Primal Leadership

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Primal Leadership

• The Hidden Driver of Performance
• Daniel Goleman, Richard Boyatzis, Annie McKee

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What are we talking about?

• Of all the elements affecting bottom-line
  performance, the importance of the leaders mood
  and its attendant behaviors are most surprising.
  That powerful pair set off a chain reaction The
  leaders mood and behaviors drive the moods and
  behaviors of everyone else.

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High EQ Provides Climates Where These Things
Flourish

• Information Sharing
• Trust
• Healthy Risk Taking
• Learning
• The leaders mood is contagious, spreading quickly
  and inexorably throughout the business.

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Primal TaskEmotional Leadership

• Optimistic
• Authentic
• High-energy
• Sincere
• Resonant

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What is EQ?
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Emotional Intelligence

• Definition Self-control, zeal, persistence, and
  the ability to motivate oneself.
• The 5 Domains of Emotional Intelligence
• Knowing your own emotions
• Managing your emotions
• Motivating yourself
• Empathy
• Handling Relationships

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Knowing Your EmotionsSelf-Awareness

• Self-Awareness being aware of both our mood and
  our thoughts about that moodthe building block
  to the next step. . . Shaking off a bad mood
• Ways of Attending to Emotions
• Self-aware
• Engulfed
• Accepting (laissez-faire)
• Accurate Self-assessment
• Self-confidence

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Managing EmotionsSelf-Management

• Self-control and balance
• Trustworthiness
• Conscientiousness
• Adaptability
• Achievement Orientation
• Initiative

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Managing Emotions

• Finding a Balance
• Venting Emotions
• Anger (Dont Suppress it but Dont Act)
• Reframe Anger (Paradigm Shifts)
• 1. Challenge the Triggering Thoughts
• 2. Understanding
• Worry

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Motivating Yourself

• Mundanity of Excellence
• Anxiety, Anger Depression Inhibit Learning
• Impulse Control Delayed Gratification
• (the Marshmallow Experiment)
• Memory is state-specific
• Self-Efficacy can be learned, like optimism and
  hope
• Flow
• Self-Forgetfulness
• Zone between Boredom Anxiety

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Social Awareness

• Requires Enough Calm and Receptivity so Subtle
  Signs of Others can be Received
• Empathy
• Organizational Awareness
• Service Orientation
• Benefits of Reading Non-verbal Cues
• Better Adjusted
• More Popular
• More Outgoing
• More Sensitive

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Social Skill

• Visionary Leadership
• Influence
• Developing Others
• Communication
• Change Catalyst
• Conflict Management
• Building Bonds
• Teamwork and Collaboration

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Handling Relationships

• Key Social Competence Expressing Own Feelings
• Display Rules
• Minimizing
• Exaggerating
• Substituting
• Emotional Judo

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HOW? Taking Stock

• Who do I want to be?
• Who am I now?
• How do I get there from here?
• How do I make change stick?
• Who can help me?

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Leadership that gets results

• Daniel Goleman

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Six Key Styleslike clubs in a golf pros bag

• Coercive
• Authoritative
• Affiliative
• Democratic
• Pacesetting
• Coaching

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They Influence Climate

• FlexibilityHow free employees feel to innovate
• Sense of Responsibility
• Standards People Set
• Sense of Accuracy about Rewards Feedback
• Clarity about Mission Values
• Commitment to a Common Purpose

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Coercive

• Modus OperandiDemands immediate compliance
• Style in a PhraseDo what I tell you
• EQ CompetenciesDrive to achieve, initiative,
  self-control
• When it works bestIn a crisis, to kick-start a
  turnaround, or with problem ees
• Impact on ClimateNegative

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Authoritative

• Modus OperandiMobilizes people toward a vision
• Style in a PhraseCome with me
• EQ CompetenciesSelf-confidence, empathy, change
  catalyst
• When it works bestWhen change requires a new
  vision, or when a clear direction is needed
• Impact on ClimateMost strongly positive

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Affiliative

• Modus OperandiCreates harmony and builds bonds
• Style in a PhrasePeople come first
• EQ CompetenciesEmpathy, building relationships,
  communication
• When it works bestTo heal rifts in a team or to
  motivate people during stressful circumstances
• Impact on ClimatePositive

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Democratic

• Modus OperandiForges consensus through
  participation
• Style in a PhraseWhat do you think?
• EQ Competenciescollaboration, team leadership,
  communication
• When it works bestTo build buy-in or consensus,
  or to get input from valuable ees
• Impact on ClimatePositive

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Pacesetting

• Modus OperandiSets high standards for
  performance
• Style in a PhraseDo as I do, now
• EQ CompetenciesConscientiousness, drive to
  achieve, initiative
• When it works bestTo get quick results from a
  highly motivated and competent team
• Impact on ClimateNegative

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Coaching

• Modus OperandiDevelops people for the future
• Style in a PhraseTry this
• EQ CompetenciesDeveloping others, empathy,
  self-awareness
• When it works bestTo help an ee improve
  performance or develop long-term strengths
• Impact on ClimatePositive

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We Need Many Styles

• Leaders who have mastered four or moreespecially
  the authoritative, democratic, affiliative, and
  coaching styleshave the very best climate and
  business performance

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How to Expand your Repertoire?

• Build a team with members who complement you
• Expand your own