PRIMAL LEADERSHIP - SPMBOOKspmbook.com/course/2016/downloads/assignments/PrimalLeadership.pdf · primal leadership refers to the emotional dimension of leadership. a leader’s primal

PRIMAL LEADERSHIPTHE HIDDEN DRIVER OF A GREAT PERFORMANCE

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LEADER’S MOOD

FINANCIAL PERFORMANCE

• AUTHENTIC• OPTIMISTIC• HIGH-ENERGY

WORK ENVIRONMENT• POSITIVE• CREATIVE• EFFICIENT• COOPERATIVE

PRIMAL LEADERSHIP REFERS TO THE EMOTIONAL DIMENSION OF LEADERSHIP. A LEADER’S PRIMAL TASK IS AN EMOTIONAL ONE AND SO TO MOVE PEOPLE IN A POSITIVE

DIRECTION. THIS RELATION LINKS DIRECTLY LEADER’S EMOTIONAL MATURITY AND FINANCIAL

PERFORMANCE OF HIS ORGANIZATION.

THE SCIENCE OF MOODS3

2. THEN THE RELATIONS INFLUENCE OUR PHYSIOLOGY• HORMONES LEVELS

• CARDIOVASCOLAR FUNCTIONS

• SLEEP RHYTHMS

• IMMUNE FUNCTIONS

1. OUR MOOD DEPENDS ON THE CONNECTION WITH OTHER PEOPLE

BECAUSE OUR EMOTIONAL CENTER IS AN OPEN SYSTEM

43. THE GROUPS SHARE THE SAME EMOTIONAL STATE

SCIENTISTS HAVE CAPTURED THE ATTUNEMENT OF EMOTIONS IN THE LABORATORY BY

MEASURING THE PHYSICOLOGY OF TWO PEOPLE SHARING A CONVERSATION. AS THE

INTERACTION BEGINS, THEIR BODIES OPERATE AT DIFFERENT RHYTHMS. BUT AFTER 15 MINUTES,

THE PHYSIOLOGICAL PROFILES OF THEIR BOIDIES LOOK SIMILAR.

MOODS THAT START TO THE TOP, AS MOOD’S LEADER, TEND TO MOVE THEM FASTEST

RESONANCE5

A LEADER MUST BE IN TUNE WITH PEOPLE AROUND HIMTHIS MEANS THAT HE MUST UNDERSTAND THE EMOTIONAL SITUATION OF HIS COLLEAGUES AND

MODERATE ONE'S OWN BEHAVIOUR

WHEN IT DOESN’T HAPPEN?

§ TOTAL IGNORANCE OF LEADER ABOUT HIS EMOTIONAL IMPACTHE DON’T KNOW THE IMPORTANCE OF IT OR HE CANNOT EVALUATE HIS IMPACT

§ CEO DISEASE THE LEADER BELIEVES TO HAVE A POSITIVE MOOD AND TO TRANSMIT IT, BUT HE’S WRONG!

6WHY?

NOBODY PROVIDES THEM A FEEDBACK• SCARED OF BEING THE BEARER OF BAD NEWS• TOO PERSONAL TOPIC• …

SELF-DICORVERY PROCESS IS NECESSARY

These reasons don’t legitimize the leader to don’t be in a resonance condition, he has the responsibility of his team.

MOOD MANAGEMENT7

MORE WE ACT IN A CERTAIN WAY, MORE THIS BEHAVIOUR

BECOMES INGRAINED IN OUR PERSONALITY

81. WHO DO I WANT TO BE?

A leader should think what he would do about his leadership and how he would fell in the future.

This idea helps him to consider his dreams, his goals and to explain how them could become a

part of his everyday life.

2. WHO AM I NOW?

In order to answer the question it’s necessary to ask someone an opinion about the leader’s

behaviours. For him this could be difficult for 2 reasons:

✓ not everyone are honest with their boss;

✓ for someone could be difficult to accept the criticism.

An open mind is the primal requirement if a leader want to improve his emotional impact

through the criticisms.

93. HOW I GET FROM THERE TO THERE?

To bridge the gap, it’s necessary:

• SELF-AWARENESS about personal weaknesses;

• DESIRE TO IMPROVE your own habits;

• MENTAL PREPARATION, a leader must revise his certainties and his attitude with his colleagues.

4. HOW DO I MAKE CHANGE STICK?

• TO REHEARSE NEW BEHAVIOUR UNITL IT BECOMES AUTOMATIC

• TO ENVISAGE NEW BEHAVIOUR, imagining something in vivid detail can fire the same brain

cells actually involved in doing that activity. So to alleviate the fears associated to a risk, we

should imagine it.

5. WHO CAN HELP ME?

Creating a community of supporters helps a leader to practice his new behaviors, to

experiment and to get a feedback about his emotional impact.

FRER LUCA

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EMOTIONAL LEADERSHIP IS THE SPARK THAT IGNITES A

COMPANY’S PERFORMANCE

Harvard Business Review, December 2001