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About the Alliance

Leadership Matters Blog

LEAD. GROW. INSPIRE.

Emotional Intelligence (EQ) in the Workplace

3/29/2016

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“Emotional Intelligence is the dimension of intelligence responsible for our ability to manages ourselves and our relationships with others.”
Emotion is an ever-present energy in the workplace. Harnessing this untapped resource in a positive way can have a tremendous impact on the reasoning side of business.

The EQ Competence Framework includes 3 foundational areas: Attitude, Feeling, and Behavior. 

Within these lie three “Personal Intelligences” and three "Interpersonal Intelligences” which can also be thought of as competencies because all of these can be developed by anyone who chooses to develop them.

PERSONAL INTELLIGENCE
  • Self-Regard (Attitude) – The degree to which one accepts and values oneself.  To be ‘okay’ with oneself or having limited self-criticism.  “However I am and others are is OK.”
  • Self-Awareness (Feeling) – Knowing one’s internal states, preferences, resources, and intuitions.  Includes: emotional awareness, accurate self-assessment and self-confidence.
  • Self-Management (Behavior) – Managing one’s internal states, impulses, and resources.  Includes: self-control, trustworthiness, conscientiousness, adaptability, and innovation.

INTERPERSONAL INTELLIGENCE
  • Regard for Others (Attitude) – The degree to which a person accepts and values others (distinct from liking or approving of what they might do.)  “However you and others are, is OK.”
  • Awareness of Others (Feeling) – Empathy: awareness of others’ feelings, needs, and concerns.  Includes: understanding others, developing others, service orientation, leveraging diversity, and political awareness.
  • Relationship Management (Behavior) – Adeptness at inducing desirable responses in others.  Includes: influence, communication, conflict management, leadership, change catalyst, building bonds, collaboration and cooperation, and team capabilities.
IQ has long been an important factor in the business world. However, when we look at the most successful leaders, we see more than IQ—we see EQ.  
  • EQ is responsible for 58% of performance in ALL types of jobs.
  • 90% of top performers have high EQ.
  • (Source: Talent Smart, EI 2.0)
Know someone who needs to beef up their emotional intelligence muscle? With LEAP, the Leadership Acceleration Program, we work with managers/leaders on these very things.
Register for an upcoming webinar to learn more about how LEAP grows leaders.
REGISTER
Submit your application to find out if LEAP is right for you.
APPLY
Do your leaders need to develop more in the EI/EQ department?
ASSESS

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Creating and Sustaining High Performance Teams

3/23/2016

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Building teams is easy to talk about and difficult to accomplish.  But there is a process to accelerate the learning curve for building team skills and collaboration. 

Teams do not just happen naturally. Teams are, in the truest sense, a volunteer organization. You can’t force someone to cooperate – you can’t mandate teamwork. A high level of cooperation is a product of choice. 
One step to predictable and enhanced team performance is understanding the common characteristics of teams that achieve exceptional results. Characteristics of an HP team:
  • A common purpose/shared mission,
  • Autonomy and authority,
  • Interdependence and facilitative leadership,
  • Clear Roles with broadly-defined jobs,
  • Meaningful participation in decisions,
  • Effective relationships.
Cohesive teams build trust, eliminate politics, and increase efficiency by:
  • Knowing one another’s unique strengths and weaknesses,
  • Openly engaging in constructive conflict and dialogue,
  • Holding one another accountable for behaviors and actions,
  • Committing to group decisions and following through on them.
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One of the best models we’ve seen for creating HP teams is from a book called “The Five Dysfunctions of a Team” by Patrick Lencioni.
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Know someone who needs help creating and sustaining high performing teams? LEAP the Leadership Acceleration Program is the answer!
Register for an upcoming webinar to learn more about how LEAP grows leaders.
REGISTER
Submit your application to find out if LEAP is right for you.
APPLY
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6 Steps to Delegating Effectively

3/4/2016

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Delegating effectively is as much about getting more done as it is about empowering others and creating a high-performance organization. Delegating is often misunderstood and before we talk about the six steps to delegating effectively it is first important to understand what delegating is and what it is not.

Delegating is about sharing work, sharing authority, and providing employee development. Delegating is not about dumping your workload on someone else, letting go of all responsibility, or assigning work and checking the box done - never checking back to ensure it was done and done well.
When deciding what to delegate there are two critical questions you must ask:
  1. What tasks represent the most strategic and important aspects of my job?
  2. What tasks are my staff better able to do?
“The best executive is the one who has sense enough to pick good people to do what he wants done, and self-restraint enough to keep from meddling with them while they do it.” 
-Theodore Roosevelt,
United States President, (1901 –1909)
Once you have defined what you need to delegate, then you can follow these 6 steps to delegate effectively:
  1. Provide CLARITY about what you want done:  be specific and provide needed instruction.
  2. MATCH the right task to the right individual.
  3. Establish LEVELS of authority and autonomy – don’t hesitate to provide challenging assignments.
  4. Determine RESOURCES and support for the individual.
  5. Give clear DEADLINES for completion and discuss how & when you will check-in for follow-up.
  6. Provide FEEDBACK on performance when assignment is complete.
CAUTION: do not always delegate to your most senior staff; and don't not delegate to the “right” person because you think they are too busy or have too much on their plate already.
Delegating effectively is one of the top 5 most consistently self-reported challenges that leaders struggle with. If you would like to know more about how LEAP the Leadership Acceleration Program can help you (or someone you know) become more effective at delegating, join us for an upcoming webinar.
REGISTER
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Delegating Effectively: Compliance vs. Commitment

3/1/2016

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In traditional organizations managers set goals, make decisions, establish and manage the budget, set policies, control the flow of information, etc.  In these organizations, managers are the “thinkers and planners” and employees are merely the “doers”.  This sets up an attitude of compliance in the minds of the workers.  People’s hearts are not in their work. They learn to get by, do the minimum and watch the clock.

In high-performance organizations, leaders recognize the value and potential of their human resources and want to get the most possible from them, so they create a culture and organizational design in which people participate in goal-setting, making decisions, and solving problems. People go beyond compliance to commitment in their motivation. They want to be part of the organization and are excited to contribute to its success and improvement.

What do you think would happen if your employees truly felt and acted like partners in the business?  What if they saw it as their business and not just your business?  What would be the consequences?

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    Author

    Lynda Silsbee is Founder and President of the Alliance for Leadership Acceleration. She has spent more than 30 years creating and leading high performance teams. Along with the other LEAP Certified Coaches, she reports that helping managers make the LEAP to leader is one of the most fulfilling aspects of her work.
    Learn more about Lynda Silsbee.

    View my profile on LinkedIn

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