When Teams Fail: The Power of Norms Group decision making is superior over that of

even the brightest individual in the group EXCEPT if the group lacks harmony or the ability to cooperate Leader sets the tone Leaders must be skilled in collaboration to keep

resonance high Norms of the group help to determine whether it

functions as a high-performing team or becomes simply a loose collection of people working together

People automatically sense the ground rules Group emotional intelligence may determine

a team’s ability to manage its emotions in a way that cultivates trust, group identity, and group efficacy to maximize cooperation, collaboration, and effectiveness

Maximizing the Group’s Emotional Intelligence

Requires self-awareness, self-management, social awareness, and relationship management

Groups act collectively exhibiting their moods and needs

Self-aware Teams Acknowledgment of individual feelings and

emotions Contributions from within the team from

emotionally intelligent members

Self-managed Teams Clearly stated core values, expectations,

and mission Groups members are accountable for

managing how they work together Positive norms with be maintained only if

the group puts them into practice over and over again

Group members instill and reinforce resonant norms and hold each other accountable for sticking to them

The Empathic Team Triggers feelings or team pride Identifies other key groups in the organization

contributing to the team’s success and takes consistent action to foster a good working relationship with those groups

Uncovering a Team’s Emotional Reality Leaders should start by helping the team raise its

collective self-awareness – monitor the motional tone of the team and help members to recognize any underlying dissonance

Leaders should listen for what is really happening within the group and observe the group for important signals

Leaders should model and encourage team members in self-awareness, empathy and a focus on others

Discovering the Team’s Emotional Intelligence Look for signs that reveal whether team habits,

and the systems that support them, work well Get top executive teams together to have

honest discussion about what is working and what is not

New and healthy legitimacy develops around peaking the truth and honestly assessing both the behavioral and the emotional aspects of culture and leadership

New habits are created in the process When truth seeking comes from the top, others

are more willing to take the risk

When Leaders Don’t Listen – what can happen Uncovering the truth and an organization’s reality to

avoid being out of touch and out of tune Rigid and commanding styles prevent people from

telling them the truth The Toxic Organization

Leader with dissonant styles results in a toxic corporateculture Leaders in toxicorganizations often rely on threats and coercion to get thingsdone

Where Change Begins When emotionally intelligent leaders actively

question the emotional reality and the cultural norms underlying the group’s daily activities and behavior

Leaders must pay attention to the hidden dimensions: people’s emotions, the undercurrents of the emotional reality in the organization, and the culture that holds it all together

Discovering the Organization’s Reality through Dynamic Inquiry Employee evaluations rarely measure subtle layers of

feelings and complex norms Dynamic Inquiry – enable leaders to begin to address

underlying cultural issues preventing growth Focused conversations and open-ended questions Uncover root causes of problems in the culture and true

sources of inspiration around them Enables people to discuss what works and what doesn’t Promotes open discussion in small group format Process tends to snowball

The Critical Shift: Moving from Dissonance to the Ideal Vision Define an ideal vision for the organization Companies who share a common vision:

Employees share extraordinary experiences which bond them together as a group

Degree of cohesion can be a good indication of how well the ideal vision has been identified and aligned employees around that common purpose

Emotional leaders need to move beyond a solo scrutiny of an organization’s vision to draw upon the collective vision of the followers

Be the Change You Want to See (Walk the talk) Create common ground and understanding by focusing

people’s attention on the underlying issues and solutions on what needs to change and why

Focus on the ideal, Move from talk to action

Lessons: Building an Emotionally Intelligent Organization Emotional Intelligence is key to the success of any

organization Emotionally intelligent leaders must: Create resonant organizations, involving people in

discovering the truth about themselves and the organization

Help people to name what is harmful and to build on the organization’s strengths

Bring people together around a common vision Create and demonstrate new ways for people to work

together Build resonance Ensure that resonance can be sustained through the

systems that regulate the ebb and flow of work and relationships

Discovering the Emotional Reality Respect the group’s values and the organization’s

integrity Slow down in order to speed up

Start at the top with a bottom-up strategy Visualizing the ideal Look inside Don’t align – attune People first, then strategy

Sustaining Emotional Intelligence Turn vision into action Create systems that sustain emotionally intelligent

practices Manage the myths of leadership

Ensure that the entire fabric of the enterprise is interwoven with emotionally intelligent leadership

Cultivate leaders who will create emotionally intelligent groups

Understand that organizations thrive on routine and the status quo 

When Leadership Building Fails The top leader must drive mandates for change

personally Top management needs to demonstrate

commitment  

Succeed with a Process – Not a Program Design a process that continually

builds leadership that gets results Create a safe space for learning,

challenging, but not too risky Focus on emotional and intellectual

learning Build on active, participatory work

where people use what they’re learning to diagnose and solve real problems

Create processes that are multifaceted Mixture of learning techniques Conducted over a period of time Take the culture head on

Build Culture Change into Leadership Development

Create Buzz Get Bullish on Leadership Maximize the Half-Life of Learning

Tie-in training to culture within the organization Seminars built around the philosophy and practice

of individual change Make learning relevant Creative and potent learning processes with a

purpose Relationships that support learning, such as

learning teams and executive coaching

Emotions MATTER for leadership EI offers the essential competencies for

resonant leadership Create processes that make the group,

team, or the entire organization more resonant

The best leaders lead not by virtue of power alone, but by excelling in the art of relationship

Resonant leaders know: When to be collaborative When to be visionary When to listen When to commence How to nurture relationships When to surface simmering issues How to harmonize the human synergies of a group To care about the careers of those who work for

them How to inspire people to give their best for a mission

that speaks to shared values How to create a climate of enthusiasm and flexibility

Leaders with EI are: Values-driven Flexible Informal Open and Frank Connected to people

and to networks Exude resonance with a

genuine passion for their mission