Primal Leadership The Hidden Driver of Performance Daniel Goleman, Richard Boyatzis, & Annie McKee.

Primal LeadershipPrimal Leadership

The Hidden Driver of PerformanceThe Hidden Driver of Performance

Daniel Goleman, Richard Boyatzis, Daniel Goleman, Richard Boyatzis, & Annie McKee& Annie McKee

What are we talking about?What are we talking about?

• ““Of all the elements affecting Of all the elements affecting bottom-line performance, the bottom-line performance, the importance of the leader’s mood and importance of the leader’s mood and its attendant behaviors are most its attendant behaviors are most surprising. That powerful pair set off surprising. That powerful pair set off a chain reaction: The leader’s mood a chain reaction: The leader’s mood and behaviors drive the moods and and behaviors drive the moods and behaviors of everyone else.”behaviors of everyone else.”

High EQ Provides Climates High EQ Provides Climates Where These Things Flourish:Where These Things Flourish:

• Information SharingInformation Sharing• TrustTrust• Healthy Risk TakingHealthy Risk Taking• LearningLearning

The leaders mood is contagious, The leaders mood is contagious, spreading quickly and inexorably spreading quickly and inexorably throughout the business.throughout the business.

Primal Task—Emotional Primal Task—Emotional LeadershipLeadership

• OptimisticOptimistic

• AuthenticAuthentic

• High-energyHigh-energy

• SincereSincere

• ResonantResonant

What is EQ?What is EQ?

Emotional IntelligenceEmotional Intelligence

• Definition: Self-control, zeal, persistence, Definition: Self-control, zeal, persistence, and the ability to motivate oneself.and the ability to motivate oneself.

• The 5 Domains of Emotional Intelligence:The 5 Domains of Emotional Intelligence:– Knowing your own emotionsKnowing your own emotions– Managing your emotionsManaging your emotions– Motivating yourselfMotivating yourself– EmpathyEmpathy– Handling RelationshipsHandling Relationships

Knowing Your EmotionsKnowing Your EmotionsSelf-AwarenessSelf-Awareness

• Self-Awareness: Self-Awareness: being aware of both our mood being aware of both our mood and our thoughts about that mood—the building and our thoughts about that mood—the building block to the next step. . . Shaking off a bad moodblock to the next step. . . Shaking off a bad mood

• Ways of Attending to Emotions:Ways of Attending to Emotions:– Self-awareSelf-aware– EngulfedEngulfed– Accepting (laissez-faire)Accepting (laissez-faire)

• Accurate Self-assessmentAccurate Self-assessment• Self-confidenceSelf-confidence

Managing EmotionsManaging EmotionsSelf-ManagementSelf-Management

• Self-control and balanceSelf-control and balance

• TrustworthinessTrustworthiness

• ConscientiousnessConscientiousness

• AdaptabilityAdaptability

• Achievement OrientationAchievement Orientation

• InitiativeInitiative

Managing EmotionsManaging Emotions

• Finding a BalanceFinding a Balance

• Venting EmotionsVenting Emotions

• Anger (Don’t Suppress it but Don’t Anger (Don’t Suppress it but Don’t Act)Act)– Reframe Anger (Paradigm Shifts)Reframe Anger (Paradigm Shifts)– 1. Challenge the Triggering Thoughts1. Challenge the Triggering Thoughts– 2. Understanding2. Understanding

• WorryWorry

Motivating YourselfMotivating Yourself

• ““Mundanity of Excellence”Mundanity of Excellence”– Anxiety, Anger & Depression Inhibit LearningAnxiety, Anger & Depression Inhibit Learning

• Impulse Control & Delayed GratificationImpulse Control & Delayed Gratification– (the Marshmallow Experiment)(the Marshmallow Experiment)

• Memory is state-specificMemory is state-specific• Self-Efficacy can be learned, like optimism Self-Efficacy can be learned, like optimism

and hopeand hope• FlowFlow

– Self-ForgetfulnessSelf-Forgetfulness– Zone between Boredom & AnxietyZone between Boredom & Anxiety

Social AwarenessSocial Awareness• Requires Enough Calm and Receptivity so Requires Enough Calm and Receptivity so

Subtle Signs of Others can be ReceivedSubtle Signs of Others can be Received• EmpathyEmpathy• Organizational AwarenessOrganizational Awareness• Service OrientationService Orientation• Benefits of Reading Non-verbal Cues:Benefits of Reading Non-verbal Cues:

– Better AdjustedBetter Adjusted– More PopularMore Popular– More OutgoingMore Outgoing– More SensitiveMore Sensitive

Social SkillSocial Skill• Visionary LeadershipVisionary Leadership

• InfluenceInfluence

• Developing OthersDeveloping Others

• CommunicationCommunication

• Change CatalystChange Catalyst

• Conflict ManagementConflict Management

• Building BondsBuilding Bonds

• Teamwork and CollaborationTeamwork and Collaboration

Handling RelationshipsHandling Relationships

• Key Social Competence: Expressing Key Social Competence: Expressing Own FeelingsOwn Feelings

• Display Rules:Display Rules:– MinimizingMinimizing– ExaggeratingExaggerating– SubstitutingSubstituting

• Emotional JudoEmotional Judo

HOW? Taking StockHOW? Taking Stock

• Who do I want to be?Who do I want to be?

• Who am I now?Who am I now?

• How do I get there from here?How do I get there from here?

• How do I make change stick?How do I make change stick?

• Who can help me?Who can help me?

Leadership that gets Leadership that gets resultsresults

Daniel GolemanDaniel Goleman

Six Key Styles—like clubs in a Six Key Styles—like clubs in a golf pro’s baggolf pro’s bag

• CoerciveCoercive

• AuthoritativeAuthoritative

• AffiliativeAffiliative

• DemocraticDemocratic

• PacesettingPacesetting

• CoachingCoaching

They Influence ClimateThey Influence Climate

• Flexibility—How free employees feel Flexibility—How free employees feel to innovateto innovate

• Sense of ResponsibilitySense of Responsibility• Standards People SetStandards People Set• Sense of Accuracy about Rewards & Sense of Accuracy about Rewards &

FeedbackFeedback• Clarity about Mission & ValuesClarity about Mission & Values• Commitment to a Common PurposeCommitment to a Common Purpose

CoerciveCoercive

• Modus Operandi—Demands immediate Modus Operandi—Demands immediate compliancecompliance

• Style in a Phrase—’Do what I tell you’Style in a Phrase—’Do what I tell you’

• EQ Competencies—Drive to achieve, EQ Competencies—Drive to achieve, initiative, self-controlinitiative, self-control

• When it works best—In a crisis, to kick-When it works best—In a crisis, to kick-start a turnaround, or with problem start a turnaround, or with problem ee’see’s

• Impact on Climate—NegativeImpact on Climate—Negative

AuthoritativeAuthoritative• Modus Operandi—Mobilizes people Modus Operandi—Mobilizes people

toward a visiontoward a vision

• Style in a Phrase—’Come with me’Style in a Phrase—’Come with me’

• EQ Competencies—Self-confidence, EQ Competencies—Self-confidence, empathy, change catalystempathy, change catalyst

• When it works best—When change When it works best—When change requires a new vision, or when a clear requires a new vision, or when a clear direction is neededdirection is needed

• Impact on Climate—Most strongly Impact on Climate—Most strongly positivepositive

AffiliativeAffiliative

• Modus Operandi—Creates harmony and Modus Operandi—Creates harmony and builds bondsbuilds bonds

• Style in a Phrase—’People come first’Style in a Phrase—’People come first’

• EQ Competencies—Empathy, building EQ Competencies—Empathy, building relationships, communicationrelationships, communication

• When it works best—To heal rifts in a When it works best—To heal rifts in a team or to motivate people during team or to motivate people during stressful circumstancesstressful circumstances

• Impact on Climate—PositiveImpact on Climate—Positive

DemocraticDemocratic

• Modus Operandi—Forges consensus Modus Operandi—Forges consensus through participationthrough participation

• Style in a Phrase—’What do you think?’Style in a Phrase—’What do you think?’

• EQ Competencies—collaboration, team EQ Competencies—collaboration, team leadership, communicationleadership, communication

• When it works best—To build buy-in or When it works best—To build buy-in or consensus, or to get input from valuable consensus, or to get input from valuable ee’see’s

• Impact on Climate—PositiveImpact on Climate—Positive

PacesettingPacesetting• Modus Operandi—Sets high Modus Operandi—Sets high

standards for performancestandards for performance

• Style in a Phrase—’Do as I do, now’Style in a Phrase—’Do as I do, now’

• EQ Competencies—EQ Competencies—Conscientiousness, drive to achieve, Conscientiousness, drive to achieve, initiativeinitiative

• When it works best—To get quick When it works best—To get quick results from a highly motivated and results from a highly motivated and competent teamcompetent team

• Impact on Climate—Negative Impact on Climate—Negative

CoachingCoaching

• Modus Operandi—Develops people for Modus Operandi—Develops people for the futurethe future

• Style in a Phrase—’Try this’Style in a Phrase—’Try this’• EQ Competencies—Developing EQ Competencies—Developing

others, empathy, self-awarenessothers, empathy, self-awareness• When it works best—To help an ee When it works best—To help an ee

improve performance or develop improve performance or develop long-term strengthslong-term strengths

• Impact on Climate—PositiveImpact on Climate—Positive

We Need Many StylesWe Need Many Styles

• Leaders who have mastered four or Leaders who have mastered four or more—especially the authoritative, more—especially the authoritative, democratic, affiliative, and coaching democratic, affiliative, and coaching styles—have the very best climate styles—have the very best climate and business performanceand business performance

How to Expand your How to Expand your Repertoire?Repertoire?

• Build a team with members who Build a team with members who complement youcomplement you

• Expand your ownExpand your own