As an Executive Coach, Corporate Psychologist and trainer I am in different organizations in different business sectors almost every day from healthcare, entertainment, high tech financial institutions to agriculture. This bird’s eye view allows me to see what works and doesn’t work from one leader and organization to another.
>I can say unequivocally that every leader I have worked with has underestimated their influence over others. Does this agree with your own experience? If so, every leader and their teams have underperformed.
The good news is that doing a few micro-initiatives can create a macro impact with regard to performance. There is plenty of stretch room to grow performance to get better results. This blog shares with you the strategies, tips and tools that help move people into the top 10% of performance using Emotional Intelligence strategies.
You may ask, “Why is being in the top 10% so important?” Research by Zenger and Folkman in the
Extraordinary Leader states that once in the top 10% the individuals are twice as valuable to the bottom line as someone in 89% and below.
When I talk to groups about leadership, everyone knows who that top 10% performer is on their team. What they don’t know though is how to get more of their own direct reports into the top 10%. There are some key foundational errors for these leaders.
The three problem factors are:
- America has lost 8 million jobs in the last 2 years because of the great recession.
- Retiring Baby Boomers are leaving a shortfall of 10 million workers.
- Gen X / Y entering leadership roles have lower Emotional Intelligence.
So, we have fewer leaders overall and even fewer leaders with high Emotional Intelligence (EI). This is critical because EI not IQ, or technical expertise, has been identified as the key factor for top 10% of performance. The good news is that your EI improves with age -- it is part of maturing.
The solution: In simple terms here is the solution and value proposition:
- Organizations need more good leaders.
- Good Leaders improve team engagement.
- Higher engagement equals higher organizational performance.
- Leaders need Emotional Intelligence to be move into the top 10%.
- Generalization of skill error: Leaders are promoted for reasons other than leadership, either technical skills or being a good individual performer. “You can manage yourself therefore you will know how to manage others.” This error can leave new managers and leaders unprepared and set up for failure, as a new set of skills is required to be a successful leader. Leadership demands a whole new set of skills to be successful. True for you or others?
- Spotlight error: Leaders are under the spotlight 24/7. Every action is scrutinized, analyzed or interpreted more so than leaders realize. Many a leader’s credibility has been crumbled with an off the cuff communication or reactive response. True for you or others?
- Influence error: Followers want to please the leader and are waiting to be acknowledged for their progress and unique skills. Every day leaders miss opportunities to enhance their influence with followers. Often leaders underestimate or appreciate just how much power and influence they actually have. True for you or others?
- Neglect error: The tasks of leadership are often relegated or neglected in favor of the crisis or hot issue of the day. The basic leadership functions of giving direction; feedback, delegating, and coaching are easily put off till the leader has time or finishes their urgent tasks. True for you or others?
- Style alignment error: Leaders communicate, organize, delegate and give feedback in their own preferred manner. “If it works for me it will work for them”, is the mental model. This will leave leader only partially successful as followers may demand a completely different style to be truly successful. True for you or others?
- Focus error: Followers expect and want their leaders to be well intentioned, have well thought out plans, be clear in direction, and know how the followers can best contribute to the vision. Leaders too often are scattered, defocused and not clear in what they what and how they want tasks to be carried out. True for you or others?
- Frequency error: If in fact the leader has skill and makes the time occasionally they don’t employ the necessary strategies frequently enough to be successful. It is too little to truly be effective and successful with strategy to make a significant difference for their employees. It is like exercising just once a week to meet your goal of getting in shape. True for you or others?
If you have checked more than 2 of the 7 for you or for a direct report you are underperforming, and there is plenty of room for maximizing your influence. My latest book, Leading with Emotional Intelligence, provides specific tools and strategies to increase your EI and that of your team’s.
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