What Makes a Leader?

Transcription

1 What Makes a Leader? Based on What Makes a Leader? By Daniel Goldman, HBR, Nov./Dec., 1998

2 Familiar Stories Someone with solid but not extraordinary intellectual abilities and technical skills who was promoted into a similar position and soared Highly intelligent, highly skilled manager who was promoted into a leadership position, only to to fail.

3 Identifying individuals with the right stuff is more art than science. Personal styles of leaders vary some are subdued and analytical; others shout from the mountaintops Different situations call for different types of leadership.

4 The Most Effective Leaders Has a high degree of Emotional Intelligence (EI) IQ and technical skills are not irrelevant; they are threshold capabilities, i.e., entry level requirements. But EI is sine qua non of leadership. When the ratio of technical skills, IQ and EI as ingredients of excellent performance were calculated, EI is twice as important as the others for jobs at all levels. The higher the rank of a person considered to be a star performer, the more the EI capabilities showed up as the reason for his or her effectiveness.

5 EI at Work SKILLS EI COMPONENTS SELF MANAGEMENT Self-Awareness Self Regulation Motivation MANAGING RELATIONSHIPS Empathy Social Skills

6 The Five Components of EI at Work Components Self- Awareness Self- Regulation Motivation Empathy Social Skill Definition The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others The ability to control or redirect disruptive impulses and moods The propensity to suspend judgment to think before acting A passion to work for reasons that go beyond money or status A propensity to pursue goals with energy and persistence The ability to understand the emotional makeup of other people Skill in treating people according to their emotional reactions Proficiency in managing relationships and building networks An ability to find common ground and build rapport Hall marks Self-confidence Realistic self-assessment Self-deprecating sense of humour Trustworthiness and integrity Comfort with ambiguity Openness to change Strong drive to achieve Optimism, even in the face of failure Organizational commitment Expertise in building and retaining talent Cross-cultural sensitivity Service to clients and customers Effectiveness in leading change Persuasiveness Expertise in building and leading teams

7 Self-Awareness Know Thyself A deep understanding of one s emotions, strengths, weaknesses, and drives Extend to an understanding of one s values and goals. Display candor and an ability to assess oneself realistically. Able to speak accurately and openly although not necessarily effusively or confessionally Self-deprecating sense of humour Know and comfortable talking about their limitations and strengths Self-confidence with a firm grasp of their capabilities Know when to ask for help

8 Self-Regulation An on-going inner conversation Control of their feelings and impulses and create an environment of trust and fairness. Calm without rushing in hasty judgement Has a trickle-down effect, no one wants to be j=known as a hothead when the boss is known for a calm approach. Able to roll with the changes, and even lead the way. Enhances integrity Ability to say no to impulsive surges

9 Motivation Driven to achieve beyond expectations their own and others The key word is achieve Possess a deeply embedded desire to achieve for the sake of achievement Passion for work itself Unflagging energy to do things better Forever raising the performance bar Remains optimistic even when the score is against them Committed to the organization

10 Empathy Does not mean a kind of I m okay, you re okay mushiness Does not mean trying to please everyone Thoughtful consideration of other s feelings in the process of making decisions Very important in leading a team Do more than sympathize with people around them; they use their knowledge to improve their organizations in subtle but important ways.

11 Social Skills Friendliness with a purpose: moving people in the direction you desire Have a knack for finding common ground with people of all kinds Culmination of the other dimensions of EI Adept at managing teams Expert persuaders No leader is an island The leader s task is to get work done through other people, and social skills makes that possible.

12 EI can be learned There is a genetic component to EI and nurture plays a role as well. EI increases with age, i.e., maturity EI is born largely in the neurotransmitters of the brain s limbic system, which governs feelings, impulses and drives. The limbic system learns best through motivation, extended practice and feedback. Learning through neocortex which governs analytical and technical abilities involves grasps concepts and logic. It is part of the brain that figures out, for e.g., how to use a computer or make a sales call by reading a book. Many training programmes on EI mistakenly focuses on the neocortex, rather than the limbic system. Training through the limbic system takes more time and require an individualized approach. Building EI cannot will not happen without sincere desire and concerted effort. But it can be done. Nothing great was ever achieved without enthusiasm. Ralph Waldo Emerson

13 EI from nice to have to need to have