even if they have already been addressed; they may be asked from another point of view.
  • Discuss the goals, reasons and impact of the change on people.
  • Show compassion for their concerns and address their fears and barriers.
  • Ask for and listen to alternative approaches to the same goal.
  • Stay flexible with the methods and include inputs when possible.

To know you are on the right track, you must first see the track!

  • Clarify the purpose and direction.
  • Create a transition plan and set priorities.
  • Develop success measures and a feedback system.
  • Clarify roles, expectations, and risks.
  • Provide training, incentives, and support.
  • Follow the transition plan.

Only by knowing where you are, can you get to where you are going!

  • Monitor progress regularly.
  • Give feedback on progress.
  • Involve people in making adjustments.

Desired behaviors will be repeated with acknowledgment and reward.

  • Observe and acknowledge every milestone reached.
  • Record every accomplishment.
  • Celebrate successes.
  • Recognize and reward contributions.

Leading change: Two monologues don’t make a dialogue

An excellent article about the myths we perpetuate about change:

  • Organisations are like machines
  • ‘Disruptive’ change can be managed like a project
  • Myths about those who resist change

If we perpetuate these myths, failures will continue to follow.

3 Tips the article offers:

  1. Know your change: Adaptive Challenges require involving people throughout your organisation.
  2. Mind your language: Language matters. These changes occur when every day thinking changes. Thinking changes when the narrative changes, which requires a different language.
  3. Welcome your resistors: See resistance as something to be understood not overcome.