Download - Course 5120 - Leadership Presentation
![Page 1: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/1.jpg)
Learning to Lead with Emotional Intelligence
Primal Leadership:
![Page 2: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/2.jpg)
Primal Leadership2
Primal Leadership
Introduction
Part 1: The Power of Emotional Intelligence
Part 2: Making Leaders
Part 3: Building Emotionally Intelligent Organizations
Summary
![Page 3: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/3.jpg)
Primal Leadership3
The Blues TeamIdentity: Lake Forest Graduate School of Management MBA students who work for Health Care Service Corporation (HCSC) & Blue Cross Blue Shield Association (BCBSA).
We are The Blues Team.Purpose: To present the concepts advanced in the book Primal Leadership: Learning to Lead with Emotional Intelligence.Shared Vision: Our shared vision is to build effective teams.Shared Goal: To cohesively and concisely present the concepts of Primal Leadership by allowing each team member to contribute new insight and value to our instructor’s knowledge of the book’s concepts.
![Page 4: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/4.jpg)
Primal Leadership4
Primal Leadership
Part 1 Part 2 Part 3
• Primal Leadership• Resonant Leadership
• Neuroanotomy of Leadership
• Leadership Repertoire
• Dissonant Styles
• Becoming a Resonant Leader• The
Motivation to Change
• Metamorphosis
• The Emotional Reality of
Teams• Reality & The
Ideal Vision• Creating
Sustainable Change
![Page 5: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/5.jpg)
The Power of Emotional IntelligencePrimal Leadership:
Team One
![Page 6: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/6.jpg)
Primal Leadership6
Identity, Purpose, Values, Vision,Competencies & Fit, Principles, and Goal
Team 1:
![Page 7: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/7.jpg)
Primal Leadership7
Team 1: Identity
We are Lake Forest Graduate School of Management MBA
students who are a dynamic team of visionary contributors.We are the Trailblazers.
![Page 8: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/8.jpg)
Primal Leadership8
Team 1: PurposeOur purpose is to introduce you to
the foundational concepts of The Power of Emotional
Intelligence presented in Section 1, Chapters 1-5 of the book Primal Leadership: Learning to
Lead with Emotional Intelligence by Goleman, Boyatzis and McKee.
![Page 9: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/9.jpg)
Primal Leadership9
Team 1: Values
• Success• Integrity• Collaboration• Empathy
![Page 10: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/10.jpg)
Primal Leadership10
Team 1 DiSC Strengths ContributionMember High Profile
Anka Tomich C Perfectionist Detail OrientatedPart 1, Presentation, Blues Shared Information
Ayesha Tanveer S Investigator
Research, Team
OrientatedPresenting Chapter 1
Jerry Rosenthal D Creative Vocal, Inquisitive Presenting Chapter 2
Len Loster C Perfectionist Semantics, Results Presenting Chapter 4
Linda Holzshu C Collaborative Detail oriented, Presenting, Presenting Chapter 3
Lisa Greenspan D Creative Presenting Presenting Chapter 5
Yaw Ofosu D Result Oriented
Research, Writing,
Presenting
Part 1, Created & Coordinated Final Presentation
Team 1: Competency & Personal Fit
![Page 11: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/11.jpg)
Primal Leadership11
Team 1: Operating Principles
• Everyone contributes to the goal = 100% participation and accountability
• Each team member has a defined role and responsibility.
• Treat each other with mutual respect and trust.
• All communication will be open and transparent.
![Page 12: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/12.jpg)
Primal Leadership12
Team 1: GoalOur goal is to present the concepts
from section 1, chapters 1-5, The Power of Emotional
Intelligence, from the book Primal Leadership: Learning to Lead with Emotional Intelligence, by Goleman, Boyatzis & McKee, in a concise manner that will add new insight and value to our instructor’s understanding of the
concepts.
![Page 13: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/13.jpg)
The Power of Emotional IntelligencePart One:
![Page 14: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/14.jpg)
Primal Leadership14
The Power of Emotional Intelligence
Chapter 1: Primal Leadership
Chapter 2: Resonant Leadership
Chapter 3: The Neuroanotomy of Leadership
Chapter 4: The Leadership Repertoire
Chapter 5: The Dissonant Styles
![Page 15: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/15.jpg)
Primal Leadership15
Leadership
Emotions PassionInspiration Resonance
Chapter 1: Primal Leadership
GREAT LEADERS MOVE US
![Page 16: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/16.jpg)
Primal Leadership16
Chapter 1: Primal Leadership
“Driving the collective emotions in a positive direction and clearing the smog created by toxic emotions.”
![Page 17: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/17.jpg)
Primal Leadership17
Chapter 1: Primal Leadership
To prime good feeling in those that they lead. To create resonance - a reservoir of positivity that frees the best in people.
#1 Task of a Leader
![Page 18: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/18.jpg)
Primal Leadership18
Chapter 1: Primal Leadership
The Open Loop• The brain has an ‘open loop’ system
• We are ‘wired’ to pick up subtle clues from one another.
Resonance is contagious…so is dissonance
![Page 19: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/19.jpg)
Primal Leadership19
Chapter 1: Primal Leadership“Smile and the world smiles with
you.”
• Moods influence how effectively people work
• Upbeat moods boost cooperation, fairness and performance.
• Leader’s mood affects emotions of people around them.
• Good moods drive business to success
![Page 20: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/20.jpg)
Primal Leadership20
Climate
Leader
Positive Link
Positive Link
Chapter 1: Primal Leadership
Organizational
Success
![Page 21: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/21.jpg)
Primal Leadership21
Chapter 2: Resonant Leadership
• Attuned to people’s feelings• Move people in a positive emotional direction
– Comes naturally to emotionally intelligent leaders
– Passionate and enthusiastic– Under their guidance:
• Group members feel comfort• Share ideas• Work collaboratively• Get things done
– Without a resonant leader:• People do “good enough”• But only go through the motions
![Page 22: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/22.jpg)
Primal Leadership22
Chapter 2: Resonant Leadership
• Opposite = Discordant Leader• Dissonance: An unpleasant or harsh sound• Dissonant leadership produces groups that feel
emotionally discordant and continually off key• 42% of U.S. workers reported incidences of yelling and
verbal abuse (>1,000 survey sample size)• Biological cost: Emotional Toxicity (>heart rate, distorted hearing, muddled thinking, flight)• Throughout history, demagogues have exploited the
negative resonance of others; stirring up crowds and creating mob actions
• More common in today’s corporation: Ex: Self absorbed leaders
![Page 23: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/23.jpg)
Primal Leadership23
Chapter 2: Resonant Leadership
• Leadership and the Brain Design– Intellect alone does not make a leader
• Neural systems responsible for intellect and emotion are separate but intertwined (thoughts and feelings)
• In emergency our emotional center, the limbic portion of the brain, takes control
• The trigger point for compelling emotions is the Amygdala; it can commandeer the Neocortex, the rational center of the brain.
– EI competencies rely on smooth operation of limbic circuitry
![Page 24: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/24.jpg)
Primal Leadership24
Chapter 2: Resonant Leadership
• 4 EI competencies:1. Self Awareness2. Self Management3. Social Awareness4. Relationship Management
• Each is critical• Cultivate an atmosphere of cooperation and trust• Intertwined: Without recognizing our own
emotions, we will be poor at managing them and less able to understand them in others
• Once leaders can understand their own vision and values and can perceive the emotions of the group, their relationship management skills can catalyze resonance.
![Page 25: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/25.jpg)
Primal Leadership25
Chapter 3: The Neuroanatomy of Leadership
• Neuroanatomy: (n) neu·ro·anat·o·my - the anatomy of the nervous system
• Emotional Intelligence Domains: 1.Personal Competence
• How we manage our selves2.Social Competence
• How we manage relationships
![Page 26: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/26.jpg)
Primal Leadership26
Chapter 3: The Neuroanatomy of Leadership
1. Self Awareness:• Emotional self awareness• Accurate self-assessment• Self-confidence
2. Self-management:• Emotional self-control• Transparence• Adaptability• Achievement• Initiative• Optimism
Personal Competence
![Page 27: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/27.jpg)
Primal Leadership27
Chapter 3: The Neuroanatomy of Leadership
1. Social Awareness• Empathy• Organizational
awareness• Service
2. Relationship management
• Inspirational• Influence• Developing Others• Change Catalyst• Conflict management• Building Bonds
Social Competency
![Page 28: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/28.jpg)
Primal Leadership28
Chapter 3: The Neuroanatomy of Leadership
![Page 29: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/29.jpg)
Primal Leadership29
Chapter 4: The Leadership Repertoire
• Visionary Approach– Moves people toward shared goals– When an area needs a new direction
• Coaching Approach– Binds personal and organizational goals– Helps employees improve performance using
long-term goals• Affiliative Approach
– Creates synergy by connecting people– Strengthens connections between people
![Page 30: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/30.jpg)
Primal Leadership30
Chapter 4: The Leadership Repertoire • Democratic Approach
– Employee input is beneficial– Builds consensus– Provides valuable information for employees
• Pacesetting Approach– Allows employees to meet challenging & exciting goals– Should be used with only high performing employees
to receive high quality results• Commanding Approach
– Gives clear direction during a crisis– Useful for crisis situations or problem employees
![Page 31: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/31.jpg)
Primal Leadership31
Chapter 5 – The Dissonant StylesPacesetting:
• Obtains high quality results from a competent and motivated team.
– An EI competency = Improving performance.– Use only in settings where it is a fit: Ex: EMC’s
rise in the storage markets the late 90’s– Successful when leadership has drive to achieve,
finds ways to improve performance, and has initiative to recognize and seize opportunities.
– Pacesetting leads dissonance if poorly executed: Ex: Employees feeling pushed too hard by Leader’s demands.
– Unsuccessful when leadership lacks collaboration and communication skills.
![Page 32: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/32.jpg)
Primal Leadership32
Chapter 5 – The Dissonant StylesCommanding/Coercive:
– “Do it because I say so.”– Demands immediate compliance.– Uses Influence, Achievement, and Initiative.– Should be used in a crises to initiate fast change, or to
deal with problematic staff.– Least effective leadership approach in most situations.– Coercive leadership thrives in large numbers despite its
negative effects.– It is highly visible in the medical and military industries, but balanced out in both industries by other leadership styles in place.
![Page 33: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/33.jpg)
Primal Leadership33
Chapter 5 – The Dissonant StylesSOB Paradox:
– Leads with Commanding and/or Pacesetting styles – Successful when teams have resonant leadership styles
present. Ex: Microsoft Corporation– Some leaders have an illusion of success during a
period of high market capitalization.– High interest in short term financial goals, with a lack
of regard for long term organizational goals.– Some leaders have strengths that counter balance their
negative behavior, which are not as visible but add to their success.
– Leadership drives away talent; the SOB must reform or leave.
![Page 34: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/34.jpg)
Primal Leadership34
Chapter 5 – The Dissonant Styles
Flexible:– The idea that Pacesetting, Commanding, and
SOBs, can reform or adapt to specific leadership situations and be more effective.
– Leadership styles used can range from affiliative to coaching, both are styles not typically present in the primarily dissonant styles of such leadership.
– The flexibility comes from the leader knowing when, why, and how to switch gears and lead in the appropriate style.
![Page 35: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/35.jpg)
Primal Leadership35
Pop Quiz: Part 1According to the concept of Primal Leadership,
which phrase completes the following sentence most accurately?
“Great Leaders…”
A. “…move us.”B. “…ignite our passion.”C. “…work through the emotions.”D. “…inspire the best in us.”
![Page 36: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/36.jpg)
Making LeadersPrimal Leadership:
Team Two
![Page 37: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/37.jpg)
Primal Leadership37
Identity, Purpose, Values, Vision,Competencies & Fit, Principles, and Goal
Team 2:
![Page 38: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/38.jpg)
Primal Leadership38
Team 2: Identity
We are the “It” team.
![Page 39: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/39.jpg)
Primal Leadership39
Team 2: Purpose
Our purpose is to reinforce the elements of the Making Leaders
section in the book Primal Leadership.
![Page 40: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/40.jpg)
Primal Leadership40
Team 2: Values
• Achievement• Crea(it)ve• Excitement• Integrity• Quality
![Page 41: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/41.jpg)
Primal Leadership41
Team 2: Vision
To be a highly effective group at accomplishing the assignment of
teaching Part 2 of Primal Leadership
![Page 42: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/42.jpg)
Primal Leadership42
Member DiSC StrengthContribution
Behavior StyleName High
Carrie Gath I Appraiser,Enthusiastic
Victory with flair
Casandra Evans C Objective Thinker, Analytical Perfectionist
Eric Dortch D Takes Authority Gets Results
Steven Meunier C Thinker, Detail Oriented Methodical
Tamatha Smith C Organized, Planner Detail OrientedTim Boulware S Steady, Empathetic Loyal
Tony Fortier I Appraiser, Motivator Driven to look good
Team 2: Competency & Personal Fit
The section was divided between each of the members of the team. Each member summarized their assigned sections.
![Page 43: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/43.jpg)
Primal Leadership43
Team 2: Operating Principles
• Address conflict openly and constructively• Be considerate of other team members.• Each member will start with an equal amount of
time in the final presentation. Members not meeting the group expectations, will have a reduction of time.
• Everyone will be required to contribute.• Final presentation will be complete by week nine• Notes, if necessary, will be taken at each meeting
and responsibility shared between each member of the team.
![Page 44: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/44.jpg)
Primal Leadership44
Team 2: Goal
Our goal is Emotional Intelligence!To learn it, to do it, to be it.
To articulate our understanding of the Making Leaders section of Primal
Leadership by presenting the content during week 10 of the Effective
Leadership class, January 27, 2010.
![Page 45: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/45.jpg)
Primal Leadership45
Chapter 6: Becoming A Resonant Leader
Chapter 7: The Motivation to Change
Chapter 8: Metamorphosis
Making Leaders
![Page 46: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/46.jpg)
Primal Leadership46
Truth and Leaders• CEO Disease
– Vacuum created when people withhold information
– Not limited to CEOs• Can Everyone Be Better Than Average?
– Most people tend to overestimate their abilities
– Poorest performers exaggerate the most– Old leaders can learn new tricks
![Page 47: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/47.jpg)
Primal Leadership47
Nurture over Nature• Leaders can be made• Emotional Intelligence can be learned
– There is a genetic component to EI– Nurture plays a major role as well– Leaders are Made, Not Born (page 100 –
101)– Great leaders gradually acquire the
competencies to make them effective– Can be learned by any leader, at any point– Must have will and motivation
![Page 48: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/48.jpg)
Primal Leadership48
How the Brain Works• Emotional Intelligence operates in the
Brain’s:– Neocortex
• Prefrontal lobes– Governs analytical, technical ability, abstract
thinking, aggression, sexual behavior– Grasps concepts quickly
– Limbic system• Amygdala
– Governs feelings, impulses, and drives– Much slower learner, habits learned early
in life
![Page 49: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/49.jpg)
Primal Leadership49
How the Brain Works• Human brains can create new neural
tissue• EI requires a lot of practice• Mindfulness – the ability to focus and
drop distractions
![Page 50: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/50.jpg)
Primal Leadership50
Boyatzis’s Theory of Self-Directed Learning
![Page 51: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/51.jpg)
Primal Leadership51
The Five Discoveries1.My ideal self – Who do I want to be?2.My real self – Who am I? What are my
strengths and gaps?3.My learning agenda – How can I build on my
strengths while reducing my gaps?4.Experimenting with and practicing new
behaviors, thoughts, and feelings to the point of mastery.
5.Developing supportive and trusting relationships that make change possible.
![Page 52: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/52.jpg)
Primal Leadership52
Reverse Decades of Behaviors
The “Ought” versus the “Ideal”
Leadership Development
Operating Philosophy
Chapter 7 - The Motivation To Change
![Page 53: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/53.jpg)
Primal Leadership53
Motivation to ChangeOperating Philosophy
PragmaticUsefulness determines worthResponsible for events in lifeRank high in self managementMore of a pacesetting style
![Page 54: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/54.jpg)
Primal Leadership54
Motivation to ChangeOperating Philosophy
IntellectualDesire to understand people and thingsEmotional SecurityRely on logic in decision makingRely on cognitive competenciesMore of a visionary style
![Page 55: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/55.jpg)
Primal Leadership55
Motivation to ChangeOperating Philosophy
HumanisticClose relationships give meaning to lifeCommitted to human valuesFamily and friends are seen as more importantActivity worth based on relationshipsCan be democratic, affiliative, or coaching styles
![Page 56: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/56.jpg)
Primal Leadership56
Motivation to Change
The Second Discovery• My Real Self• Boiling Frog• Identification of Real Self
– Inventory– Negative Feedback– 360– Strengths and Gaps
![Page 57: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/57.jpg)
Primal Leadership57
Sustaining Leadership Change
Chapter 8: Metamorphosis
![Page 58: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/58.jpg)
Primal Leadership58
Metamorphosis
The Third Discovery - - A Learning Agenda• Emphasizes the possibility of change
by developing a practical plan that will lead to better performance and new leadership strengths– Forming new habits– Crafting an agenda of specific,
manageable learning goals.
![Page 59: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/59.jpg)
Primal Leadership59
- - A Learning Agenda• The Mindful Prefrontal Cortex
– The part of the brain that performs executive functions and moves them into actions.
Metamorphosis
![Page 60: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/60.jpg)
Primal Leadership60
- - A Learning Agenda• Goal Setting: A New Perspective
– There is a science to the process of setting goals and creating plans for achieving them.
Metamorphosis
![Page 61: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/61.jpg)
Primal Leadership61
KnowYour
Learning Style
Build on
Strengths
Be a Person’s
Own
Allow Preparation
for the FuturePlans Must
BeFeasible
Goal Setting
Metamorphosis- - A Learning AgendaGoal Setting: A New Perspective
![Page 62: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/62.jpg)
Primal Leadership62
Metamorphosis
Fourth Discovery:- - Reconfiguring the Brain
A New Model of Learning– Leveraging skills that has been learned
through life lesson.– Implicit way that brain naturally lay
downs the circuitry with leadership habits.
![Page 63: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/63.jpg)
Primal Leadership63
- - Reconfiguring the BrainAll Performance, No Practice
– Changing the default habit and learning new ones, requires extended period of practice until the a neural pathway is created and strengthen.
Metamorphosis
![Page 64: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/64.jpg)
Primal Leadership64
- - Reconfiguring the BrainStealth Learning
– One that has informal training, mentoring, or coaching while focusing on other day to day activities.
– By doing such will is useful for improving emotional intelligence abilities and leadership skills
Metamorphosis
![Page 65: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/65.jpg)
Primal Leadership65
- - Reconfiguring the BrainPower of Rehearsal
– The ability to visual practice an action mental over and over until a positive outcome. Once the action is done in reality the success rate is higher because of the mental rehearsal.
Metamorphosis
![Page 66: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/66.jpg)
Primal Leadership66
Metamorphosis
• The Fifth Discovery– Sustaining Leadership Changes
![Page 67: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/67.jpg)
Primal Leadership67
Metamorphosis
• The Fifth Discovery• Power of Relationship
– A Strong Mutual trust has to be develop– Positive groups help people make
positive changes– Candor, Trust and Psychological safety
![Page 68: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/68.jpg)
Primal Leadership68
Metamorphosis
• The Fifth Discovery• Power of Relationship• Stress of Leadership
– Becoming defensive – Relying on most familiar habits– Hampers learning by killing brain cells
![Page 69: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/69.jpg)
Primal Leadership69
Metamorphosis
- - Sustaining Leadership Changes
• Bringing the whole Team Along– Develop a monthly plan– Review the process– Receiving on going feedback
![Page 70: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/70.jpg)
Primal Leadership70
Pop Quiz: Part 2Part 2 of Primal Leadership discusses a concept
called “The CEO Disease.” What does this mean?
A. A company’s CEO has H1N1.B. A CEO realizes he is not a good fit for the
company.C. The information vacuum created around a leader
when important information is withheld.D. When a CEO fails to incorporate Emotional
Intelligence into his own leadership style.
![Page 71: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/71.jpg)
Building Emotionally Intelligent Organizations
Primal Leadership:
Team Three
![Page 72: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/72.jpg)
Primal Leadership72
Identity, Purpose, Values, Vision,Competencies & Fit, Principles, and Goal
Team Three:
![Page 73: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/73.jpg)
Primal Leadership73
Team 3: Identity
We are catalysts for positive, sustainable organizational
change.We are IntelliOrg.
![Page 74: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/74.jpg)
Primal Leadership74
Team 3: Purpose
Our purpose is to give you skills that you can apply on “day one”
to build an emotionally intelligent organization.
![Page 75: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/75.jpg)
Primal Leadership75
Team 3: Values
• Accomplishment• Integrity• Adding Value• Client Focus• Results Focus• Inspiration• Engagement• Trustworthy and Trusted
![Page 76: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/76.jpg)
Primal Leadership76
Team 3: Vision
We make a splash in Emotional Intelligence.
![Page 77: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/77.jpg)
Primal Leadership77
Team 3 DiSCStrengths Contributi
onMember High Profile
Bob Reynolds S Investigator Analysis, Diplomacy Build,
Present
Geneva Todd I Persuader Influences, Accountability
Build, Present
Gregg Sunday I Persuader Analysis, Strategy Build,
PresentMark
Albright D Creative Semantics, Results Build, Present
Michael Glover C Perfectionis
tPerfectionism, Diplomacy
Build, Present
Tara Roberts D Inspirational Initiation, People-Moving Build,
PresentZeeshan Shaykh I Appraiser Team and Goal
OrientationBuild, Present
Team 3: Competency & Personal Fit
Team was divided into two teams of two and one team of three.Each team was asked to summarize one chapter onto a handful of slides.
![Page 78: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/78.jpg)
Primal Leadership78
Team 3: Operating Principles
• Input from everyone is valued.• Don’t talk over someone else.• There will be an equitable
distribution of work.• Everyone will carry his or her weight.• Meetings will start on time.
![Page 79: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/79.jpg)
Primal Leadership79
Team 3: Goal (SMART Version)
By Jan. 27th, create a brief, effective presentation on Part 3 of the Primal
Leadership book, present it to Laurie, and have her acknowledge that she
learned valuable skills for building an emotionally intelligent organization.
![Page 80: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/80.jpg)
Building Emotionally Intelligent Organizations
Part Three:
![Page 81: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/81.jpg)
Primal Leadership81
Building Emotionally Intelligent Organizations
Chapter 9: The Emotional Reality of Teams
Chapter 10: Reality and the Ideal Vision Giving Life to the Organization’s Future
Chapter 11: Creating Sustainable Change
![Page 82: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/82.jpg)
Primal Leadership82
Chapter 9
The Emotional Reality of Teams
![Page 83: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/83.jpg)
Primal Leadership83
• Recognize Inefficient Team Habits– Interpersonal Disagreements– Conflict Management– Lack of Harmony or Ability to
Cooperate– Loose collection of people working
together
Chapter 9: The Emotional Reality of Teams
![Page 84: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/84.jpg)
Primal Leadership84
Making Change Happen
– Understand how the team functions
– Understand the Team’s Reality
– Strategies for exposing a Team’s Emotional Reality
Chapter 9: The Emotional Reality of Teams
![Page 85: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/85.jpg)
Primal Leadership85
Maximizing the Team’s Emotional Intelligence
• Team Level Social Awareness:– The Self-Aware Team – Self-Managed Team – The Empathic Team
• Recognizing the Leader’s role in all of this.– A Leader listens for what is going on in a Team
Chapter 9: The Emotional Reality of Teams
![Page 86: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/86.jpg)
Primal Leadership86
Chapter 9: The Emotional Reality of Teams
• Setting Ground Rules:– The Leader’s Job
![Page 87: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/87.jpg)
Primal Leadership87
Establish Norms, Set the Mood• Pay attention to the undercurrents in
the group• Rudeness, Quiet Members• Use positive images, positive
reinforcement• Important signals
![Page 88: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/88.jpg)
Primal Leadership88
Discovering the Team’s EI
• Emotional Competence Inventory (ECI)
• Interviews and 360-degree feedback• Problems of ineffective norms and
negative emotional tone of the team
![Page 89: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/89.jpg)
Primal Leadership89
Having an Honest Conversation
• Honest and healthy dialogue and behavior and emotions
• Creating new habits• When truth seeking comes from the
top, others become more willing to take risk.
The Benefits
![Page 90: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/90.jpg)
Primal Leadership90
Pop Quiz: Chapter 9
Which of the four statements is not an emotional intelligence competency?
A. The team has a great understanding of itself and other teams.
B. There is harmony within the team.C. A self managed team holds every to be
accountable.D. Emotional intelligence can wreak havoc in a team situation
![Page 91: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/91.jpg)
Primal Leadership91
Giving Life to the Organization’s Future• When Leaders Don’t Listen • The Toxic Organization• Where Change Begins• Discovering the Organization’s
Reality through Dynamic Inquiry• Find the Spirit at Work
Chapter 10: Reality and Ideal Vision
![Page 92: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/92.jpg)
Primal Leadership92
• The Critical Shift: Moving from Dissonance to the Ideal Vision
• Inspiration and the Hour of the Rat• Attunement not alignment• Be the Change you want to see
Chapter 10: Reality and Ideal Vision
![Page 93: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/93.jpg)
Primal Leadership93
• Living the Mission• Lessons: Building an Emotionally
Intelligent Organization• Discovering the Emotional Reality• Visualizing the Ideal• Sustaining Emotional Intelligence
Chapter 10: Reality and Ideal Vision
![Page 94: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/94.jpg)
Primal Leadership94
Chapter 11: Creating Sustainable Change
• Leaders create resonant, lasting change by seeding the company with emotionally-intelligent leaders
• The vision and the approach need to be holistic—permeate the organization at every level– Individuals– Teams– Culture
• Directive must come from the top, not HR• Succeed with a process that continually builds
leadership• Has to be viewed as an ongoing process• Has to be framed as a permanent change
Key Points
![Page 95: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/95.jpg)
Primal Leadership95
What should the process look like?
• Process itself must be emotionally rewarding– Your inclusion is a sign of admiration for your
abilities– Tie change initiatives to people’s ambitions
• Create a buzz• Unilever: Leaders needed to become
“emotionally engaged... with each other and with the strategy”“Gotchas:” What to Watch Out For
• Can’t ignore the culture• Leaders need to balance learning with
their image• Need to create a “safe space” for
learning
![Page 96: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/96.jpg)
Primal Leadership96
Learning Teams &Executive Coaching
Seminars built
around Individual Change
Relevant learning
about Emotional
Intelligence
Retreats that
Encourage Emotional
EngagementRelationship
s that Support Learning
Learning & Developme
nt
Multifaceted Learning & Development
![Page 97: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/97.jpg)
Primal Leadership97
Summary• Emotions matter enormously for leadership• EI offers the essential competencies for resonant
leadership• EI competencies can be cultivated and
strengthened• There are hard payoffs in effectiveness and
business performance• Part 1: Ways to improve leaders’ EQ• Part 2: Ways to make groups more resonant• Part 3: Ways to turn organizations into EQ
incubators
![Page 98: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/98.jpg)
Primal Leadership98
Why does all of this matter?
• The pace of information flow is increasing• This can lead to emotional hijack (panic)
and poorly-conceived knee-jerk reactions• High-EQ leaders will be able to think
clearly under pressure• They can manage disruptive emotions in
themselves and their organization• In the future, this will be the new
measure of excellence
![Page 99: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/99.jpg)
Primal Leadership99
Pop Quiz: Chapter 11“What is (the) most important” factor in creating sustainable organizational change?A. The message coming from the very topB. Creating an ongoing process, rather than a programC. Tying the process to people’s own ambitionsD. A multifaceted approach to learning and development
![Page 100: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/100.jpg)
Primal Leadership100
Pop Quiz: Bonus Question
In your career, what organization had the highest penetration of Emotional Intelligence, and how could you tell?
![Page 101: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/101.jpg)
Primal Leadership101
Questions?
![Page 102: Course 5120 - Leadership Presentation](https://reader034.vdocuments.net/reader034/viewer/2022051709/547b3f5eb4af9fd5408b45aa/html5/thumbnails/102.jpg)
Primal Leadership102Primal Leadership
References
Goleman, D., Boyatzis, R., McKee, A. (Paperback, 2004). Primal Leadership: Learning to Lead with Emotional Intelligence, Harvard Business School Press, Boston