Part II: Making Part II: Making LeadersLeaders

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What are some of the core values What are some of the core values that are important to you?that are important to you?

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Last Week Recap:Last Week Recap: The Power of Emotional The Power of Emotional

IntelligenceIntelligence The Four Dimensions of EIThe Four Dimensions of EI The Six Leadership StylesThe Six Leadership Styles

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Today We Will ExamineToday We Will Examine Developing Emotional BondsDeveloping Emotional Bonds Collaboration with othersCollaboration with others Self-AssessmentSelf-Assessment Effective CommunicatorEffective Communicator Ability to Motivate others to Ability to Motivate others to

Change or Take ActionChange or Take Action4

A Resonant LeaderA Resonant Leader

The positive channeling of The positive channeling of emotions that empowers emotions that empowers

people to be top performers people to be top performers is called resonance. is called resonance.

The Last LectureThe Last Lectureby by

Randy PauschRandy Pausch

What wisdom would you impart to the What wisdom would you impart to the world if you knew it was your last world if you knew it was your last chance?chance?

http://www.youtube.com/watch?v=wVFmFof6http://www.youtube.com/watch?v=wVFmFof6aXgaXg

Instructions: Select a leader that your feel use emotional intelligence in their leadership style….This Instructions: Select a leader that your feel use emotional intelligence in their leadership style….This person may be dead or alive….he or she may be in or outside your organization/institution, or a CEO person may be dead or alive….he or she may be in or outside your organization/institution, or a CEO of a corporation, a prime minister, religious leader, King or queen, humanitarian, politician, athlete, of a corporation, a prime minister, religious leader, King or queen, humanitarian, politician, athlete, educator or historian. This person may or may not been from the U.S. educator or historian. This person may or may not been from the U.S.

My Nomination is …..My Nomination is …..

  

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The information vacuum around a leader The information vacuum around a leader created when people withhold important created when people withhold important (and usually unpleasant) information. (and usually unpleasant) information.

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Why are leaders denied accurate Why are leaders denied accurate information about vital matters?information about vital matters?

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Self-Directed LearningSelf-Directed Learning

The Five Step The Five Step Discovery Towards Discovery Towards

Learning Learning Leadership SkillsLeadership Skills

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The The First First

DiscoveryDiscovery

My ideal self My ideal self – Who do I – Who do I want to be?want to be?

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‘A leader is a dealer in hope.’ (p. 121)

The The Second Second

DiscoveryDiscoveryMy Real Self My Real Self – Who am I? – Who am I? What are my What are my strengths strengths and gaps?and gaps?

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’Leaders understand that they need a full range of information to perform better whether or not that information feels good to hear.’ (p. 133).

You are a fairly new top employee of USA Community You are a fairly new top employee of USA Community College, but you have come to the institution with College, but you have come to the institution with considerable experience. You are a hardworking considerable experience. You are a hardworking professional with a lot of self-motivation, determination professional with a lot of self-motivation, determination and drive. You thrive in an environment where your and drive. You thrive in an environment where your manager tells you what needs to be done and then lets manager tells you what needs to be done and then lets you do it. In your present position you must work with a you do it. In your present position you must work with a more seasoned co-worker whose behavior is less than more seasoned co-worker whose behavior is less than friendly. The head of the department has asked this person friendly. The head of the department has asked this person to shadow and mentor you. You are anxious to do a good to shadow and mentor you. You are anxious to do a good job and realize that your co-worker has a great deal of job and realize that your co-worker has a great deal of knowledge and experience, yet is unwilling to share that knowledge and experience, yet is unwilling to share that information. You pride yourself on getting along with information. You pride yourself on getting along with everyone, and you are always willing listen and learn. everyone, and you are always willing listen and learn. When something goes wrong, your co-worker places the When something goes wrong, your co-worker places the blame on you. You, however, believe you are not at fault blame on you. You, however, believe you are not at fault because when the mistake happened because your co-because when the mistake happened because your co-worker withheld valuable information. worker withheld valuable information.

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In order to learn your job, you need to develop and maintain a good relationship with this person. During a In order to learn your job, you need to develop and maintain a good relationship with this person. During a recent meeting, the co-worker interrupts you and offers statistics and other data in support of the point recent meeting, the co-worker interrupts you and offers statistics and other data in support of the point he/she is trying to make. The co-worker asks you, if you are familiar with the source he/she is referring to he/she is trying to make. The co-worker asks you, if you are familiar with the source he/she is referring to (which you are not) and then proceeds to elaborate on this information. The co-worker seems to be using (which you are not) and then proceeds to elaborate on this information. The co-worker seems to be using this meeting as an opportunity to do some ‘grandstanding’ in front of the department head. You sense that this meeting as an opportunity to do some ‘grandstanding’ in front of the department head. You sense that this person is competitive, territorial and is deliberately doing things to keep you from being successful. this person is competitive, territorial and is deliberately doing things to keep you from being successful.

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What would you do? What would you do?

Take a moment to reflect and assess the nature of this dilemma. You have been tapped by the Take a moment to reflect and assess the nature of this dilemma. You have been tapped by the institution for counsel. You remembered reading Primal Leadership and studying emotional intelligence institution for counsel. You remembered reading Primal Leadership and studying emotional intelligence during Jim’s class in your doctoral program. What overall advice and leadership feedback would you during Jim’s class in your doctoral program. What overall advice and leadership feedback would you provide for the new employee, or the co-worker or the head of the department or the institution?provide for the new employee, or the co-worker or the head of the department or the institution?

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The The Third Third

DiscoveryDiscoveryMy Learning My Learning Agenda– How Agenda– How can I build on can I build on my strengths my strengths while reducing while reducing my gaps?my gaps?

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‘Goals should build on one’s strength’s not on one’s weaknesses’ p. 144

The Fourth The Fourth DiscoveryDiscovery

Experimenting with Experimenting with and practicing new and practicing new behaviors, behaviors, thoughts, and thoughts, and feelings to the feelings to the point of mastery.point of mastery.

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‘The more time you put in practicing , then, the greater the payoff.’ p. 160

The The Fifth Fifth

DiscoveryDiscoveryDeveloping Developing supportive and supportive and trusting trusting relationships that relationships that make change make change possible.possible.

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‘Cultivating special relationships, those whose sole purpose is to help you along your path, is crucial to continuing development

‘(p. 164).

How the Brain Matters?How the Brain Matters?

The Key to The Key to Learning Learning Lies in the Lies in the BrainBrain..

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““We cannot change the cards we We cannot change the cards we are dealt, just how we play the are dealt, just how we play the

hand.”hand.”----Randy PauschRandy Pausch 20

Inspirational Change Quote

Thank YouThank You

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Good Night!Good Night!