Emotional Intelligence is the Secret to Leadership Success

October 20, 2011


Research suggests the higher you go in an organization, the more EQ matters. In a study of more than 515 senior global executives, the most successful had the strongest emotional intelligence. (A recent Harvard University study reveals that 90% – 95% of one’s success in leadership positions in organizations is attributed to EQ or EI and only 5% to 10% to IQ.)

If you are a NYC based CEO or business owner, you may qualify to come to a complimentary workshop that Vistage Speaker Bob Anderson is giving in Manhattan. In this highly interactive and scientifically based presentation, Bob will present the four emotional abilities that are critical for effective leadership and personal and professional success. Experiencing the Mayer-Salvoy-Caruso Emotional Intelligence Test (MSCEIT) Vistage members will be learn how well they:

Identify Emotions: Accurately recognize how you and those around you are feeling.

Using Emotions: Generate emotions and use emotions in cognitive tasks such as problem solving and creativity.

Understand Emotions: Understand complex emotions and emotional consequences, and how emotions transition from one stage to another.

Manage Emotions: Intelligently integrate the data of emotions in yourself and in others to devise effective strategies that help you achieve positive outcomes.

Why Does EI Matter to CEOs?

For much of the 20th Century, emotions and moods were thought to be superfluous to the workplace. Feelings were popularly considered to be illogical and detrimental to productivity. But emotions are not extraneous experiences that come upon us without good reason. Current research tells us that emotions are integral to our success in both our personal and professional lives. Emotions cannot be divorced from decision-making and problem solving as previously thought. Rather than interfering with good decision making, emotions are in fact necessary and critical for effective decisions (e.g. Damasio, 1994)

Emotions help people to cope, survive, and thrive in their environment. Without access to the signals and information conveyed by emotions, critical information can be missed, leading to decisions that could result in less desirable outcomes. The ability to accurately identify emotions in yourself and in other, and to effectively utilize this emotional data, is the essence of emotional intelligence. Gauging how a team is responding to change, determining whether to trust your gut feeling, or predicting how people with react to an idea area all emotionally-based skills

Particpants leave with techniques, strategies, and an action plan to develop the four EI Abilities. The MSCEIT report they receive as well as the developmental strategies allow Vistage members to continuously monitor and focus their EI development in order to realize desired personal and business results.


How to Turbo-Charge your Business

October 16, 2011

In business, you need the right business tools and know-how to be successful. I just watched and listened to The Lean Startup, a visual book summary from fellow Vistage member Steve Cunningham. In a nutshell, businesses need to build, measure, and learn as fast as possible to increase their chances to create a sustainable business. One crucial task is to create metrics that are actionable, accessible and audit-able.

I learned about metrics from Vistage speaker Kragi Kramers, an eight-time veteran CEO and author of CEO Tools: The Nuts-n-Bolts of Business for Every Manager’s Success. It absolutely changed the way I ran my business and my life.

If you are a NYC based CEO, business owner, or C-Level executive, you may qualify to come to a complimentary workshop that Kraig is giving in Manhattan. He will put easy-to-use management tools directly in your hands to make more money and improve your success immediately. These are “go-do-it” tools, not just more “how to” lessons.

In this workshop, you will learn the how and why of Key Indicators as well as methodologies for insuring that key executives can use them effectively.

This session will include:

  • Why key indicators at all?
  • Making key indicators work for you!
  • What should key indicators be?
  • Key Indicator Starter Set.
  • Advanced Key Indicators.
  • How to get CEOs to use key indicators.
  • Implementation tools.
  • Reviewing KI’s at monthly meetings.
  • Summary: Key Indicators & tracking.

CEOs, Do You Know How to Motivate the Millennial Generation?

September 28, 2011
For the first time in human history, there are four generations in the workforce. There are 44 million Traditionalists, 80 million Baby Boomers, 68 million Generation Xers and 72 million Millennials, or Gen Yers. There will be no escaping the demographic reality that in the very near future: 80 million retiring Baby Boomers and only 72 million Millennials to replace them. This will create an employee vacuum in the workforce, increasing demand and competition for Gen Y employees, and augmenting the challenges of leading a multigenerational workforce.Participants will walk away with actionable information regarding:

  • Generational Differences
  • Gen Y Challenges
  • Gen Y Strengths
  • Recruiting and Retaining Gen Y: Implementing five “magnet factors” that attract and keep the best of Gen Y in your workforce
  • Strategies and Tactical Steps to Better Manage Gen Y: An eight-factor action list

Dr. Gustavo will identify for each participant his/her own organizational “magnet factor” strengths and challenges as well as identify immediate tactical steps s/he can take to overcome those “magnet factor” challenges. Given the reality of the demographics, every industry will be competing for the same people. Understanding and managing these factors will ensure success for the Vistage participants’ businesses.

Biography: Gustavo Grodnitzky has a Ph.D. in clinical and school psychology and has extensive experience in interpersonal communications, strategic planning, change management and development of organizational culture. He has been a consultant for corporations and individual executives, working with management and staff to increase their effectiveness and success at numerous Fortune 500, mid-sized and smaller companies. Dr. Gustavo has presented at a variety of national and international professional conferences, has written numerous manuscripts for publication and is often called on to review books and manuscripts prior to publication.


“I don’t like to micro-manage, but I need to know everything that’s going on.”

September 12, 2011

I laughed out loud when I read, “The 32 Dumbest Things That Real-Life Managers Said” in Geoffrey James blog. Here are my favorite top ten. Click the link to read all of them. They are funny because they are true! Which Tribal Leadership Stage do you think these managers are in?

  1. “Am I the only one around here with half a brain?!”
  2. “I’m sorry if I ever gave you the impression your input would have any effect on my final decision.”
  3. “Don’t worry, give it a try. You have nothing to fear but failure, demotion and termination.”
  4. “I’m getting a new company car new week. Please call the dealer and ask him to delay the delivery until after Wednesday’s layoffs. I want to appear sensitive.”
  5. “I don’t want to force this decision on you. It would be much easier if you just agree.”
  6. “I’ve already made up my mind, but I am eager to hear everything you have to say on the matter.”
  7. “I know there is a communication problem in my department. I just don’t want to talk about it.”
  8. “We have too many unproductive meetings. Please put aside next Wednesday to attend an all-employee staff meeting to discuss this issue.”
  9. “We do things democratically in my department…and I’m the ruler.”
  10. “Whenever you have an idea, discuss it with me first, and if I feel it is a good idea, I’ll tell the others. You must learn to let me get credit for your good ideas. That’s what team work is all about.”

CEO List of Best Restaurants in NYC

July 16, 2011

In our Vistage meeting yesterday, I surveyed the CEOs and asked them for the best restaurants in NYC. Our speaker was from Los Angeles and wanted to take his wife out to dinner. For those that are not familiar with a Vistage meeting, this is a group of a dozen of Manhattan’s top business owners and CEOs that meet once a month to serve as a peer advisory group. Members help one another make better decisions by getting feedback from an unbiased group of peers and learn to become better leaders through expert speaker workshops.

Here are the top 13 restaurants in NYC in no particular order:

  1. Jean Georges—French; the original overlooking Central Park
  2. Eleven Madison Park–French
  3. Blue Hill –American; (President Obama ate here)
  4. Gotham Bar & Grill –American
  5. Marea–Seafood
  6. Il Mulino—Italian; (President Obama ate here)
  7. Telepan–American
  8. Pepolino–Italian
  9. Colicchio & Sons—American
  10. Buddakan–Asian
  11. Hearth – American
  12. Old Homestead –Steak
  13. Scalletta—Italian

Triads are the Building Block of Stable Relationships: Insight from Tribal Leadership

June 23, 2011

John King and Dave Logan concluded after a ten year, 24,000-person study, that 75% of our corporate cultures are ineffective. In their NY Times bestselling book, Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization one of the great insights was that the 24% of organizations that were effective had one major difference—they met in “triads”. A triad is not just three people meeting together. It is a relationship where each person is responsible for the quality of the relationship between the other. It is where each person has the other’s back. It’s ‘I’ve got your back and you’ve got mine’ or ‘all for one and one for all’. it is The objective of a triad is to create a peer to peer to peer relationship to accomplish a mutual purpose. “Triads are based on core values and mutual self-interest.”

Let’s face it; most of our working relationships are ineffective. The structure of relationship in most organizations is “hub and spoke.” The CEO is the hub; the spokes are the reporting executives, such as the Chief Financial Officer (CFO), Chief Marketing Officer (CMO), Chief Operations Officer (COO), and so forth. The hub has a dyadic, or one-to-one relationship, with each of the spokes. The dyadic relationship is inherently unstable, Think of a two legged stool. Three is the minimum number of legs required to make a stable structure.

In a TED Talk, called “Making a Genius Tribe,” Dave Logan says that the key for a successful triad is where everyone is responsible for preserving the relationship between them. When conflicts arise between two people in the group, the responsibility of the third person is to help them patch things up. The third person is what can make the relationship stable.

My friend Steffan Surdek, shares what he has learned about triads in the Tribal Leadership Intensive, in his blog entry.


Tribal Leadership # 1 Paperback on NY Times Best Sellers

June 17, 2011

 

The book, Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, is the result of a 10 year study of over 24,000 people. Authors Dave Logan, John King, and Halee Fischer-Wright guide leaders how to recognize their culture and what steps they can take to nudge their culture to higher performance, bit by bit.


Tribal Leadership Becomes #1 Book on Amazon

June 6, 2011

If you haven’t had the opportunity to read this book, it is now available in paperback and just hit #1 on amazon.com. Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King and Halee Fischer-Wright says that, “Culture eats strategy for breakfast.”.

The authors show us how the developmental stages of culture in the business world, how to recognize them, and how to move the culture up a stage. If you are familiar with philosopher Ken Wilber or Don Beck and Spiral Dynamics, you will see a familiar philosophy applied in the business world. Based on a ten year study of 24,000 people, the book is grounded in research but written in stories that make it easy to understand and comprehend.

I highly recommend this book!



Dave Logan Tells Us How to Change the World

May 31, 2011

“Never doubt that a small group of thoughtful, committed citizens can change the world. Indeed, it is the only thing that ever has.” Margaret Mead, US anthropologist & popularizer of anthropology (1901 – 1978)

In Dave Logan’s newest TED talk, he teaches us how we can change the world—one triad at a time.

Dave Logan, John King, and Halee Fischer-Wright are the authors of Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization, which is based on a 10 year study of over 24,000 people.


Lead Your Organization to the Next Level with Tribal Leadership

May 10, 2011


Have the ideas from Tribal Leadership gotten a hold of you? Are you interested in becoming a more influential leader, having a great workplace culture, and moving your organization to the next level?
 
Leadership in the 21st century is no longer about executives and senior managers dictating what needs to happen. Everyone can be (and arguably “should be”) a leader. A Stage Four (We’re Great!) culture emerges when each person follows and leads as appropriate to the workflow of their business projects. Each person “leads” the team while they are doing their work on the project, and then supports the other when it is their turn. The idea of being cogs in the wheel is an old model from the past century. 
 
Situations are hardest when people have tight deadlines. Tempers often flare.  Effective leadership stabilizes people and produces a culture in which everyone has a role to play. Each person must be empowered to take full command of their job, have great communication with others, and make decisions aligned upon values.

You are probably nodding your head saying, “Of course.”
 
But let’s pause for a moment and ask a really tough question:

Is this just an idea or theory or is this something you know in your bones from the experience of having actually upgraded and stabilized a culture already?

My colleague, Dr. Dennis Williams, and I, will be teaching the next Tribal Leadership Intensive which begins on Tuesday, May 17th, 2011 and shows you exactly how to accomplish this.

This 12-week leadership immersion experience turns out professionals who have the skills and perspective to be “Tribal Leaders” — leaders whose teams produce vastly superior results by synchronizing culture and strategy.
 
Graduates of this program awaken the leader that is within them and become the type of people who design great cultures and leverage the power of relationships to achieve unprecedented results. This program is ideally suited for managers, executives, and consultants who want the ideas and perspectives from Tribal Leadership to take hold in their organizations.

Tribal Leadership, the book, provides a remarkable insight into culture and gives a clear path for those who seek to elevate their performance to higher levels. Tribal Leadership, the Intensive, gives individuals the tools to become key operatives in raising levels of performance of their teams and achieving higher goals. What I learned in the Intensive I immediately put into practice with great results.” — Don Campbell, Sr. VP Physician Leadership
 
If you would like to learn more, please join me on a complementary call where I will provide an overview of the course this Thursday, May 12th at  7-8pm Eastern. Sign up for Intensive Overview call.

The Tribal Leadership Intensive provides an essential shift in thinking and an experience of using the Tribal Leadership tools to upgrade and create stable Stage Four cultures.

Register Here


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