CEOs who fly tend to inspire creative thinking at their companies, a new study says…
Thrill-seeking chief executives who pilot planes in their spare time are more likely to inspire original thinking at their companies, says Jingjing Zhang, an accounting professor at McGill University and co-author of a new study that surveyed more than 1,200 men and women in the top job between 1993 and 2003.[…]
We recommend comprehensive 360-degree assessments, which collect both self-ratings and the views of others who know you well. This external feedback is particularly helpful for evaluating all areas of EI, including self-awareness (how would you know that you are not self-aware?). You can get a rough gauge of where your strengths and weaknesses lie by asking those who work with you to give you feedback. The more people you ask, the better a picture you get.
Formal 360-degree assessments, which incorporate systematic, anonymous observations of your behavior by people who work with you, have been found to not correlate well with IQ or personality, but they are the best predictors of a leader’s effectiveness, actual business performance, engagement, and job (and life) satisfaction. Into this category fall our own model and the Emotional and Social Competency Inventory, or ESCI 360, a commercially available assessment we developed with Korn Ferry Hay Group to gauge the 12 EI competencies, which rely on how others rate observable behaviors in evaluating a leader. The larger the gap between a leader’s self-ratings and how others see them, research finds, the fewer EI strengths the leader actually shows, and the poorer the business results.
These assessments are critical to a full evaluation of your EI, but even understanding that these 12 competencies are all a part of your emotional intelligence is an important first step in addressing areas where your EI is at its weakest. Coaching is the most effective method for improving in areas of EI deficit. Having expert support during your ups and downs as you practice operating in a new way is invaluable.
Even people with many apparent leadership strengths can stand to better understand those areas of EI where we have room to grow. Don’t shortchange your development as a leader by assuming that EI is all about being sweet and chipper, or that your EI is perfect if you are — or, even worse, assume that EI can’t help you excel in your career.
There’s a detailed and systematic way to go about building vision the right way. But in general, if you can get the other party to reveal their problems, pain, and unmet objectives, then you can build a vision for them of their problem, with you and your proposal as the solution. They won’t make their decision because it is logical. They’ll make their decision because you have helped them feel that it’s to their advantage to do so.
We invited attendees of Fast Company ’s recent Innovation Festival to share the most essential lessons they’ve learned so far in their careers. “Leadership comes in many forms. Figure out how your quietness strengthens your leadership style.” —Elaine Mau, senior product designer, Allstate “Stay focused, and don’t try to […]
As the boss, one of your main goals is to create a workplace that fosters collaboration, encouragement, and unity. Sounds simple enough, right? But human beings are far from simple. Sometimes, despite your best efforts to ensure everyone works well together, there are employees who just can’t seem to […]
According to the World Economic Forum’s Future of Jobs Report , emotional intelligence will be one of the top 10 job skills in 2020. The awareness that emotional intelligence is an important job skill, in some cases even surpassing technical ability, has been growing in recent years. In a […]
People who show an enhanced ability to adapt to change, manage their emotions, and work well with a diverse range of people are already valuable in most workplaces. But with the rates of change and pressures in the workplace rising, they’ll become even more sought after than ever.
Toxic people defy logic. Some are blissfully unaware of the negative impact that they have on those around them, and others seem to derive satisfaction from creating chaos and pushing other people’s buttons. Either way, they create unnecessary complexity, strife, and worst of all stress. […]
According to my friends at TalentSmart, Emotionally Intelligent people “Recognize and Understand emotions in order to better manage relationships.”* As such, you are the one in control of your emotions and you are the one responsible for using your knowledge for good. Toxic leaders exist at all levels of an organization and sometimes (sadly) it could be you. The tips offered in this article are outstanding, but they all come back to one point: be intentional, rather than letting the emotions manage you. What works for you in your organization? Leave a reply with your success stories below, or feel free to share with me on Twitter at @fritzmt!