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THE SOCIALLY INTELLIGENT LEADERINTELLIGENT LEADER
....5 Specific Ways A Leader Can Increase His/Her Social Intelligence
November 5, 2009
Rita Graziano MA
THE SOCIALLY INTELLIGENT LEADERINTELLIGENT LEADER
....5 Specific Ways A Leader Can Increase His/Her Social Intelligence
November 5, 2009
Focused Solutions
OUR AGENDA
� What is Social Intelligence & why is it important for leaders?
5 Ways to become a Socially Intelligent Leader � 5 Ways to become a Socially Intelligent Leader that can be implemented in current projects and priorities
� The payoff
� Follow-up and further learning
What is Social Intelligence & why is it important for leaders?
5 Ways to become a Socially Intelligent Leader 5 Ways to become a Socially Intelligent Leader that can be implemented in current projects
up and further learning
Emerging Brain Research
Daniel Goleman tells us....
Our brains are wired to connectliterally designed to be
We are drawn into brainengaged with anotheraffect the brain---and so the bodywe interact with!
For better or worse.....
Emerging Brain Research
Daniel Goleman tells us....
Our brains are wired to connect---they are literally designed to be sociable.
We are drawn into brain-to-brain link-ups whenengaged with another---this connection lets us
and so the body---of everyone
For better or worse.....
Social Intelligence is.....
....”acting wisely in relationships”.
An adeptness at reading people....a tuning and timing that direct us re: how to respond toanother.
Social Intelligence is.....
”acting wisely in relationships”.
An adeptness at reading people....a tuning and timing that direct us re: how to respond to
Why is Social Intelligence Importantfor Leaders?
� Leadership is about relationships
� We are increasingly experiencing a“creeping disconnection” in our work “creeping disconnection” in our work relationships
� People are the leadership 'leverage'
Why is Social Intelligence Important
Leadership is about relationships
We are increasingly experiencing a“creeping disconnection” in our work “creeping disconnection” in our work
People are the leadership 'leverage'
Poll
In your opinion, what “leverage” do the leaders in yourorganization feel is most important?
A. PeopleA. People
B. Strategy
C. Financials
D. Technology
E. Other
In your opinion, what “leverage” do the leaders in yourorganization feel is most important?
Leaders are often promoted for technical
expertise and/or cognitive abilities, while their emotional or social intelligence is
under-developed.
Leadership Excellence
under-developed.
Emotional Intelligence accounts for morethan 85% of star performance in top leaders.
The Hay Group
Leaders are often promoted for technical
expertise and/or cognitive abilities, while their emotional or social intelligence is
Leadership Excellence
Emotional Intelligence accounts for morethan 85% of star performance in top leaders.
A leader’s mood and emotions are contagiousfar as 3 degrees away.The environment that surrounds people can influence performance by up to 34%.
How we deliver messages matters
performance by up to 34%.
Harvard professor Marie Dasborough's study of 2 groupsreceiving negative performance feedback found that if the message was accompanied by “positive emotional signals” participants felt better about it, and were more likely to perform better as a result.
A leader’s mood and emotions are contagious—as
The environment that surrounds people can influence performance by up to 34%. Henley Research Center, UK
How we deliver messages matters
performance by up to 34%. Henley Research Center, UK
Harvard professor Marie Dasborough's study of 2 groupsreceiving negative performance feedback found that if the message was accompanied by “positive emotional signals” participants felt better about it, and were more likely to perform better as a result. Daniel Goleman & Richard Boyatzis
Becoming a Socially Intelligent Leader5 behaviors to implement immediately
1. Deliberately and actively create rapport with subordinates and stakeholders.In conversation practice really listening, resolving to asktwo clarifying questions before providing any response. Use steady eye contact and closely attend to the other person while speaking. contact and closely attend to the other person while speaking. HOLD YOUR FIRE.
2. Identify Commonality.Prior to the conversation, identify 1 or 2 things you have in commonwith that person. Consider how those commonalities could serveas a basis of understanding.FIND COMMON GROUND.
Becoming a Socially Intelligent Leader---5 behaviors to implement immediately
1. Deliberately and actively create rapport with subordinates and stakeholders.
listening, resolving to askclarifying questions before providing any response. Use steady eye
contact and closely attend to the other person while speaking. contact and closely attend to the other person while speaking.
Prior to the conversation, identify 1 or 2 things you have in commonwith that person. Consider how those commonalities could serve
3. Master responsiveness.Create your own Service Level AgreementsAnswer emails, return phone calls, stop in the hallway when someoneasks a question---and do this in a timely, courteous manner.NOW, NOT LATER.
4. Ban your own multi-tasking.It is not OK to be on your laptop or Blackberry/iPhone when someone is in conversation with you. Don't pick up the phone or surf the web and say, "Go ahead---keep talkingONE FOCUS.
3. Master responsiveness.Service Level Agreements between you and you.
Answer emails, return phone calls, stop in the hallway when someoneand do this in a timely, courteous manner.
tasking.It is not OK to be on your laptop or Blackberry/iPhone when someone is in conversation with you. Don't pick up the phone or surf the web
keep talking--I am listening."
5. Spread a positive mood. Research tells us that emotions spread quickly from person to person, and especially strongly from leader to subordinate. SMILE.
5. Spread a positive mood. Research tells us that emotions spread quickly from person to person, and especially strongly from leader
Stop and hold your fireStop and hold your fire
Make it common ground
Act now, not later
Refine your focus
Take time to smile
Question
In your experience, which one of these 5 behaviors yields the greatest benefits in awork group?work group?
In your experience, which one of these 5 behaviors yields the greatest benefits in a
The Payoff
George Kohlrieser, professor at the International Institute for Management Development in Switzerland says that an emotionally intelligent leader creates an atmosphere of security, rather than oneof fear.
“Feeling secure lets a person focus better on the work at hand“Feeling secure lets a person focus better on the work at handachieve goals, and see obstacles as challenges,
Emotionally intelligent leaders increase subordinates' ability to demonstrate:
� Creativity� Productivity� Risk Taking
George Kohlrieser, professor at the International Institute for Management Development in Switzerland says that an emotionally intelligent leader creates an atmosphere of security, rather than one
focus better on the work at hand, focus better on the work at hand, see obstacles as challenges, not threats.”
Emotionally intelligent leaders increase subordinates'
Wrap Up
Next Steps
1. Tell me about your application of these ideas.
2. Link with me on LinkedIn to continue the discussion.
3. Check out my related articles:3. Check out my related articles:http://www.examiner.com/x-25891-San-Jose
Readings
By Daniel Goleman:SOCIAL INTELLIGENCETHE NEW LEADERSPRIMAL LEADERSHIPSocial Intelligence and the Biology of Leadership
A WHOLE NEW MIND, by Daniel Pink
THE BRAIN THAT CHANGES ITSELF (brain plasticity), by Norman Dodge MD
1. Tell me about your application of these ideas. [email protected]
2. Link with me on LinkedIn to continue the discussion.
Jose-Leadership-Examiner
Social Intelligence and the Biology of Leadership (HBR article)
THE BRAIN THAT CHANGES ITSELF (brain plasticity), by Norman Dodge MD
