Chart Your Course

DECEMBER 1, 2017

Developing Emotional Intelligence to Position Yourself for Personal, Team, and Organizational Success. Today we use EI as an integrated set of skills that underpin highly effective, fast-reacting and innovative organizations. Using your EQ report to enhance communication and understanding of individuals & teams.

Emotional Intelligence 100

Emotional Intelligence Training Positioning Self-aware 100

The Practical Leader

OCTOBER 17, 2012

” - Daniel Goleman, Working with Emotional Intelligence. ”Human nature seems to endow everyone with the ability to size up everybody but himself.” No wonder most executives — and their direct reports — dread them … too much emphasis on problem areas prevents companies from reaping the best from their people.

Quinn 58

Quinn Emotional Intelligence Goleman Workshop 58

Modern Servant Leader

JANUARY 15, 2015

Maybe you need a leadership development expert or public speaker. Or, maybe you’re focused on personal development and want to find the best content online to help you grow as a leader. of the Center for the Development of Evangelical Leadership @GCTS_Charlotte. Obsessed with community development. Zondervan Author.

Leadership 100

Leadership Executive Coaching Goleman Emotional Intelligence 100

Persuasive Powerhouse

JULY 5, 2010

Inquiry (or more appropriately, asking questions to coach others to come up with their own solutions) is a central skill set for helping others to develop. These are the people who’ve had many years of experience managing others, which makes it even more puzzling that the skill of inquiry hasn’t been accepted and valued.

Leadership Styles 202

Leadership Styles Greenleaf Maslow Blog 202

Persuasive Powerhouse

AUGUST 10, 2010

Thought-full Thursday: A Meaningful Enterprise » A Good Bye with Humanity August 10th, 2010 | Author: Mary Jo Asmus How often as a leader do you have someone in your circle of influence (manager, peer, direct report, maybe even a customer or consultant) that leaves your organization? Fairly often, I’ll bet.

Human Resources 202

Human Resources Greenleaf Maslow Blog 202

Persuasive Powerhouse

JANUARY 10, 2011

I’m sorry to report, however, that the magical career fairy is a figment of your imagination. Here are some ways to begin to think about and communicate what you want: Take full responsibility for your career: You must take primary responsibility for your development and your career. What is your goal? Act on the action plan.

Career 186

Career Greenleaf Maslow Executive Coaching 186

Persuasive Powerhouse

JULY 21, 2010

Developing staff is as important as the bottom line. Their organizations don’t balk at allocating resources to develop a pipeline of leaders. You stop at a window that has an aging, yellowed 360 report and think, “What is that?”. 360’s are a featured item in the Leadership Museum. What will you see when 360’s are obsolete?

Self-aware 176

Self-aware Bottom-up Greenleaf Maslow 176

Persuasive Powerhouse

JULY 19, 2010

It also allows us to see that those we have rejected for traits judged as negative may be prime candidates for development. How liberating it can be when we comprehend that the complex human beings that surround us in our workplace have the possibility to grow, develop and change!

Executive Coaching 167

Executive Coaching Blog Greenleaf Maslow 167

Persuasive Powerhouse

OCTOBER 6, 2010

At work, I have learned to seek out others (some in my department, some above my department, some that report to my department) who are trying to improve (learn) themselves. We partner with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success.

Greenleaf 100

Greenleaf Maslow Goleman Core Competence 100

Persuasive Powerhouse

SEPTEMBER 13, 2010

The tyrant boss reported directly to this VP. It took a lot of courage (some may call this stupidity) to report the transgressions of my boss to his boss. Large corporations have HR departments that trained to help and also many have anonymous phone lines where you can report companies’ ethical violators, workplace abuse.

Leadership 150

Leadership Follow-up Blog Greenleaf 150

Persuasive Powerhouse

SEPTEMBER 15, 2010

Count up how many times you’ve met with: - your direct reports - your peers - people in your other relationship networks (customers,clients, suppliers, and yes, even family and friends) What are you missing by not being intentional about those relationships? I dare you to open up your own calendar and take a look at the last month.

Blog 124

Blog Greenleaf Maslow Follow-up 124

Persuasive Powerhouse

AUGUST 15, 2010

they don’t directly report to you; you cannot count on your staff to be completely open). We partner with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success. Have trusted advisors surrounding you.

Ethics 184

Ethics Morale Open-book Blog 184

Persuasive Powerhouse

SEPTEMBER 6, 2010

I’d give him a report and he’d say “Good work. We partner with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success. Nothing special, just an attitude and a willingness to share it. Thanks for sharing.

Influence 174

Influence Blog Bottom-up Learning-by-Doing 174

Persuasive Powerhouse

OCTOBER 27, 2010

Although anecdotal, there is some connection to the research out there as well as what others who meditate regularly have reported. The real benefits come with the habit you develop of regular and ongoing practice. The benefits I’ve noticed Presence: As a child and younger woman, my family may have called me a dreamer.

Self-aware 176

Self-aware Stress Blog Greenleaf 176

Persuasive Powerhouse

SEPTEMBER 8, 2010

Informally visiting with your direct reports, your employees, and your peers often doesn’t require a lot of effort or time. Discover areas you can unite with others on – agreement on similar interests or like mindedness on a topic will help develop connections. They lack people skills. Well, he failed at that too.

Blog 172

Blog Self-aware Trout Learning-by-Doing 172

Persuasive Powerhouse

OCTOBER 17, 2010

He’s establishing a regular rhythm for getting feedback from his direct reports. I read a lot of Leadership development articles and blogs, and I think this is one the first ones I’ve read that i’ve actually said to myself “Hey! It’s hard work. He has also asked a senior executive to be a mentor to him.

Delegation 154

Delegation Learning-by-Doing Blog Mentor 154

Persuasive Powerhouse

OCTOBER 24, 2010

By continuing your own development, you’ll have a better idea of what matters. So, find a mentor, hire a coach, take a 360, read some self-development or leadership books. Keep working on “you&# : Odd as it sounds, there is no better time to work on “you&# than when you feel overwhelmed. Especially in a big company?

Learning-by-Doing 185

Learning-by-Doing Blog Class Open-book 185

The Practical Leader

OCTOBER 25, 2023

Here’s one of his widely quoted conclusions on developing leaders; “The most dangerous leadership myth is that leaders are born — that there is a genetic factor to leadership. Since I began studying, applying, and teaching leadership skills early in my career, I’ve believed that high performers are made, not born.

Emotional Intelligence 52

Emotional Intelligence Goleman Follow-up Leadership Development 52

Building Personal Strength

FEBRUARY 24, 2011

It is still common for most managers to refer to people skills as “soft skills,” because they aren’t specifically about the business of the organization. People skills are “hard” skills because in almost every job, they’re crucial to workplace performance. This turns out to be harder than learning a brand new skill.

Skills 104

Skills Construction Goleman Emotional Intelligence 104

Persuasive Powerhouse

OCTOBER 22, 2010

My work as an executive coach involves looking at a lot of 360 degree feedback reports. They rate lower than direct reports, direct managers and the participants’ self assessments. Like anything else in life, if you look at enough data points you eventually see the patterns and connections.

Bottom-up 177

Bottom-up Short-term Executive Coaching Open-book 177

Great Leadership By Dan

NOVEMBER 1, 2007

Zenger and Folkman (2002) report that the top 10% of leaders produce five times as much net profit as the bottom 10 %, and twice as much as average leaders. They have the functional and technical skills and knowledge necessary to make intelligent decisions and take prudent action. They have the operational skills to make things happen.

Agility 120

Agility Leadership Goleman ROI 120

Harvard Business Review

AUGUST 16, 2018

As the concept of emotional intelligence has gone global, we’ve watched professionals founder as they try to improve their emotional intelligence (or EI) because they either don’t know where to focus their efforts or they haven’t understood how to improve these skills on a practical level. Daniel Goleman and Richard E.

Emotional Intelligence 15

Emotional Intelligence Self-aware 360-Degree Feedback Due Diligence 15

Harvard Business Review

APRIL 29, 2015

As Daniel Goleman explained in his landmark article on the topic, when assessing emotional intelligence, we need to look for not just self-regulation but also self-awareness, motivation, empathy, and social skill. When assessing which candidates to hire, promote, or develop, their traits are less relevant than how they act.

Emotional Intelligence 8

Emotional Intelligence Goleman Team Self-aware 8

Harvard Business Review

MAY 13, 2015

If you’re a thoughtful curator of the best ideas in your field, even if you’re not developing them yourself, others will start turning to you for guidance. He cited Malcolm Gladwell and Daniel Goleman (of Emotional Intelligence fame) as examples of thought leaders who are actually “synthesizers” of information.

Cialdini 8

Cialdini Reputation Goleman Emotional Intelligence 8

Persuasive Powerhouse

DECEMBER 14, 2010

he wasn’t the person responsible, but someone who reported to him was). We partner with great leaders to help them become even greater at developing, improving, and sustaining relationships with the people who are essential to their success. He didn’t regret it. Now that’s character!

Learning-by-Doing 188

Learning-by-Doing Blog Environment Greenleaf 188

Harvard Business Review

APRIL 28, 2015

It took almost a decade after the term was coined for Rutgers psychologist Daniel Goleman to establish the importance of emotional intelligence to business leadership. It’s not that IQ and technical skills are irrelevant. Social skills, such as proficiency in managing relationships and building networks. Self-regulation.

Emotional Intelligence 8

Emotional Intelligence Goleman Skills Leadership 8