Becoming a Resonant Leader Annie McKee, Ph.D. Founder, Teleos Leadership Institute Adjunct Professor, Graduate School of Education University of Pennsylvania [email protected] © Annie McKee, Richard Boyatzis, Frances Johnston Becoming.
Download ReportTranscript Becoming a Resonant Leader Annie McKee, Ph.D. Founder, Teleos Leadership Institute Adjunct Professor, Graduate School of Education University of Pennsylvania [email protected] © Annie McKee, Richard Boyatzis, Frances Johnston Becoming.
Becoming a Resonant Leader Annie McKee, Ph.D. Founder, Teleos Leadership Institute Adjunct Professor, Graduate School of Education University of Pennsylvania [email protected] © Annie McKee, Richard Boyatzis, Frances Johnston Becoming a Resonant Leader, 2008 The greatest change in human history? 2 Great leaders move us to find meaning in change. 3 4 7 8 Who Helped Me? 9 Our Challenge Today Unleash the best in ourselves and others… Counter unproductive emotions and create a culture that is ripe with inspiration, creativity, and challenge, Foster hope. 10 How can you move people to embrace the future with energy, creativity and optimism? 11 Great Leaders Are emotionally intelligent Are complete human beings: Mind, Body, Heart, and Spirit Great leaders create resonance 12 The wisdom of resonant leadership lies within you. 13 Resonant leadership is common sense, not common practice. Why? 14 We operate on false assumptions about what it means to be a great leader. 15 Leadership Myths and the Truth Intellect is enough Emotional intelligence makes the difference. Your mood does not matter Emotions are contagious. Great leaders are tough enough to take constant pressure No one can sustain constant sacrifice. You need renewal too! 16 Myth 1: Intellect is Enough Intellectual Capability (IQ) Threshold Competencies Emotional Intelligence (EI) The Differentiating Factor Only one cognitive ability − pattern recognition − differentiated outstanding leaders 85-90% of the difference between outstanding and average leaders is linked to Emotional Intelligence 17 The Essence of Emotional Intelligence I. Understanding Self II. Managing Self Personal Competencies III. Understanding Others IV. Managing Relationships Social Competencies 18 Social Awareness Emotional Self-Awareness SelfAwareness Positive Outlook Achievement Orientation Adaptability Emotional Self-Control Empathy Organizational Awareness Relationship Management SelfManagement Inspirational Leadership Teamwork Coach and Mentor Influence Conflict Management Conclusive Research: EI Matters An analysis of more than 300 top-level executives from fifteen global companies showed that six emotional competencies distinguished stars from the average: influence, team leadership, organizational awareness, self-confidence, achievement drive and leadership. The primary causes of derailment in executives involve deficits in three primary emotional competencies: difficulty in handling change, not being able to work well in a team and poor interpersonal relations. Optimism leads to increased productivity. New sales managers who scored high on a test of “learned optimism” sold 37 percent more in their first two years than pessimists. Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons. Center for Creative Leadership study: Leadership Quarterly, 10(2): 145-179. Consortium Benchmarking Study (2000). “Developing Leaders at All. Levels.” Seligman, M. E. P. (1990). Learned optimism. New York: Knopf. 20 Today The need for emotionally competent leadership increases as organizations become more… Networked Lean and Flat Flexible/Responsive Global Diverse 21 At My Best 22 EI, Resonant Leadership and Organizational Culture emotions are aroused – creating an exciting, engaging, fulfilling place to be! Positive People are encouraged to lead and contribute at all levels Leaders develop the best in themselves and others 23 How do the best companies to work for maintain an edge in today’s environment? Leadership and Culture! 24 Myth 2: Emotions Don’t Matter We feel before we think and emotions are contagious! 25 Resonance is contagious… and so is dissonance. 26 Emotion and Effectiveness Positive Emotional Attractor Negative Emotional Attractor Hope Fear Joy Anger Compassion Resentment Excitement Stress and Challenge and anxiety Calm Impatience Safety Mistrust Growth and learning and jealousy Forced Compliance Love Hate Respect Disdain 27 Dissonant Leaders are Dangerous 28 What do Toxic Bosses do to YOU? 29 Stop Being a Victim! The minute you become a victim you cease to be a leader. 30 Resonance or Dissonance: Your Choice 31 But Even the Best of Us… …slip into dissonance. Despite our good intentions, we become toxic, spreading dissent and resentment among our people. We make excuses, blame others, point to “Them” as the cause… WHY? 32 Myth 3: We’re Not Unstoppable Over time and unchecked, the physical and emotional toll of leadership limits our ability to sustain high performance and resonance. 33 Power Stress Crisis Self-control Good Leadership Physical & Emotional Toll 34 Power Stress Losing touch with core values Burnout Depression Stomach ulcers, high blood pressure, higher risk of stroke or heart attack Decreased immune system functioning Less effective at work Family problems 35 Fundamental Question How can great leaders sustain their effectiveness over time despite the effects of chronic power stress? 36 Cycle of Sacrifice and Renewal Mindfulness Hope Compassion Resonant Relationships Effective Leadership Renewal Sacrifice Syndrome Threats Sustainable, Effective Leadership Crises Ineffective or Non-Sustainable Leadership 37 Mindfulness Awake, aware, attending and attuned – to ourselves, to other people and to the world around us. People who cultivate mindfulness have more cognitive flexibility, creativity, access to personal wisdom and experience, and problem solving skills. What do you do daily to practice mindfulness? 38 Hope Optimism An image of a better and feasible future The belief that we can make it happen 39 Lead Consciously Give people hope and show that you care… They will follow you with enthusiasm and passion and will share the best of themselves with you, the team and the organization. 41 Find your dream. Bring it to life at work and at home. Practice Intentional Change. 42 BE THE CHANGE YOU WANT TO SEE Gandhi 43