Chapter 6 Becoming a Resonant Leader
A Resonant Leader definition:
The top team leaders were in flux .
The HR leader decided to set himself as the "guy in the know".
Bill developed a sense of self-importance.
Some of the top leaders went along with Bill and others avoided him.
In the middle of the turmoil, the board asked a top leader to step down.
Bill started to spread rumors and soon Bill became the guy who "is ignorance on fire".
1- No one offered Bill an honest assessment of his behavior
Bill had no feedback that "would have helped him to begin to improve."
2- Bill saw himself as "the go-to guy"
Bill had no self-awareness
Bill had no political awareness
Bill had no empathy.
"Given the clear contribution of emotional intelligence to outstanding leadership, leaders need to know where they can improve on the EI competencies".p92
2-CEO Disease concept
"For instance, an analysis of 177 separate studies that assessed more than 28000 managers found that feedback on performance became less consistent the higher the managers position or the more complex the managers role" p93.
Women get even less feedback than men.
Minority groups also received less performance feedback.
2-Fear of commanding or pacesetting leaders.
3-Natural instinct to please the boss
4-Fear of hurting others' feelings.
3- Can Everyone Be Better Than Average?
Self-assessment in the CEO disease?
"it's the very poorest performers who exaggerate their abilities the most" p94
A study by Eric Harter found that " self-awareness of leadership abilities was greatest for CEOs of the best-performing companies and poorest for CEOs of the worst performers." p94
Harter compared CEOs' own assessments on 10 leaderships abilities .
The poorest performing CEOs rated themselves the highest on 7 abilities.
But the pattern reversed when their subordinates rated the CEOs abilities.
2-Subordonates believe leaders would not alter the way they lead, so no worth to go through distasteful or negative feedback..
4-Nurture over Nature
Nick Mimken case
Then, he was made the head of an agency leading 25 salespersons.
But his agency ranked at the bottom of the company across the US.
A consultant company was hired and subordinates feedback revealed " that Mimken's success as a salesman had translated into a pacesetting leadership style." p96
1-Commanding style to setting realistic targets with his team.
2-Agency's own performances to coaching his team, finding ways to help each member.
3-Telling to maintaining ongoing dialogue.
4-Jump to conclusion to developing patience with subordinates.
5-Criticism to giving a well balanced feedback negative and positive.
6-Own goals to creating a shared vision with the team.
3 years later
Won national award for growth.
5 years later
The agency moved to the top in productivity.
Nurture over Nature ?
"There is a genetic component to emotional intelligence , to be sure, but nurture plays a major role as well." p97
Minken example :
He became adept at constructing performance plans.
He coached his salespeople to achieve them.
They began to believe in his leadership .
Emotional intelligence can be learned.
Emotional intelligence can be retained .
5-Beyond the Honeymoon Effect
Studies of the impact of training on people's behavior:
"one study of sales branch managers showed a 37 percent improvement in effective communication skills one week following training." p99
2-impact on self-management and relationship
"studies of EI skills find about a 10 percent improvement measured between three months and a year and a half after training".p99
3-One study found that the half-life of knowledge learned in an MBA course was about six weeks.
6-Leaders Are Made , Not Born
2-When you are good at something you keep practicing so you become even better at it.
3-Studies: "in analysis of data from the ECI, we find that over the course of a career, people tend naturally to develop more strength in EI competencies." p101
4- Some get better with age but some don't.
The Five Discoveries or the 5 stages , research based by Boyatzis.
First discovery : My ideal self
Who do I want to be ?
Reflect on your alignment between your vision and your guiding principles
Second discovery : My real self
Who am I ?
Focus on strengths and gapsAsk for those who work with you to show you how you perform
Third discovery : My learning agenda
Create a learning plan
Fourth discovery : Experimenting with practicing new behaviours
Reconfiguring your brain
Practice difficult situations until you can master your emotion.