Transcript "Knowing others and knowing oneself, in one hundred battles,- no danger.

"Knowing others and knowing oneself,
in one hundred battles,- no danger.
Not knowing the other and knowing oneself,
- one victory for one loss.
Not knowing the other and not knowing oneself,
-in every battle certain defeat."
~Sun Tzu, The Art of War
 Develop
a basic understanding of the
concept of Emotional Intelligence.
 Learn the competencies associated with
this concept as it relates to leadership.
 Learn what is defined as a Resonant
Leader.
 Develop an action plan to increase
leadership competencies.
“Why is it some days I feel like
my head is going to explode!”
 The
workings of the amygdala and its
interplay with the neocortex are at the
heart of emotional intelligence.
Amygdala
Prefrontal
Cortex
Amygdala
Thalamus
Prefrontal
Cortex
Amygdala
Sensory Cortex
Hippocampus
Long Route
30 – 40 milliseconds
Sensory
Thalamus
Emotional
Stimulus
Amygdala
Hijacked
Route
12 milliseconds
Emotional
Response
 The
journey begins  The cortex "thinks"
with a sensation.
about the impulse
 Routed to the
and makes sense.
thalamus.
"Aha!"
 The thalamus acts as  That signal is then
"air traffic controller" sent to the amygdala
to keep the signals  A flood of peptides
moving.
and hormones are
 In a typical situation,
released to create
the thalamus directs emotion and action.
the impulse to the
cortex
 The
thalamus has a
only react based on
different reaction.
previously stored
 the thalamus can
patterns.
quickly react to
 Sometimes this kind
potential threat.
of reaction can save
 In that case, it
our lives.
bypasses the cortex -  More frequently it
- the thinking brain -- leads us to say
and the signal goes
something harmful,
straight to the
to escalate the
amygdala.
situation, or even to
 The amygdala can
violence.
 The
brain has an
‘open loop’ system.
 We are ‘wired’ to pick
up subtle clues from
one another.
 Resonance
is
contagious…so is
dissonance.
“Hey, that was rude!”
“That person is always interrupting you.
I can't believe it. What a jerk!”
“Hey! You ought to teach
that interrupter a lesson.”
“He doesn't respect you!
Get him!!”
Guilty!
Forgive them; They
know Not what they do.
We should be
harmonious.
Foul..
Unnecessary Rudeness!
Hahaha!!!
Oh, the simple folk…
Going to my safeplace!
My analysis indicates
That I deserve this…
"Anyone can become angry -- that is easy.
But to be angry with the right person, to the
right degree, at the right time, for the right
purpose, and in the right way-that is not easy.“
~Aristotle
 Emotional
Intelligence refers to the
capacity for recognizing our own feelings
and those of others, for motivating
ourselves and for managing emotions
well in ourselves and in our
relationships.”

~Goleman
 Emotional
intelligence is the ability to
perceive emotions, to access and
generate emotions so as To assist
thought, to understand emotions and
emotional knowledge, and to reflectively
regulate emotions so as to promote
emotional and intellectual growth.
 Knowing
one’s emotions,
 Managing emotions,
 Motivating oneself,
 Recognizing emotions in others,
 Handling Relationships.

Expanded on in Goleman’s book, Emotional Intelligence; Why It
can Matter More than IQ (1995)
... a person’s innate ability to perceive and manage
his/her own emotions in a manner that results in
successful interactions with the environment, and if
others are present, to also perceive and manage their
emotions in a manner that results in successful
interpersonal interactions.
~Dr. Henry Thompson, President & CEO
of High Performing Systems, Inc.
 "Executives
who fail to develop selfawareness risk falling into an emotionally
deadening routine that threatens their
true selves. Indeed a reluctance to
explore your inner landscape not only
weakens your own motivation but can
also corrode your ability to inspire
others."
Self-awareness
•Emotional self-awareness
•Accurate self-assessment
•Self-confidence
Social Awareness
•Empathy
•Organizational awareness
•Service
Self Management
•Emotional self-control
•Transparency
•Adaptability
•Achievement
•Initiative
•Optimism
Relationship Management
•Inspirational leadership
•Influence
•Developing others
•Change catalyst
•Building bonds
•Teamwork &collaboration
 Delivers
the message authentically and
from own values and resonates with the
emotions of those around them.
 The more resonance, the less ‘static’ in
interactions.
 Resonant leadership helps team stay
focused and optimistic even amid
formidable change.
 Style 1 – Visionary
• inspires people by focusing on long-term goals.
 Style 2 – Coaching
• helps people assume responsibility for a stretch of
the road that leads to the organization's success.
 Style 3 – Affiliative
• creates a warm, people-focused working
atmosphere.
 Style 4 – Democratic
• obtains input and commitments from everyone in the
group.
 Lacks
Empathy,
 produces groups that feel emotionally
discordant, in which people have a sense
of being ‘off-key.’
 Sends needlessly upsetting messages .
 Result = collective distress that becomes
the team’s pre-occupation, displacing the
attention to the leader’s message or
vision.
 Good enough rather than their best.

Dementors
“
” – who “drain peace, hope and
happiness out of the air around them.”
 Harry Potter Series

They create wretched workplaces, but have no idea
how destructive they are – or they simply don’t care.

Manipulative, valueless, inauthentic, lacking
credibility, not trustworthy.

Burnout – “The Sacrifice Syndrome”

Clueless
The sacrifice of
being a leader
causes
STRESS
Stress
arouses the
SYMPATHETIC
NERVOUS
SYSTEM
Hormones activated:
EPINEPHRINE &
NOREPINEPHRINE
Hormones activated:
CORTICOSTEROIDS
• Blood pressure
increases
• Large muscles
prepare to fight or
run
• Brain shuts down
non-essential
neural circuits
• Less open,
flexible and
creative
• Leads to reduction in
healthy immune
system
• Inhibits creation of
new neurons
• Over stimulates older
neurons leading to
shrinkage of neurons
RESULTS:
• Brain loses
capability to
learn
• We feel anxious,
nervous, even
depressed
• Perceive things
people say or do
as threatening
and negative
• More stress
is aroused
 effective
leaders use them sparingly
because of their potential side-effects.
 Style 5 – Pacesetting
• describes leadership that sets ambitious goals
and continually monitors progress toward those
goals.
 Style
6 – Commanding
• describes leadership that issues instructions
without asking for input about what is to be done
or how: "do it because I say so."
 Secret
feelings that things are not ‘right’
and that we are unhappy
 Denial: life becomes mechanical,
meaningless and detached from our
dreams
 Negative self-talk - A sense that we must
‘settle’
 We justify our behavior and blame others
 ‘Act out’ at home or at work
 Mindfulness
 Hope
 Compassion
Wanting to
understand, care
for another
person, and to
initiate some
action
contributing to
their well-being
Feeling hopeful,
optimistic, at peace
or exciting but look
forward to the future
Neural circuit
activated: limbic
system / pre-frontal
cortex
Aroused compassion
Systolic & diastolic
blood pressure
decreased
Release of oxytocin
& vasopressin
Adrenal-pituitary
axis activated;
arousal of the PSNS
Increased secretion
of immunoglobulin A
and natural killer cells
 Think
of a leader for whom or with whom you
worked- one that brought out the best in you, one
that you would gladly work with or for again.
 Think
of a leader for whom or with whom you
worked- one that you try to avoid, left you
wishing for more, would help your organization
more by working for a competitor.
 When
you were around them, what did they say
or do? How did they make you and others feel?
 Step
 Step
 Step
one is identifying one's ideal self,
two is identifying the real self,
three is to make a plan to build on
strengths and reduce gaps.
 Step four is to experiment deliberately with
and practice new skills to bring about
change according to one's step three plan.
 Step five is to develop trusting, encouraging
relationships that provide support during
the learning process.
• ~Boyatzis (2005)
I
want to be a leader who…
 I am a leader, currently who is…
 My current strengths (Ideal = Real)…
 My current ‘Gaps’ (Ideal ≠ Real)…
John
[email protected]