How Rudeness Stops People from Working Together

Sourced from HBR

Rudeness

Incivility can fracture a team, destroying collaboration, splintering members’ sense of psychological safety, and hampering team effectiveness. Belittling and demeaning comments, insults, backbiting, and other rude behavior can deflate confidence, sink trust, and erode helpfulness — even for those who aren’t the target of these behaviors.

A little civility goes a long way, enhancing a team’s performance by increasing the amount of psychological safety that people feel. One experiment of mine showed that psychological safety was 35% higher when people were offered a suggestion civilly than uncivilly (i.e., in an interaction marked by inconsiderate interruption). Other research has shown that psychological safety improves general team performance. Studying more than 180 of its active teams, Google found that who was on a team mattered less than how team members interacted, structured their work, and viewed their contributions. Employees on teams with more psychological safety were more likely to make use of their teammates’ ideas and less likely to leave Google. They generated more revenue for the company and were rated as “effective” twice as often by executives.

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Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?

Emotional Intelligence

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.

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.

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How Has Technology Changed The Way We Trust?

Sourced from Fast Company

Trust and Technology

As messy as humans are, technology cannot replace the role of humans in relationships. It’s thinking about how you inject that humanness into the technology. You put people at the center; [understand] what that means without it being lip service. People are at the center of what you’re doing, not the technology. What are the implications of that? […]

4 Sure-Fire Ways to Boost Your Self-Awareness

Sourced from CCL.org

Self Awareness
self-a·ware·ness
ˈˌself əˈwernəs/  noun
 conscious knowledge of one’s own character, feelings, motives, and desires.

Understanding your leadership brand — how you’d like to be perceived — allows you to act to change those perceptions in a positive, authentic way. Your leadership brand should identify your unique strengths, communicate those to others, provide a consistent experience that meets others’ expectations of you, and make explicit that which is implicit.

Great leaders are often seen as outward facing — communicating and influencing others as they drive an organization to success. While communication and influence are two of the “Fundamental 4” leadership meta-skills identified in our research, the other two — learning agility and self-awareness — are more inward-focused. […]

The Connection Between Leadership and a Pilot’s License

Sourced from WSJ.com

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.[…]

Emotional Intelligence Has 12 Elements. Which Do You Need to Work On?

Sourced from HBR

 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.

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Decisions Are Emotional, Not Logical: The Neuroscience behind Decision Making

Decisions Are Emotional, Not Logical: The Neuroscience behind Decision Making

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.

 

The Neuroscience of Strategic Leadership

The Neuroscience of Strategic Leadership

Have you ever had a difficult executive decision to make? This is the kind of decision where the best options aren’t obvious, the ethics aren’t clear, and the consequences could affect hundreds of people or more. How do you figure out the right thing to […]

What’s The Best Leadership Advice You Ever Received?

Sourced from FastCompany.com

What's The Best Leadership Advice You Ever Received?

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 […]

18 Signs You Have High Emotional Intelligence

18 Signs You Have High Emotional Intelligence

Measuring emotional intelligence can be difficult because of its intangible nature. But Dr. Travis Bradberry has analyzed the data from the million-plus people that TalentSmart has tested for EQ to help identify the behaviors that are sure signs you have a high EQ. He shares them with us in […]