Becoming a Resonant Leader

1. Becoming a Resonant Leader Annie McKee, Ph.D. Founder, Teleos Leadership Institute Adjunct Professor, Graduate School of Education University of Pennsylvania amckee@teleosleaders.com

2. The greatest change in human history?

3. Great leaders move us to find meaning in change.

9. Who Helped Me?

10. Our Challenge Today • Unleash the best in ourselves and others… Counter unproductive emotions and create a culture that is ripe with inspiration, creativity, and challenge, Foster hope.

11. How can you move people to embrace the future with energy, creativity and optimism?

12. Great Leaders • Are emotionally intelligent • Are complete human beings: • Mind, Body, Heart, and Spirit • Great leaders create resonance

13. The wisdom of resonant leadership lies within you.

14. Resonant leadership is common sense, not common practice.Why?

15. We operate on • false assumptions about what it means to be a great leader.

16. Leadership Myths and the Truth • Intellect is enough • Your mood does not matter • Great leaders are tough enough to take constant pressure • Emotional intelligence makes • the difference. • Emotions are contagious. • No one can sustain constant • sacrifice. You need renewal • too!

17. Myth 1: Intellect is Enough Intellectual Capability (IQ) Threshold Competencies Emotional Intelligence (EI) The Differentiating Factor Only one cognitive ability− pattern recognition −differentiated outstandingleaders 85-90% of the difference between outstanding andaverage leaders is linkedto Emotional Intelligence

18. The Essence of Emotional Intelligence I. Understanding Self II. Managing Self III. Understanding Others IV. Managing Relationships Personal Competencies Social Competencies

19. Empathy • Organizational Awareness • Emotional Self-Awareness EI • Inspirational Leadership • Teamwork • Coach and Mentor • Influence • Conflict Management • Positive Outlook • Achievement Orientation • Adaptability • Emotional Self-Control

20. Conclusive Research: EI Matters • An analysis of more than 300 top-level executivesfrom fifteen global companies showed that six emotional competencies distinguished stars from the average: influence, team leadership, organizational awareness, self-confidence, achievement drive and leadership. • The primary causes of derailmentin executives involve deficits in three primary emotional competencies: difficulty in handling change, not being able to work well in a team and poor interpersonal relations. • Optimism leads to increased productivity. New sales managers who scored high on a test of “learned optimism” sold 37 percent more in their first two years than pessimists. Spencer, L. M., Jr. , & Spencer, S. (1993). Competence at work: Models for superior performance. New York: John Wiley and Sons. Center for Creative Leadership study: Leadership Quarterly, 10(2): 145-179. Consortium Benchmarking Study (2000). “Developing Leaders at All. Levels.” Seligman, M. E. P. (1990). Learned optimism. New York: Knopf.

21. Today The need for emotionally competent leadership increases as organizations become more… Networked Lean and Flat Flexible/Responsive Global Diverse

22. At My Best

23. Positive emotions are aroused – creating an exciting, engaging, fulfilling place to be! People are encouraged to lead and contribute at all levels Leaders develop the best in themselves and others • EI, Resonant Leadership and Organizational Culture

24. How do the best companies to work for maintain an edge in today’s environment? Leadership and Culture!

25. Myth 2: Emotions Don’t Matter We feel before we think and emotions are contagious!

26. Resonance is contagious… and so is dissonance.

27. Emotion and Effectiveness • Positive Emotional Attractor • Hope • Joy • Compassion • Excitement and Challenge • Calm • Safety • Growth and learning • Love • Respect • Negative Emotional Attractor • Fear • Anger • Resentment and jealousy • Stress and anxiety • Impatience • Mistrust • Forced Compliance • Hate • Disdain

28. Dissonant Leaders are Dangerous

29. What do Toxic Bosses do to YOU?

30. Stop Being a Victim! The minute you become a victim you cease to be a leader.

31. Resonance or Dissonance: Your Choice

32. But Even the Best of Us… • …slip into dissonance. Despite our good intentions, we become toxic, spreading dissent and resentment among our people. We make excuses, blame others, point to “Them” as the cause… WHY?

33. Myth 3: We’re Not Unstoppable Over time and unchecked, the physical and emotional toll of leadership limits our ability to sustain high performance and resonance.

34. Crisis Responsibility Self-control Daily Threats Dissonance is the default

35. Power Stress • Losing touch with core values • Burnout • Depression • Stomach ulcers, high blood pressure, higher risk of stroke or heart attack • Decreased immune system functioning • Less effective at work • Family problems

36. Fundamental Question How can great leaders sustain their effectiveness over time despite the effects of chronic power stress?

37. Effective Leadership Resonant Relationships Sacrifice Syndrome Mindfulness Hope Compassion Renewal Crises Threats Ineffective or Non-Sustainable Leadership Sustainable, Effective Leadership Cycle of Sacrifice and Renewal

38. Mindfulness Awake, aware, attending and attuned – to ourselves, to other people and to the world around us. People who cultivate mindfulness have more cognitive flexibility, creativity, access to personal wisdom and experience, and problem solving skills.What do you do daily to practice mindfulness?

39. Hope • Optimism • An image of a better and feasible future • The belief that we can make it happen

41. Give people hope and show that you care… They will follow you with enthusiasm and passion and will share the best of themselves with you, the team and the organization. Lead Consciously

42. Find your dream. • Bring it to life at work and at home. • Practice Intentional Change.

43. BE THE CHANGE YOU WANT TO SEE Gandhi