Unleashing the Power of Emotional Intelligence

Extract from the paper Navigating Uncertainty and Ambiguity in a Period of Turmoil

The book “Primal Leadership – Unleashing the Power of Emotional Intelligence” illustrates the power – and the necessity - of leadership that is self-aware, empathic, motivating and collaborative. The authors Goleman, Boyatzis and McKee offer a wealth of psychological and business acumen and their conclusions are backed up by considerable research in organisations in the US and the UK.

Goleman, Boyatis and McKee state that successful business leaders skilfully switch between various styles depending on the situation. They explain that leaders are, by definition, visionary and have good emotional intelligence.  Their research has established that humble leaders, who are open to learning and able to demonstrate empathy, tend to thrive better in a period of turmoil. 

Executive coaches are working with leaders to support their intuitive thinking to pose questions such as what do you already know that you will only realise you knew in a year’s time? Having the mental and moral strength to back your gut thinking can help to create a new vision and pathway into the future. On occasions less courageous leaders do not recognise what they already know, and this may result in missing out on opportunities or losing their customers to their competitors.

These chaotic times require an intuitive but decisive touch. And an ability to listen to instinct feelings which for many leaders will have been built on years of experience of people, different situations, human behaviours and previous financial downturns.

Wise leaders understand emotions, they know how customers behave and how the world works. Some business leaders manage and make decisions purely based on historical data. These leaders are, largely, steered by their non-intuitive thinking, however, this can lead to leaders being unable to imagine and create a vision for the future. At times to be a visionary we need to think outside of the box to solve problems, particularly when at times such as these, the future is unknown.

So, whilst non-intuitive and process thinking is important, as important is a business leader’s intuitive thinking.

In essence, good leaders are able to switch between leadership styles and are able to combine non-intuitive and intuitive thinking to address both the present challenges and to have sight of where they might want to be in the future. 

Many of you will be aware of the “Seven Habits of Highly Effective People” model developed by the ‘leadership guru’ Stephen R Covey.

One of Covey’s habits is to begin with the end in mind. We know there is value in setting and having goals, but the greater value is in leading those goals to fruition. Covey explains that a team can’t help you drive toward those goals unless you share not only the target, but the resources, authority, skills, tools, and expectations for the journey. In essence to begin with the end in mind means setting the team up for success from the start.

For sure, the world will not be the same in the future. The Ancient Greek philosopher, Heraclitus was attributed as saying that change is the only constant. Clearly, we have all witnessed rapid change in recent months and this is likely to continue. Since a month is a long time in this crisis, today’s leader should consider building flexibility into their plans to revisit and make tactical changes on a monthly and even perhaps on a weekly basis. The idioms of being fleet of foot and swift of mind are required attributes in these times.

For the full article please contact andy@andybourneconsultant.

 www.andybourneconsultant.com

ReplyForward