Leading Blog
APRIL 3, 2020
It is an approach that was born out of many years’ experience as corporate leaders ourselves and our experience developing organizational leaders using Emotional Intelligence approaches. We realized that leaders could be emotionally intelligent but also manipulative and self-serving. The Transpersonal Touchstone Explored.
Harvard Business Review
JUNE 21, 2012
Conventional advice for better listening is to be emotionally intelligent and available. Active listening and probing (with humility, not aggression) energizes groups, encourages them to reach consensus, and helps them arrive at new and better solutions. Not only were costs cut, but operations became more focused and simplified.
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Harvard Business Review
OCTOBER 25, 2018
This same phenomenon operates not just individually, but also organizationally. We worked with a venture capital firm that took pride in differentiating itself from competitors by building its culture around collegiality, care, and consensus.
Harvard Business Review
OCTOBER 19, 2018
Typically, if someone is unaware, there’s a consensus about their behavior (i.e., I once knew a chief operating officer with a reputation for humiliating his team whenever they disappointed him. Interpersonal conflict can arise from different priorities, incompatible communication styles, or a lack of trust.
Harvard Business Review
AUGUST 10, 2012
What if you upgraded your IT network to a new operating system that promised faster, better and leaner results — only to find that the vast majority of your leaders did not have the necessary competencies to use that new system? At Hay Group, our research suggests that many companies are now stuck in that metaphorical boat.
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