Primal Leadership – Flashcards
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What are the two most important things a leader does?
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Drive the collective emotions in a positive direction, and clear the toxic emotions in the atmosphere
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Emotional Intelligence
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How leaders handle themselves and their relationships.
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Climate
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How people feel about working at a company; And 50-70% of how people experience climate can be traced back to the actions of one person: the leader.
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dissonance leaders:
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out of touch with people's feelings, they drive a group into a downward spiral from frustration to resentment to rage.
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resonance leaders:
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attuned to people's feelings, they can identify with them and then move people in a positive emotional direction. When resonance is triggered, you can see it in people's eyes: they light up, and the people are engaged.
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There are four key areas of emotional intelligence
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Personal competence:: self-awareness, and self-management, Social competence:: social awareness, and relationship management
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Social awareness,
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empathy; being attuned to how others feel in the moment, a leader can say what's appropriate
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Resonance
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leaders drive emotions positive, bringing out the best; Latin word resonare, to resound; synchronous vibration i.e. when two people are on the same wavelength emotionally; the more resonant people are with each other, the less static are their interactions; resonance minimizes the noise in the system.
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Dissonance
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describes an unpleasant, harsh sound; when leaders spawn negative emotions undermining the emotional foundations that let people shine; stress hormones released during a toxic workday continue to swirl through the body many hours later.
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Open Loop (interpersonal limbic regulation system)
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our emotional centers--Open to receive outside response—it allows people to come to one another's emotional rescue
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Open Loop affects
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a. ICU patients show comforting presence of another person lowers blood pressure; slows secretion of fatty acids that block arteries b. One person transmits signals that can alter hormone levels, cardiovascular function, sleep rhythms, and even immune function inside the body of another
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Mirroring affects
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Work teams across diverse industries, members who sat in meetings together ended up sharing moods—either good or bad—within two hours
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Laughter affects
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instantly interlocks limbic systems; has the shortest distance between two people because it
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Mood Impacts Results
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while mild anxiety (such as over a looming deadline) can focus attention and energy, prolonged distress can sabotage a leader's relationships and also hamper work performance by diminishing the brain's ability to process information and respond effectively; Distress makes people less emotionally intelligent by eroding mental abilities
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Brains prefrontal area
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receives and analyzes information from all parts of the brain and then makes a decision about what to do. It can veto an emotional response.
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Self-awareness
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is foundational for others; Self-aware leaders know how their feelings affect them and their performance. • Emotional self-awareness • Accurate self-assessment • Self-confidence • A sense of what matters most • Intuition
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Self-Management
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• Emotional self-control (tunes resonance to positive range) • Transparency • Adaptability • Achievement • Initiative • Optimism
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Social Awareness
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• Empathy • Organizational awareness • Service
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Relationship Management
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• Inspirational leadership • Influence • Developing others • Change catalyst • Conflict management • Building bonds • Teamwork and collaboration
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Leadership styles
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• Visionary • Coaching • Affiliative • Democratic • Pacesetting • Commanding VCADPC
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Visionary leaders
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articulate where a group is going, but not how it will get there, setting people free to innovate, experiment, and take calculated risks.
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Coaching Leader
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focuses on personal development rather than on accomplishing tasks.
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Affiliative Leader
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tends to value people and their feelings, putting less emphasis on accomplishing tasks and goals, and more on employee's emotional needs. They strive to keep people happy, create harmony
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Democratic Leader
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gets everyone involved in making decisions. A democratic approach works best when the leader is uncertain about what direction to take and needs ideas from able employees. The downside is that, if over-relied upon, no progress is made— just endless discussions that don't reach consensus. At its best, employees "buy in" to decisions because they had a part in making them.
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Pacesetting Leader
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holds and exemplifies high standards for performance. He's obsessive about doing things better and faster, and asks the same of everyone. He tends to be so focused on his goals that he can appear to not care about the people he relies on to achieve those goals. When applied poorly, the pacesetting approach leaves employees feeling pushed and used, causing morale to plummet, and sometimes productivity as well.
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Commanding Style.
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With a motto of "Do it because I say so," such leaders demand immediate compliance with orders, but don't bother explaining the reasons behind them. These leaders exercise tight control of any situation, require immediate obedience, and any feedback tends to focus on what people did wrong rather than what they did well. This style tends to be the least effective in most situations.
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Steps to sustaining new leadership style
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1. Ideal self - who do I want to be? 2. Real self - who am I? a.What are my strengths? b.What are my gaps (weaknesses)? 3. Plan of action: Building on my strengths while reducing my gaps 4. Practicing new leadership: experimenting with new behavior 5. You need others- to identify your ideal self, your real self, to discover your strengths and gaps, to develop an agenda for the future, and to experiment and practice
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The most emotionally intelligent leaders actively seek out two kinds of feedback:
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1. Negative Feedback. 2. 360 degree feedback
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self-directed learning:
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intentionally developing an aspect of who you are or who you want to be.
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The key ingredient that makes success possible is
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having supportive people involved in the process. Cultivating special relationships, whose sole purpose is to help you along your path, is crucial to continuing development.
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Leadership of group--first task
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is to help the group identify its own ground rules and norms— what are the unspoken rules that govern how the group operates?
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Leadership of group - self awareness
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to monitor the emotional tone of the team and to help its members recognize any underlying dissonance. Getting people to have an honest conversation about what is working and what is not is a critical first step to creating a more resonant team.
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A pragmatist leader
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Ranks high in self-management; use pacesetting style over a democratic, coaching, or affiliative style; Sacrifice the few for the many
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A humanistic leader
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Styles that emphasize interaction with others, such as democratic, affiliative, or coaching
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Vital lies
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soothing mistruths people let themselves believe rather than face the more disturbing realities beneath; self-delusion
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CEO disease
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not having a clear picture of leadership effectiveness because subordinates refuse to give you the truthful feedback; being unaware
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leadership :strengths"
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lie at the intersection of where your real self matches your ideal
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leadership "gaps"
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where reality fails to meet your ideal for yourself as a leader
