Leaders often don't realize that your Leadership is like a performance with you under the spotlight 24/7. There are few opportunities for mistakes. Your credibility is built or lost in moments whether you are exercising your emotional intelligence or not.
The critics who may also be your followers are demanding and have high expectations for you.
In each situation they are initially giving you the benefit of the doubt, that:
You spent time thinking about the situation at hand.
You know exactly what you want.
There is a clear purpose in all of your communications and actions.
You know what can be done or not done to add value.
You have all the answers.
These inferences are based on what you say, your behavior, and your non-verbals. As leaders, we know that many of these assumptions are false, but these are the expectations of your followers, at least initially. If these expectations are not met, then the opposite judgments are made quickly and then validated and revalidated.
Specifically:
You don't know what you are doing.
You don't have the answers.
You don't think anyone has any value.
You are not clear about where you, the team, or the organization is going.
You are not a leader who is credible and respected.
If you understand what a tight rope your daily leadership walks and what a fall can cost you, wouldn't you benefit from practicing and learning the moves better? Sure you would.
Leadership is a Dance
Thereare special steps to the leadership dance, but often they are not taught in organizations, business schools or graduate schools. There is a process to leadership, just like the other processes in your organization; the sale process, manufacturing process, quality assurance process.
In order to understand and define the most critical components of effective leadership. The Blanchard Companies launched a study in 2006, in which more than 1,400 leaders, managers and executives shared their views on the critical skills and common mistakes connected to leadership.
They found that the top three things leaders admitted they fail to do are:
82% of respondents stated they fail to provide appropriate feedback (praise, redirection)
81% said they fail to listen to or involve others in the process
76% said they fail to use a leadership style that is appropriate to the person, task, and situation (over-supervising of under-supervising)
Most leaders mimic what one of their bosses have done with them, sometimes successfully, sometimes not, or they simply wing it. Leadership has it's own beat and rhythm and a process to follow. If you don't follow the process, the quality of leadership suffers as does the team and, ultimately, the organization.
We know that in learning any new skill, like golf, tennis or dance, first you have to learn the right steps and then you need to practice it over and over.
Delegation, giving feedback, coaching, managing up and across, decision making and getting buy-in all have specific steps that leaders can learn.
In my work as an Executive Coach and Corporate trainer, I usually ask people how often they delegate in a day? Most say about 5 to 7 times a day. Then I ask about how often they provide feedback to their employees and they say 4 to 5 times a day. Two critical skills that leaders and managers do daily and yet most don't have any established system or process. So what are the steps on the floor to follow?
I have developed a step-by-step, proven process for these daily critical skills. The Leadership Keys and Leadership Keys iPhone App with videos answer the following questions:
How do you decide when to step in and out with direction for your employees?
How do you hold accountability?
What is the best way to give feedback?
How can you be very clear in your delegation?
How do you coach, empower, and when do you give advice?
What is best practice for making decisions and getting buy-in?
How can you manage up and across?
As a leader there is a process and clear steps to answer the above questions. When you practice, practice, practice, these steps become second nature, fluid and focused.
Thus the development of the Leadership Keys iPhone app. By having it available as a tool on the item you always have with you, your cell phone, you have immediate access to the steps to take. You have the power right in your hand to improve your leadership skills each day and make you a star performer who can lead your team to star performance.
“There is really too much in this book. If you practiced on a regular basis just 10 of the 108 strategies presented in the book, you would be heads above your competition and miles closer to your goals. The trick is determining which 10 are best for you.” Dr. Relly Nadler, Psy.D. (2010)
“I read Leading with Emotional Intelligence and I was quite impressed. You did a great job presenting the material in a straightforward, credible way; more important, your process for building the EI competencies is both very practical and sensible. Nice job.” Bill Tredwell, Vice President, Hay Group, Inc.
“Relly Nadler, one of the world’s foremost executive coaches, provides the reader with detailed and easy-to-use practices to make you and your leaders superstars. One of the most valuable leadership books available!” Jeffrey E. Auerbach, Ph.D., President, College of Executive Coaching,
Author of Personal and Executive Coaching
“Nadler's Leading with Emotional Intelligence is a great way for both leaders and coaches to learn and grow. EI is powerful. It is an essential element for both business and coaching and when integrated with wellness, is a strong formula for success. Read this book, apply it and the positive effects for you and your firm will be the reward.” Cathy L. Greenberg, PhD
Co-Author of What Happy Companies Know
Managing Partner, h2c, LLC , Happy Companies, Healthy People
“If you’re looking for the plays and strategies to raise Emotional Intelligence, this is the handbook.” Jack Canfield, Co-creator, Chicken Soup for the Soul,
Co-author, The Success Principle ™
