Introduction to for Leadership PMINEO Chapter Meeting – 9/18/13 Theresa R. Cassino, PhD, PMP Outline

• Analyzing leadership characteristics • Definition of Emotional Intelligence (EI) • Why is EI important in the workplace? • EI & Project Management • How the brain works • 5 areas of EI • 6 Leadership styles Leadership

• What distinguishes a truly outstanding leader from one who merely occupies the role? Analyzing Leaders Characteristics

Great Leader Lousy Leader • Being flexible • Willingness to listen • Lack of energy and • Lack of focus ambition • Able to communicate • Experience • Lack of courage • Lack of vision • Courage • Integrity • Arrogant • Tenacity • Ability to motivate • Poor judgment • Patience • Don’t collaborate • Ambition • Don’t communicate • Humility • Resist new ideas • Being responsible • Lack of character or integrity • Humor • • Vision Know it all • Accountability • Not fully committed • Gratitude • Not accountable “Emotion can lead to our worst decisions or our best ones: The difference is emotional intelligence.” -Joshua Freedman

“No doubt emotional intelligence is more rare than book smarts, but my experience says it is actually more important in the making of a leader. You just can’t ignore it.” -Jack Welsh Emotional Intelligence

“The ability to perceive emotions, to access and generate emotions so as to assist thought, to understand emotions and emotional knowledge, and to reflectively regulate emotions so as to promote emotional and intellectual growth.” -Peter Salovey and John D. Mayer

“Being smart with feelings.” - Joshua Freedman Technical or Clinical Interpersonal Skills (Emotional Intelligence) I.Q. E.Q.

Source: Larry Miller Technical or Clinical Skills Interpersonal Skills (Emotional Intelligence) I.Q. E.Q.

Source: Larry Miller Why is EI important in the workplace?

Gerald Mount The role of emotional intelligence in developing international business capability: EI provides traction. EI and Project Management

“The starting point for applying emotional intelligence is when we acknowledge that project management is getting work done through others.” -Anthony C. Mersino Interpersonal skills – a PMBOK Area of Expertise for PMs

• Interpersonal skills include: • Effective communication • Influencing the organization • Leadership • Motivation • Negotiation and conflict management • Problem solving EI can help PMs to:

• Develop stakeholder relationships • Anticipate and avoid emotional breakdowns • Deal with difficult team members and manage conflict • Leverage emotional information • Communicate more effectively • Create a positive work environment • Cast a vision for project objectives that will attract, inspire and motivate the project team

From: Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results by Anthony C. Mersino Impact of emotional intelligence skills in PMs

• Project managers with higher EI (particularly emotional awareness and understand emotions) were linked to improved teamwork & more effective handling of conflict

Clarke, N. (2010) Emotional intelligence and its relationship to transformational leadership and key project management competencies. Project Management Journal 41(2) 5-20 How the brain works Emotional Intelligence Theory: The 4 Elements

http://www.educational-business-articles.com/emotional-intelligence-theory.html Self Awareness

• Definition • The ability to recognize and understand your moods, emotions, and drives, as well as their effect on others • Hallmarks • Self-confidence • Realistic self-assessment • Ability to speak accurately and openly • Know and are comfortable talking about their limitations and strengths • Self-depreciating sense of humor

From “What makes a leader?” by Daniel Goleman Understanding your strengths and weaknesses

• Personality Assessments • Myers-Briggs Type Indicator

• Hartman Personality Profiler

• Strengths Finder • http://www.strengthsfinder.com/home.aspx

• DISC Assessment • Dominance = How you respond to problems or challenges • Influence = How you influence others to your point of view • Steadiness = How you respond to the pace of the environment • Compliance = How you respond to rules and procedures • http://www.tonyrobbins.com/ue/disc-profile.php http://www.clientwise.com/DISC/ Self Management/Self Control

• Definition • The ability to control or redirect disruptive impulses and moods • The propensity to suspend judgment – to think before acting • The component of EI that frees us from being a prisoner of our feelings • Hallmarks • Trustworthiness and integrity • Comfort with ambiguity • Openness to change

From “What makes a leader?” by Daniel Goleman Filling the Self-Esteem Tank

Low Tank Full Tank

Low Self-Esteem Cheap Fuel Good Fuel (Emotional Hijackers) (Lowers Productivity) (Raises Productivity) • Fear • Sarcasm • Self-acceptance/forgiveness • Anger • Condensation • Treat yourself better • Frustration • Manipulation • “Helpers High” behaviors • Revenge • Hate/Revenge • Positive humor to cope/teach • Guilt • Ignoring • Catch others doing right Positive Productivity Contiuum (Mentally Present at Work)

Past Today Future Guilt Logical Fear Regret Creative Anxiety Depression Motivated Helplessness Blaming Accountable Avoidance Higher Productivity Outcomes Include: • Higher quality of work 10% 75% 15% • Higher Quantity of Work • Higher Profits, budgets and reduced cutbacks Learning >>>>>>>>>>>> <<<<<<<<<<<<<<< Planning • Less Stress = Less time in the past/future making positive change easier 4 Levels of Resistance to Change in People

• Motivative – look forward to change • Adaptive – Don’t like to go first but will adapt • Resistive – Resist everything at first, the grudgingly go along, you’ll get most but not all • Primitive – Never change, create their own reality Continuous Quality Improvement

New behavior adoption sequence WIIFM Adoption of New Behavior Existing Behavior 1. Viewed as suspicious at first by others Gain and not reinforced 2. Your credibility is questioned and Most people quit here confidence challenged

Productivity 3. Others acceptance of the new behavior rises in direct proportion to consistency Time and commitment to new behavior 4. Effectiveness levels out at a higher norm 5. Positive outcomes create motivation to WIIFM – Rewards for Change continue improving 1. Self Esteem 5. Transfer 2. Productivity 6. Ability to Help Others 3. Image Change 7. Acceptance 4. Promotion 8. Positive Workplace Building Your Emotional Strength

• Build a self esteem file • Include thank you cards, high performance reviews, verbal thank you’s written down, certificates, transcripts, courses take, etc. • Read this often • Have a strong value system or philosophy • Allows you to measure your behavior against a standard • Have one or more special relationships • People in your life who accept you as you are and offer support without criticism • Have special interests • Can provide you evidence of worth when things are not going well • Have a pet • Unconditional love • Volunteer • Be happier! “The most common form of improving performance is to concentrate on mistakes and fixing them.

You get a better return on your investment when you concentrate on your victories and replicate them.” -Dr. Peter Drucker Motivation

• Definition • A passion for work for reasons that go beyond money or status • A propensity to pursue goals with energy and persistence • Desire to achieve for the sake of achievement • Hallmarks • Strong drive to achieve • Pasion for the work • Energy to do things better • Optimism, even in the face of failure • Organizational commitment

From “What makes a leader?” by Daniel Goleman Ways to Build Self-Esteem and Enhance Motivation in Your Team

• Ask questions about their • Say hello sincerely personal life • Support their good decisions and • Use their name mistakes • Learn names of their family • Critique in private • Give a special assignment • Praise in public • Praise a specific outcome/task • Admit when you are wrong • Write down their ideas • Ask them for help in solving • Take their ideas seriously problems • Share information with them • Document their successes • Say Thank you Social Awareness/

• Definition • The ability to understand the emotional makeup of other people • Thoughtfully considering others’ feelings in the process of making intelligent decisions • in treating people according to their emotional reactions • Hallmarks • Expertise in building and retaining talent • Cross-cultural sensitivity • Attuned to body language • Service to clients and customers

From “What makes a leader?” by Daniel Goleman

• Definition • Proficiency in managing relationships and building networks • An ability to find common ground and build rapport • Friendliness with a purpose • Hallmarks • Effectiveness in leading change • Persuasiveness • Expertise in building and leading teams • Wide circle of acquaintances

From “What makes a leader?” by Daniel Goleman Elements of Personal Communication

Spoken Word 7%

Voice, Tone Body Language 38% 55% 4 Levels of Listening

• Level One: • Level Three: • Have stopped talking but do not hear • Senses alert, focusing on other person’s what the other person is saying statements • Preoccupied with own thoughts • Restatement occurs based on what • Already figuring out what to say next other person says preceded by a qualifying phrase “so if I understand • Level Two: you correctly…” • Give appearance of listening • Sincere attempt to understand • Hear sounds and words but aren’t really • Does not get the person 100% involved listening to understand what the other because they are using pat phrases and person is saying not their own words • Usually answer is off the mark • Benefits are understanding and a faster positive resolution 4 Levels of Listening

• Level Four: • Proactive listening occurs by keeping all senses 100% alert, focusing on the words • Sitting in a upright position interpreting all nuances of speech • Active note taking • Paraphrasing responses without using restatement • Transparent technique – you are using their own phrases • Allows you to tactfully control the conversation by listening a majority of the time • Promises shorter conversations since there is very little repition to assure understanding Proactive Listening Example

• Dept 1: “Do you understand that I just don’t have time to do all the things that you want. We’re buried with work here.” • Defensive Dept 2: “Oh, so we don’t have that much to do, right?” • Proactive Dept 2: “It’s can’t be fun trying to satisfy everyone and still get your priorities finished. Look why don’t we both look at our schedules and try to plan far enough ahead so that we can make room for all these emergencies.” Proactive Listening Exercise

• “I need to know now!” a) “We’ll get to it as fast as we can.” (When you already have other priority work. b) “We are doing everything we possibly can to satisfy all our customers.” c) “This seems to be a big priority for you.” d) “We have been overwhelmed with requests and that’s why we can’t do it now.”

• “You told me this would be taken care of within the week.” a) “Not coming through on our promised date has to have you wondering what’s going on.” b) “Are you sure no one called you about the delay?” c) “I’m very sorry but we’ve had a lot of problems.” d) “I’ll check into it immediately and call you back.”

• “You did a good job handling my problem.” a) “It was nothing.” (after performing well) b) “Tell me more.” c) “You’re happy with our response. We’ll take the compliment.” d) “I appreciate the compliment. What did you like about it?” Six styles of leadership

• Coercive • Authoritative • Affiliative • Democratic • Pacesetting • Coaching

“Leadership That Gets Results” Daniel Goleman, Harvard Business Review 2000 Coercive: Demand immediate compliance

• “Do what I tell you” • Underlying EI competencies: drive to achieve, initiative, self- control • When the style works best: In a crisis, to kick start a turnaround or with problem employees • Overall impact on climate: Negative • The least effective in most situations Authoritative: Mobilize people toward a vision

• “Come with me” • Underlying EI competencies: self-confidence, empathy, change catalyst • When the style works best: When changes require a new vision or when a clear direction is needed • The approach fails: when a leader is working with a team of experts or more experienced peers • Overall impact on climate: Positive • The most effective of the 6 styles Affiliative: Create emotional bonds and harmony

• “People come first” • Underlying EI competencies: empathy, building relationships, communication • When the style works best: To heal rifts in a team or to motivate people during stressful circumstances, build team harmony • Negative aspect: the exclusive focus on praise can allow poor performance to go uncorrected • Overall impact on climate: Positive • Many leaders use this style in conjunction with the authoritative style Democratic: Build consensus through participation

• “What do you think?” • Underlying EI competencies: collaboration, team leadership, communication • When the style works best: To build buy-in or get input from valuable employees, when the leader is uncertain about the best direction to take and needs ideas from able employees • Negative aspect: potential for endless meetings where consensus remains elusive • Overall impact on climate: Positive Pacesetting: Expect excellence and self-direction

• “Do as I do, now” • The leader sets extremely high performance standards and exemplifies them • Underlying EI competencies: contentiousness, drive to achieve, initiative • When the style works best: To get quick results from a highly motivated and competent team • Overall impact on climate: Negative, should be used sparingly Coaching: Develop people for the future

• “Try this” • Leader helps employees identify their unique strengths • Underlying EI competencies: Developing others, empathy, self- awareness • When the style works best: To help an employee improve performance or develop long-term strengths • Overall impact on climate: Positive • This styles is used the least often Leaders need many styles

• Leaders who have mastered 4 or more have the best climate and business performance • Especially authoritative, democratic, affiliative and coaching styles • Expanding your repertory • Build a team with members who employ a style you lack • Expand your style repertory by building the underlying emotional intelligence competencies Leaders influence the team’s mood. The team’s mood drives performance.

“Teamwork is the ability to work together toward a common vision … it is the fuel that allows common people to attain uncommon results.” -Andrew Carnegie Emotional Intelligence Training

• Free online course: Inspiring Leadership through Emotional Intelligence by Prof. Richard Boyatzis of Case Western • Starts October 28, 2013 • Website: https://www.coursera.org/course/lead-ei • Local Training courses (for fee): • Case Western Weatherhead School of Management: Introduction to Emotional Intelligence 1 Day seminars (Dates in Oct and Dec 2013) • http://weatherhead.case.edu/executive-education/programs/introduction-to- emotional-intelligence.cfm • Cleveland State College of Business: Emotional Intelligence 2 Day Seminar (Nov, Dec 2013) • http://www.csuprodev.com/programs/business-management-courses/courses/ emotional-intelligence References

• Emotional Intelligence: Why It Can Matter More Than IQ by Daniel Goleman • Working With Emotional Intelligence by Daniel Goleman • Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results by Anthony C. Mersino • “What Makes a Leader?” Daniel Goleman, Harvard Business Review, 1998 • “Leadership That Gets Results” Daniel Goleman, Harvard Business Review, 2000 • “The Business Case for Emotional Intelligence” Joshua Freedman, Six Seconds, www.sixseconds.org, 2010 • Clarke, N. (2010) Emotional intelligence and its relationship to transformational leadership and key project management competencies. Project Management Journal 41(2) 5-20 • Gerald Mount The role of emotional intelligence in developing international business capability: EI provides traction. In V. Druskat, F. Sala & G. Mount (Eds.), Linking Emotional Intelligence and Performance at Work. p. 97-124. Mahwah, NJ: Lawrence Erlbaum Associates, 2006. • EQ2 training with Dr. Dean Manna of Robert Morris University